浅谈爱立信薪酬体系

EricssonCompensation&Benefit

爱立信薪酬体系

2002年9月18日

EricssonCompensation&Benefit

爱立信薪酬体系

C&BvsCompanystrategy&HRmanagement 薪酬与公司管理和人力资源管理的关系

C&Bsystemestablishment,competitiveness,impactto companyfinance

薪酬体系的建立、竞争力、对公司财务管理的影响力

WhatareEricsson’sbusinessmeasurements?

爱立信业务的衡量尺度？

(它随着公司业务的转变而变化，去年可能是净销售额、客户满意度、现金流，今年则是订单数量和应收帐款等)

Thebusinessmeasurementsdecide

thec&Bstrategy

业务的衡量尺度决定公司薪酬体系的战略

(如奖励机制中目标的制定直接与业务战略相关)

WhyHRneedtolookatmoney?

人力资源为什么向“钱”看？

allHRactivitiescanbeputinmoneyterm所有的人力资源管理活动都可以用钱来衡量Nofinancialmind-set&analysis,HRisblind.没有财务分析和头脑，人力资源管理是盲目的。

Netsalesperemployee人均净销售额

Netsales净销售额totalno.ofemployees员工总数EmployeecostvsOPEX员工费用/营运费用OPEXrunrate/totalturnover营运费用/总营业额Employeecost/OPEXrunrate员工费用/营运费用HowtobuildHRmanagementintobusinessprocess?

如何把HRM建立到业务流程？

HRrewardsystemHR奖励机制Companyfinancialobjectives公司财务目标Humancapitalindex人力资本指数Customersatisfaction客户满意度KeyelementsofHRoperation

人力资源运作的关键要素

组织设置Organizationaldesign\M&A人员配置、人才招聘resourceplanning&staffing薪酬体系C&B设定目标/指标量化Settingobjectives&measurement培训和能力发展Training&competencedevelopment绩效评估和反馈Performanceevaluation&feedbackMotivationcharacteristicsofSuccessfulCompanies成功企业激励机制的特点

supportcompanystrategyanddevelopment 配合公司战略和发展

fullyalignwithcompanygoals 不偏离公司目标

eachmotivationactionhasitsspecificobjective 任何一个激励机制都有它特定的目的

flexibility,fitintoindividual’sdesires 因人而异MOTIVATION激励机制企业运作环境Businessenvironment(industry,globalization,marketcompetitiveness)企业文化Companyculture品牌brand员工的价值Valueofstaff工作，机会，工资，奖金，奖励，股票，国外工作机会，教育，培训，管理风格，工作环境，组织结构，工作效率Compensation&Benefit薪酬体系仁者见仁，，智者见智智的薪酬体体系人力资源管理的灵魂

直接影响公司财务运作人力资源管理中技术/技巧难度最大的部分

管理的平台

最直白的竞争

既灵活又抽象，为我所用C&BProgramManagementCycle薪酬体系管管理流程Organization’’sStrategy组织战略HumanResourcesStrategy人力资源战战略C&BStrategy薪酬战略ProgramEvaluation体系评估Administration&Implementation操作执行ProgramDesign体系设计Communication&Training沟通与培训训FactorstobeconsideredinC&BStrategy薪酬战略的的考虑因素素CustomerValue客户价值Price价格Quality质量Service服务OrganizationValue组织价值FinancialResult财务结果Org.Performance组织结果EmployeeValue员工价值C&B薪酬Otherreturns其他回报C&BStrategy薪酬战略C&BObjectives薪酬目标Attract吸引Retain保留Motivate激励Employees员工Company公司AchieveObjectives达到公司目目标KeyElementsofC&B薪酬福利的的关键要素素IPE(InternationalPositionEvaluation)System国际职位评评估系统C&BPackage薪酬内容PerformanceManagement绩效管理IPE-InternationalPositionEvaluationIPE-国际职位评评估系统-AHumanResourcetoolwhichmeasurestheimpactandcontributionofeachposition一种人力资资源的工具具，用来衡衡量每个职职位的影响响和贡献Salarysurveytobenchmarkcompetitiveness用于于工资调查查以衡量竞竞争力Establishsalarylevelandstructure用用于建立立工资水平平及结构Facilitaterecruitment用于于招聘Facilitatecareerplanning用于于职业发展展的计划Promotionandjobrotation用于于升职和工工作变动时时的职位评评估Organizationdevelopment用用于组组织发展时时的职位评评估TheFourIPEFactorsIPE的四个要素素Factor1:Impact影响力Factor2:Communication沟通Factor3:Innovation创新精神Factor4:Knowledge知识技能Factor1:Impact影响力Contribution贡献Impact影响力Organization组织大小Sizeoforganization组织大小Influenceonit’sareaofresponsibility/operation对于职责范范围内的影影响Factor2:Communication沟通Position’’sresponsibilityforcommunicationsbothwithinandoutsidetheorganization职位要求的的对内部及及外部的沟沟通Frame架构(内部部或外部)Communications沟通Factor3:Innovation创新精神Identify,developandmakeimprovementtonewideas,techniques,procedures,services,orproducts发现、发展展、改进新新的想法、、技术、程序、服务务或产品Complexity复杂性Innovation创新Factor4:Knowledge知识技能Teams团队Breadth宽度Knowledge知识技能Knowledgerequiredinjobtoaccomplishobjectiveandcreatevalue完成工作并并增加价值值所需的知知识技能StepstosetIPESystem设定IPE的步骤Step1Establishworkingcommittee建立工作组Managementteamreviewandapprove管理层审核并批准Step6CalculateIPEscoreandsecondinterviewlinemanager算出IPE分数并与经理第二轮面谈Step5Firstinterviewlinemanager与经理第一轮面谈Step4Reviewjobdescriptionanddesignchecklistquestions回顾工作描述并设计相关问卷Step3UnderstandIPEsystemanddefineroleofeachparty了解IPE系统并规定每一方的职责Step2C&BPackage薪酬内容competitiveinthemarkettoattract,retainandmotivate保持市场竞竞争力从而而吸引、保保留、激励励员工Compensation薪酬FixedSalary固定工资VariablePