翰威特-薪酬管理基础和市场数据应用培训原版

CompensationManagementPrinciple

&DataApplicationTraining

薪酬管理基础和市场数据应用培训

HewittAssociates|January,2009GroundRules

会场要求OfforinSilenceModePlease!!!!

关掉手机或调至无声状态!!!Anyquestion?

有问题吗？Shareyourexperiences

分享您的经验Let’sgetstartedontime

准时开始AttheEndofThisTraining

…..

本次培训后…..Understandtheframeworkandprinciplesofamodernwesterncompensationmanagementsystem

了解全球先进的薪酬管理的框架和理念Graspnecessaryskillsfortrackingandupdatingcompensationmarketlevelsandtrends

掌握并具有持续跟踪薪酬市场最新状况和趋势的能力Select,analyze,andusemarketdatatogetmoreinsightforit’sowncompetitiveanalysisandhumancapitalinvestment

更高效解读，分析并且利用市场数据,帮助企业分析自身薪酬的市场竞争力以及相关人力成本投入Utilizeavailablemarketdatatoresolveproblemsincompensationmanagement准确运用市场数据，设计一系列解决方案以解决本企业实际出现的薪酬管理问题

Time:15minutesAcross1 _____:Asumoftotalguaranteedpayandvariablepay(2words)Tocompareandmeasureone’sjoborsalaryaccordingtothespecifiedstandarddescriptionsValuethatdivideasetofobservationsinto100equalparts.Thisisnormallyusedinbenchmarkingpurposes14 _____Spread:Thedistancebetweenminimumandmaximumexpressedby%Down2 Establishedsalaryrangeforadministratingpayforemployees(2words)_____Pay:Asumofbasesalary,cashallowancesandfixedbonusPrimarysourceofinformationtodeterminevalueofwork.Itisawrittenstatementexplainingposition’sobjective,reportingstructure,responsibilitiesandqualificationrequirements(2words)________:Therelationshipbetweentheactualpayandthemidpointofpayrange(2words)_____Salary:Refertohourly,weekly,monthlyorannualamountpaidtoemployeeforjobperformed.Itdoesnotincludebenefits,overtimeorbonusJob________:RefertotheclusterorgroupingjobtogetherbywhichsimilarvaluejobsareassignedThevalueofwhichfallsatthemiddleofthedistributionwhendatapointsarearrangedfromhightolowMarket______:OneofjobevaluationapproachtodeterminethemarketvalueofeveryjobMeritIncrease______:AguidelineofsalaryincreasedecisionbyconsideringperformanceratingandpositioninsalaryrangeInternal______:AperceptionthatjobsarevaluedfairlywhencomparedajobtootherjobswithintheorganizationPretest

热身测试Pretest–Answer

热身测试–答案

Down2 Establishedsalaryrangeforadministratingpayforemployees(2words)_____Pay:Asumofbasesalary,cashallowancesandfixedbonusPrimarysourceofinformationtodeterminevalueofwork.Itisawrittenstatementexplainingposition’sobjective,reportingstructure,responsibilitiesandqualificationrequirements(2words)________:Therelationshipbetweentheactualpayandthemidpointofpayrange(2words)_____Salary:Refertohourly,weekly,monthlyorannualamountpaidtoemployeeforjobperformed.Itdoesnotincludebenefits,overtimeorbonusJob________:RefertotheclusterorgroupingjobtogetherbywhichsimilarvaluejobsareassignedThevalueofwhichfallsatthemiddleofthedistributionwhendatapointsarearrangedfromhightolowMarket______:OneofjobevaluationapproachtodeterminethemarketvalueofeveryjobMeritIncrease______:AguidelineofsalaryincreasedecisionbyconsideringperformanceratingandpositioninsalaryrangeInternal______:AperceptionthatjobsarevaluedfairlywhencomparedajobtootherjobswithintheorganizationAcross1 _____:Asumoftotalguaranteedpayandvariablepay(2words)Tocompareandmeasureone’sjoborsalaryaccordingtothespecifiedstandarddescriptionsValuethatdivideasetofobservationsinto100equalparts.Thisisnormallyusedinbenchmarkingpurposes14 _____Spread:Thedistancebetweenminimumandmaximumexpressedby%Agenda

日程RewardStrategy薪酬策略JobDocumentation职位文档JobEvaluation职位评估PayStructures薪酬架构MarketPricing&DataApplication市场定价以及市场数据应用PayDelivery薪酬支付Communication沟通CompensationProgramOverview

薪酬体系概述RewardStrategy薪酬策略Job

Documentation职位文档Communication沟通JobEvaluation职位评估PayStructure薪酬架构PayDelivery薪酬支付MarketPricing市场定价RewardStrategy

薪酬策略RewardStrategy

薪酬策略RewardStrategy薪酬策略Job

Documentation职位文档Communication沟通JobEvaluation职位评估PayStructures薪酬架构PayDelivery薪酬支付MarketPricing市场定价LinkingRewardToBusinessStrategy

薪酬与经营战略相匹配BusinessStrategy

经营战略CoreCapability

核心竞争力People

Requirements

人员要求HumanResourcesStrategy

人力资源战略EmployeeNeeds

员工需求HRPrograms

人力资源计划Organizing组织(therightjobs)

(正确的职位）Performing绩效管理(therightoutcomes)

（正确的产出）Developing发展(therightskills)

（正确的技能）Rewarding薪酬(therightincentives)

(正确的激励）Staffing人员配置(therightpeople)

(正确的人)BusinessResults

经营成果RewardsStrategy-ADefinition

薪酬战略–定义Astatementofphilosophiesandobjectivesthatdefineshowemployeeswouldgetrewardedintheorganization.Thisshould:

公司中的员工如何获得薪酬的一种原则和目标。薪酬战略应该:Beconsistentwithbusinessobjectives与经营目标相一致Becognizantofemployeeneeds认识到员工的需求Providedirectionforadministrationanddesign为薪酬的管理和设计提供指导方向Provideabasisforcommunication提供沟通的基础Actasastandardforprogramevaluationandmonitoringonanongoingbasis

作为今后制度评估和管理的标准HowDoYouGetThere?

如何制定薪酬策略？Understandbusinessstrategy

理解企业经营战略Interviewswithseniormanagement,linemanagement

访谈高层管理人员以及一线经理Focusgroupsessionswithemployees

与员工进行核心小组会谈Benchmark“BestPractices”andindustrytrends

与“最佳操作”和行业趋势进行比对Applyglobal/corporatestrategyinthelocalmarket

将全球/母公司战略引入本地市场Preparewrittencompensationphilosophy/strategy

准备书面薪酬原理/策略Buyinfromseniormanagement,compensationcommittee

取得高管层和薪酬委员会的认可战略模式下的薪酬体系特征产品领先型高效运作型客户密切型奖励不是一种策略管理工具奖励被用作一种策略管理工具奖励与企业价值观挂钩奖励计量标准固定化按绩效支付薪酬很普遍奖励以行为及主观评估为基础，按绩效支付薪酬很普遍基本工资与福利具竞争性基本工资低于市场水平，浮动薪酬较高基本工资具竞争力，可变薪酬以绩效为基础全员利润分享对绩效的区别很小延迟利润分享计划利润分享计划基于绩效有调整标准福利计划，灵活性很小许多周期服务和福利既定型计划具竞争力的福利计划，灵活性很高具竞争力的福利计划，有相当的灵活性企业所处生命周期薪酬体系特征初创增长成熟更新没有“固定”职位－－外部公平性比内部公平性更重要‘职位合并’–内部公平性比外部公平性更重要“专员职位”出现－－建立职位评估体系，重点在外部公平性‘职位的减少’–强调与市场的“重新匹配”薪酬具灵活性；现金或其它奖励（股票）结合，与实际结果挂钩确定工资级别与范围，以控制成本非常具有竞争优势的（多种）短期奖金计划根据个人绩效在工资范围内进行工资增长采用来自增长和成熟阶段的混合设计体系基本工资的水平低于市场平均水平（不过，这一点具灵活性，以吸引合适的人才），结合大胆的短期奖金计划基本工资的水平低于市场平均水平，结合大胆的短期奖金计划强调基本工资、职位的稳定性、职业发展机会和特殊待遇与增长周期类似的短期和长期激励计划与市场平均水平持平的基本工资，结合具竞争力的短期和长期激励计划主要挑战：设计薪酬计划时“风险与利用”之间的关系主要挑战:“巩固与认可”之间的关系主要挑战:设计薪酬计划时“内部公平性与外部公平性”之间的关系主要挑战:设计薪酬计划时“全员和少数关键人员的”关系RewardStrategyDesignComponents:10Ps

薪酬策略设计组件：10Ps薪酬策略设计

RewardStrategyDesign9.薪酬政策

PayPolicy8.薪酬时间范围

PayTimeHorizon10.薪酬沟通PayCommunication7.薪酬浮动

PayVolatility6.业绩指标

PerformanceMeasures5.

薪酬支付

Payfor“What”3.薪酬一致

PayUniformity4.薪酬公平

PayFairness2.薪酬定位

PayPositioning1.薪酬构成

PayComponentsHewitt’sFramework10P-1.PayComponents

10P-1.薪酬构成TotalCash全面现金收入TotalRemuneration全面薪酬BaseSalary

基本工资12MonthsBaseSalary12个月的基本工资FixedPay

现金津贴MealAllowance伙食津贴,TransportationAllowance交通津贴VariablePay

浮动收入PerformanceBasedBonus基于业绩的奖金GuaranteedCash固定收入Benefits&Perquisites福利及特殊待遇Pension养老金Housing住房Vehicle汽车Loans贷款Outpatient门诊Hospitalization住院Dental牙科ProvidentFund准备基金Insurance保险Disability残废Shift轮班等FixedBonus

固定奖金13th.MonthSalary第13个月的工资BasePay基本工资ExtrinsicRewards外在激励LTI

长期激励LTI长期激励 StockOptions股票TotalRewards全面激励Rewards激励Qualityofwork工作质量Culture文化Work-lifebalance工作与生活的平衡RecognitionAward特殊表彰IntrinsicRewards内在激励10P-2.PayPositioning

10P-2.薪酬定位PayTarget薪酬目标RoleofCompensation薪酬作用TalentMarket人才市场Median中位值Compensationisimportantintalentattractionandretention,butnotastrategictool,needsupportofotherHRsystems,suchastraininganddevelopment,careerandemployerbrandingetc.

薪酬在人才吸引和保留方面是重要的，但不是一种战略工具，需要其他人力资源制度的支援，如培训和发展，职业和雇主品牌等。Moderatecompetitivemarket,talentisavailableingeneral适度竞争的市场，人才通常可求。75th%ile75分位Compensationplaysaverycriticalroleintheattractionandretentionoftalent.在吸引和保留人才方面，薪酬起到了非常关键的作用。Highlycompetitivemarket,verydifficulttofindandretaintalent.高度竞争的市场，寻找和留用人才非常困难。Amathematicalaverageofasetofnumbersormeasurements,withthemeanequalingthesumofthenumbersdividedbythenumberofunits.

一系列数字或衡量指标的数学平均数，等于数值总和除以单位之和E.g.:{80,90,90,100,85,90}

Mean(X)=(80+90+90+100+85+90)/6=89.17Mean(X)=ΣX/N

Where:ΣX=SumofallvaluesofvariableX

此处：ΣX=所有变量X的数值之和N=Numberofobservations

N=数字的数量之和PayPositioning-WhatisMean?

薪酬定位-什么是平均值？PayPositioning-WhatisMedian?

薪酬定位-什么是中位值？Itisthemiddlevalueofanorderedsequenceofvalues.Ifyouplacetheseriesinascendingordescendingorder,themedianisthenumberthatdividestheseriesintotwopartseachcontainingthesamenumberofdatapoints.

一系列有序数值的中间值。如果您将一些数值按升序或降序排列，中位值就是将这些数值分成两部分含有相同数目数值的那个数字。Basically,themedianisthe50thpercentilevaluebelowwhich50%ofthevaluesinthesamplefall.Itsplitstheobservationintotwohalves.

基本上，中位值是位于第五十百分位的数值，样本数据中有50%在它之下。它将所有的数据分成两半。Itisalsotermedasthe“positionalaverage”.

它也被称为“位置平均数”PayPositioning-WhatisPercentile?

薪酬定位-什么是分位值50分位/中位值75分位25分位1234567891011X分位的数值表示整个数群中有X%的样本小于它，剩下的样本一定都大于它PayPositioning–MarketPractices

薪酬定位–市场操作ComponentofPay

薪酬构成Lessthan25thPercentile

低于25分位25th-50thPercentile

25-50分位Median

中位值50th-75thPercentile

50-75分位Above75thPercentile

高于75分位BaseSalary基本工资0.4%5.1%55.7%34.9%3.9%Short-termIncentive

短期激励4.4%9.8%56.6%27.3%2.0%Long-termIncentive

长期激励6.9%6.9%56.4%26.6%3.2%Benefit&Perquisites

福利与特殊待遇3.6%8.5%60.3%25.4%2.2%TotalCompensation全面薪酬0.4%4.8%51.6%39.2%4.0%PayPositioning–MarketPractices

薪酬定位–市场操作PositionLevel

职位级别Lessthan25thPercentile

低于25分位25th-50thPercentile

25-50分位Median

中位值50th-75thPercentile

50-75分位Above75thPercentile

高于75分位TopExecutive

最高管理层0.0%0.5%32.2%53.5%13.1%SeniorManagement

高级管理层0.0%0.0%36.1%53.8%10.1%MiddleManagement

中级管理层0.4%0.8%45.9%46.7%6.3%JuniorManager/Supervisor/Professional

初级经理/主管/专业技术人员0.4%4.7%55.0%36.0%3.9%GeneralStaff

一般职员0.0%8.9%63.6%25.2%2.3%ManualWorkforce

手工操作人员1.6%13.4%60.4%20.9%3.7%10P-3.PayUniformity

10P-3.薪酬一致Shouldweusedifferentsalarystructure?

我们是否需要多套薪酬架构体系？ByOperationType

按运营类型Manufacturingvs.Non-Manufacturing

生产vs.非生产ByJobFamily

按部门Productionvs.Salesvs.R&D

生产vs.销售vs.研发ByCityTier

按城市类别1st.TierCityvs.2nd.Tiercity

1类城市vs.2类城市ByLevel

按级别Managementvs.Non-Management

管理层vs.非管理层10P-4.PayFairness

10P-4.薪酬公平InternalEquityvsExternalCompetitiveness,whichismoreimportant?

内部公平与外部竞争，哪个更为重要？Whenexternalcompetitivenessandinternalconsistencyareinconflict,whichshouldtakeprecedence?

当外部竞争与内部公平产生矛盾，哪方面会更优先考虑？10P-5.Payfor“What”

10P-5.薪酬支付AppropriatebasisofworktobecompensatedPayforthejob按岗定薪Improvecostcontrolbymakingcompensationcostsmorepredictable通过提高薪酬成本的可预测性而提供成本控制的有效性Thesameorcomparablejobs相同或可比的岗位Thattheymustpromoteemployeestoprovidesignificantpayincreases为了员工的薪酬有显著的增长，他们必须晋升员工Moretraditionalapproach更加传统的方式Payfortheperson按人定薪ProvidesgreatestmotivationtoIndividualstoacquireadditionalskillsassureadditionalresponsibilities最大程度的激励员工获取更多的技能、承担更多的职责Requiresorientingofcompensationandperformancemanagementsystemstowardsskillscompetenciesandbands需要实行以技能、宽带为基础的薪酬、绩效管理Moreflexibleapproach更灵活的管理方式10P-6.PerformanceMeasures

10P-6.业绩指标Corporate/GroupPerformanceFocus强调公司/团队的绩效Promotesefforttowardoverallcorporategoalsandprofitability鼓励员工为了公司整体的目标和利润的达成而努力Canfacilitatecooperationacrossbusinessunits能够促进公司各业务单位的合作Manyemployeesmaynotfeeltheycansignificantlyaffectoverallcorporateperformance很多员工可能会感觉他们无法明显的影响公司的绩效IndividualperformanceFocus强调个人绩效Rewardsemployeesforperformanceoverwhichtheyhavethemostcontrol根据员工最有控制、影响的绩效表现奖励员工Canresultinreducedcooperationamongworkgroupsandreluctanceamongindividualstotakeactionsfor“thegreatergood”ofthecorporation不利于团队合作，可能导致员工不愿意为了公司整体的更好利益而采取行动Canbalanceemployees’attentiontocorporate/groupandIndividualgoals/Performance使员工同时关注公司/团队与个人的目标/绩效10P-7.PayVolatility

10P-7.薪酬浮动FixedPayEmphasis强调固定薪酬Providelesspay-basedperformanceIncentive基于绩效的薪酬激励较少Provideemployeeswithmoresecurityandpredictabilityofpay提供员工更多的安全感和薪酬的可预见性Maybecomelong-termfinancialburdenforcompany可能成为公司长期的财务负担VariablePayEmphasis强调浮动薪酬Providemoreabilitytovarycompensationcostswithprofitability可以更好的根据公司盈利情况调整薪酬成本Providesomeemployeessecurityandpaypredictability只给部分员工提供了薪酬的安全感和可预见性Employeesmayexpectsignificant“upside”ingoodsyearswhiletakingforGrantedprotectionfrom“downside’员工在公司经营好的时候期待很好的报酬，但在公司经营不佳的时候却难以接受下降的薪酬。10P-8.PayTimeHorizon

10P-8.薪酬时间范围CurrentPayEmphasis强调当前的薪酬Moreshort-termperformanceMotivation更多的短期绩效激励Moreabilitytovarycompensationwithprofitability能够将根据公司盈利调整薪酬Mayresultininappropriateshort-termdecision-making可能导致不当的短期决策FuturePayEmphasis强调未来的薪酬Rewardsemployeeloyaltyandservice奖励员工的忠诚度和长期服务Emphasizeslong-termdecision-makingandperformance更多的调强长远决策和绩效Reducecurrent-yearperformancemotivation减少了对当年绩效的激励Longer-termperformanceemphasisCompensationcostsvariablewithperformancebutoveralongertimeperiodBalancesneedsofyounger/shorterserviceandolder/longerserviceemployees10P-9.PayPolicy

10P-9.薪酬政策Lead/Lead

领先/领先Agestructure12monthsaheadofcompanysalaryadjustment

date.

从公司调薪日期将数据更新12个月Lead/Lag

领先/滞后Agestructure6monthsaheadofcompanysalaryadjustment

date.

从公司调薪日期将数据更新6个月Lag/Lag

滞后/滞后Structureisonlyadjustedtocurrentcompanysalaryadjustment

date.

将数据调整到当前的公司调薪日期

公司调薪日Apr.1,2007Oct.1,2007Apr.1,2008Lead/LeadLead/LagMarketLag/LagAnnualSalary10P-10.PayCommunication

10P-10.薪酬沟通Policies:BroadCommunicationSpecificsNeed-to-knowComp.strategyBand/StageTitleStructurePromotionConceptItemsTargetGroupAverage

IncreaseMeritIncreaseTablePayMixIncentiveEligibilityOwnIncentiveMeasureEvaluation

scoreDepartmentHeadEmployeeSalaryRangeofSubordinateSalaryLevelofBandBonus

MechanismProactiveversusreactive?积极还是消极？Degreeofopenness?信息公开沟通的程度？Exercise1:DiscussionCompensationStrategy

练习1:讨论薪酬策略一家摩托车企业因企业效益不好，现决定调整公司整体业务发展方向，经管理层讨论，现有以下三种方案一：企业转型改做发动机二：企业开拓新的市场，着重于东南亚越南，泰国等国家三：企业继续做摩托车但需要勤练内功，改流程降成本。试根据以上三种公司的业务发展方向，建议相关配套的薪酬策略JobDocumentation

职位文档JobDocumentation

职位文档RewardStrategy薪酬策略Job

Documentation职位文档Communication沟通JobEvaluation职位评估PayStructures薪酬架构PayDelivery薪酬支付MarketPricing市场定价JobDocumentation

职位文档Processofdefininganddescribing

是指定义和描述某职位的程序,描述:Jobduties/responsibilities

职位的义务/职责Jobcharacteristics

职位特征Otherrequirementsofjobs

其他任职要求WhyDoIt?

为什么要进行职位描述？JobDescription

职位描述Recruiting(advertisements,postings)

招聘（广告，公告）DefiningJobResponsibilities

定义职位职责CommunicatingJobResponsibilities

沟通职位职责EstablishingPerformanceGoals

制定绩效目标SalaryStudy

薪酬调研JobEvaluation

职位评估JobDescription

职位描述Awrittenstatementofaposition’s

objectives,characteristics,responsibilities,

goals,and/orrequirements

是描述职位的目的、特征、责任、

和/或要求的书面材料SampleStructureofaJD

职位描述示例General

概要Definition

定义Heading

标题Includesgeneralinformationidentifyingthejob

包含识别某职位的基本信息Purpose

目的Comprehensivesummaryofwhatthejobexiststoaccomplish

对此职位存在目的的全面总结Duties/Responsibilities

义务/职责Listingofthekeydutiesandresponsibilitiesperformedbythejob

此职位的主要义务和职责的列表KnowledgeandSkills

知识和技能Statementoftheinformationalorconceptualframeworkrequiredbythejob;Descriptionofthemental,manualormachine/equipmentoperationalproficiencies

职位所要求的信息或知识范围；对智力，体力或机器/设备操作的熟练程度Approvals

审批Approvaloffinaldescription

审批职位描述终稿HowItRelates

如何相关DoDeliverDisplay3-DWhatpeopleneedtoDISPLAY—thebehaviorskeytosuccess在此职位上的员工必须具备什么样的素质和能力—成功的关键行为WhatpeopleneedtoDO—theactionsanddecisionstheworkinvolves在此职位上的员工必须承担什么职责—工作需要采取的行动和作出的决策WhatpeopleneedtoDELIVER—themeasurableoutputs/

outcomesexpected在此职位上的员工必须提供什么成果—可衡量的产出/期望的成果Behavioral&

technical

competencies胜任能力Responsibilities&activities职责&行动Keyaccountabilities

/measures产出/关键绩效评估指标AlignmentamongCompany,DepartmentandJob

公司、部门和职位的列队DepartmentResponsibility

DOJobCompetency

DISPLAYKPI

DELIVER

Capabilities

DISPLAYScorecard

DELIVERCompanyCriticalCapabilitiesResponsibility

DOCoreProcessGoals部门职责向职位的分解部门职责如何拆分至岗位—范例JobDocumentationChallenges

管理职位文档的挑战Keepingitupdated

及时更新Convincingmanagersofimportance

说服经理了解其重要性Avoidingnarrowlydefinedjobs

避免狭义的职位定义Avoidinghavingemployeesfocusonlyonwhatisinthejobdescription

避免员工仅履行职位描述中的职责Trainingnon-HRemployeestocomplete

培训非人力资源专业人员制定职位文档避免使用术语

Avoidusingterminology职位，而非人的描述

Job,notIncumbentdescriptionExercise2:ReadingMaterial

练习2:阅读材料JobEvaluation

职位评估JobEvaluation

职位评估RewardStrategy薪酬策略Job

Documentation职位文档Communication沟通JobEvaluation职位评估PayStructures薪酬架构PayDelivery薪酬支付MarketPricing市场定价JobEvaluation

职位评估Jobevaluationistheprocessofdeterminingtherelativerelationshiporvalueofjobsorworkwithintheorganization.

职位评估是确定企业中各个职位的相对关系或价值的流程。Thereareseveralmethodsthatcanbeusedtoevaluatejobsandthereareseveralfactorstoconsiderbeforechoosingamethod.

职位评估有多种方法，在选择一种评估方法前应考虑几个因素。JobEvaluationOutput

职位评估输出Level全面管理营销部财务部法务部13总裁CEO(911)

12COO(812)

CFO(798)

11副总裁营运副总裁(735)营销副总裁(747)

9总监

市场总监财务总监(618)

InhouseCounsel(624)8高级经理董事长助理&董事会秘书(539)区域销售总监(小区)(553)TreasuryManager(515)

7经理主任工程师

区域销售经理(484)内部审计经理(469)

6主管资深工程师

特别助理(407)总帐会计(330)

5高级专员高级工程师

销售助理(284)

物流主管(306)销售、税务会计(296)LegalAssistant(306)样本GradingSystemwithSalaryStructure

职级体系与薪酬结构的联系123457Max.Min.中值T2T1中值递增率中值幅宽6样本职级部门1部门2….7总经理6总监总监5经理经理4主管3工程师2秘书专员1技工JobEvaluationApproaches

职位评估方法Greaterinternalfocus Greaterexternalfocus

侧重于内部侧重于外部

PointFactor

要素评分Asystemthatscoresjobsbasedonpointsassignedtovariousfactors.

根据各种要素的分数对职位进行评分的系统FactorComparison要素比较Asystemthatranksjobsonvariousfactorsbycomparingagainstotherjobsintheorganization.

通过与公司内其他职位的比较，根据各种要素对职位进行排序的系统PairedComparison对等比较Asystemthatcompareseachjobwithintheorganizationagainstevery

otherjob.

将每个职位都与公司内部其他的每个职位进行比较的系统Classification

分类Asystemthatassignsjobstosalarygradesbasedonpre-establishedcriteria.

按照事先制订好的标准把职位分配到相应的工资级别中的系统RankingtoMarket市场定级Asystemthatranksbenchmarkjobsanddeterminesgradehierarchybasedonmarketvalues.

将基准职位进行排序，然后根据市场赋值决定职位层级的系统MarketPricing市场定价Asystemthatusesmarketdatatodeterminethevalueofjobs.

运用市场数据确定职位价值的系统RankingtoMarketProcess

市场定级方法Study调研JobA 100KJobB 98KJobC 97KJobD Slotted套级JobE 88KJobF 86KJobG 85KJobH Slotted套级PayRange3

工资段3MarketValues市场赋值PayRange2

工资段2ClassificationIllustration

分类SalaryGradeLevelFactorsIIIIIIIVKnowledgeandSkillBasicLevelSkills:Followssimplewrittenandoralinstructions;knowledgeofdefinedworkroutines;mayrequiretypingoroperationofstandardmachines;includeschecking,recording,andpostingofinformationIntermediateLevelSkills:Followsstraightforwardwrittenandoralinstructions;knowledgeofseveralworkroutines;readsvariousreferences,extractsinformation,andappliesbasicarithmeticfunctions;mayrequiretypingoroperationofcomplicatedmachinesBroadRangeofClericalSkills:Abilitytogather,organizeverify,compose,and/oranalyzedatainthecompletionofseveraldefined,multi-stepprocedures;mayrequiretheoperationofmorecomplicatedequipmentKnowledgeofaSpecializedField:Knowledgeofaspecializedclericaloradministrativefunction,includesknowledgeofrelevantpoliciesandprocedures;mayrequireuseofspecializedsoftware;abletoanalyzeandinterpretdiverseinformation

Impact/

AccountabilityHighlyRestrictedImpact:Exertsanoticeableimpactonimmediateworkareaonly;influenceisindirectandsupportiveinnaturewithnoaccountabilitybeyondtheincumbent’spositionDiscernibleImpactontheWorkUnit:Impactisgenerallyconfinedtotheimmediateworkarea;mayaffectcloselyrelatedactivitiesintheunitorsectiononatemporarybasis;influenceisindirectandsupportiveinnature;accountabilityisrestrictedHasConsiderableImpactonWorkUnit:Impactsactivitiesinotherworkareasoccasionally;accountabilityisindirect;mayprovideinformationtodecision-makingprocesswithintheunitConsiderableImpactonOtherWorkUnits:Impactsactivitiesinotherworkareasonaday-to-daybasis;accountabilityisprimarilyindirect,butmaybesharedforactivitiesaffectingtheworkunitonly;mayprovideinformationtodecision-makingprocessFactorComparison

要素比较*Thedifferencebetween7and13isnogreaterthanthedifferencebetween6and7.Illustration

JobTitleKnowledgeandSkillProblemSolvingImpactorAccountabilityTotalRank*OverallRankController11351GeneralAccountingManager23162AccountingSupervisor32273StaffAccountant445134AccountsPayableSupervisor664165AccountingClerk556176FileClerk777217PairedComparison

对等比较SampleComparisonMatrix

A

B

C

D

E

F

GTotal“+s”JobAx++++–+5JobB–x––+++3JobC–+x–+––2JobD–++x+–+4JobE––––x+–1JobF+–++–x–3JobG––+–++x3PointFactor

要素评分法要素评分法的步骤：阶段一

确认用于衡量所有

职位的要素阶段二根据要素定义评估职位，

得到每个职位的总分阶段三

按分值设计职位级别解决问题/创新

(权重：15%）责任（权重：10%）知识及其应用(权重：30%）体力劳动（权重：5%）工作条件

（权重：5%）沟通(权重：15%）HewittPointFactorMethodology（JobLinkTM）

翰威特的要素评分法：全球职位评估体系（JobLinkTM）JobLinkTM的评估要素影响(权重：30%）针对手工，生产类，运输类岗位，”工作条件”和”体力劳动”在评估中将代替”责任”要素.我们的评估方法将从以下几方面对一个职位进行评估：（JobLinkTM）

EvaluationWorksheet

职位评估体系工作表职位名称知识解决问题沟通影响责任工作条件体力活动总分级别分数级别分数级别分数级别分数级别分数级别分数级别分数总经理7E300G877A903G2093I70

0

0756首席财务官6E258G876A663F1823I70

0

0663财务控制师6D219F655A493E1552I49

0

0537会计经理5D181E485A492D1162I49

0

0443Sample:JobLinkTMFactor1-Knowledge

举例:职位评估因素之一-知识及其应用分数递增分数递增应用基础应用理解整合精通等级ABCDE知识基本技能1基础教育2职业/技术教育3单一专业4多项专业5单一职能领域6多职能领域7Sample:JobLinkTMFactor2-ProblemSolving&Innovation

举例：职位评估因素之二-解决问题与创新既定的常规的相似的多项的多元的宽泛的复杂的高度复杂的挑战的程度ABCDEFGHI分数15

20

27

36

48

65

87

117

150

172331425676102133

典型“知识及其应用”所对应的“解决问题与创新”的分数典型“知识及其应用”

1A1A+

1B1B+1B1B+

2A2A+2A2A+

2B2B+

3A3A+

3B3B+3B3B+

3C3C+3C3C+3C3C+

4B4B+4B4B+4C4C+4C4C+

4C4C+4D4D+4D4D+4D4D+

5C5C+5C5C+5D5D+

6D6D+6D6D+

6E6E+6E6E+

7D7D+

7E7E+JobEvaluationTrends

职位评估趋势MovementawayfromcomplexjobevaluationsystemsintheU.S.

美国市场:放弃复杂的职位评估系统Moremarketoriented

更加注重市场导向GreateremphasisoninternallyfocusedsystemsinEurope,butgradualrecognitionoftheneedtorecognizetheexternalmarket

欧洲市场:更加侧重于的内部因素系统，但逐渐意识到需要了解外部市场A“mixedbag”inAsia--whatareyour

experiences?

亚洲市场:

“混杂现象”：您的经验？Break&RefreshPayStructure

薪酬结构PayStructure

薪酬架构RewardStrategy薪酬策略Job

Documentation职位文档Communication沟通JobEvaluation职位评估PayStructures薪酬架构PayDelivery薪酬支付MarketPricing市场定价PayStructureElements

薪资结构组成成分RangeSpread：78MAX-7MAX-8MIN-7MIN-7MID-8MID-7(Mid8-Mid7)Mid7ProgressionRate(Max7-Min7)Min7PositionsCurrentPayMidPointCompRatioFormula

公式PayStructureElements

工资结构组成成分1.WhatisSalaryStructure?

1.什么是薪酬结构？2.WhatisPayRange?

2.什么是薪酬范围？3.WhatisRangeSpread?

3.什么是级别宽幅？4.WhatisMidpointProgression?

4.什么是中位值递增率？5.WhatisPayRangeOverlap?

5.什么是级别重合度6.WhatisComparativeRatio(CompaRatio)?

6.什么是比率？1.SalaryStructure

1.薪酬结构MaximumMinimumMidpointTheprocessofcombiningjobevaluationandmarketpricingtoestablishguidelinesforadministeringpay--typically“fixed”pay

是指整合职位评估和市场定价的结果后而制定工资管理纲要的程序--通常指对固定工资的管理。2.WhatisPayRange?

2.什么是薪酬范围？MinimumMaximumPayRangeMidpointMaximumisamaximumvalueofapayrange.

最大值是薪酬范围中的最高薪酬水平Midpointisamiddlepayvalueofapayrange-representsthemarketcompetitivenessforajoborgrade/level.

中值是薪酬范围的中点-表示某一职位或等级在市场上所具备的竞争力薪酬。Minimumisaminimumvalueofapayrange.

最小值是薪酬范围中的最低薪酬水平Payrangeisafullrangeofpayopportunityforajobandprovidesenoughflexibilityforjobholderstogrowwithineachgrade/level.

薪酬范围是某一职位的一系列薪酬机会，它提供给这一职位的在职者足够的灵活性，使他们能随着不断的发展进步得到薪酬上的提升。2.WhatisPayRange?

2.什么是薪酬范围？APayRangecanbedividedintothreeequalparts

一个薪酬范围分成相同宽度的三部分:Theupperthird-reservedforamoreseniororexperiencedemployeewhoseperformanceisconsistentlyabovethenormorexceedexpectations.

最高等-给予一个更资深或者更有经验的员工，其工作表现一直高于标准或超出预期。Themiddlethird-definestheacceptablerangeofpayforafullyqualifiedemployeewhoseperformancemeetsexpectations.中等-确定了给予工作表现达到预期的合格员工的可接受的薪酬范围。Thelowerthird-reservedfornewhireordevelopingemployee.

最低等-给予刚入职者或发展中的员工MinimumMaximumPayRangeMidpointUpperRangeMiddleRangeLowerRangeHowdotheorganizationdecidehowmuchanemployeeshouldbepaid?公司怎样决定向员工支付多少薪水？2.WhatisPay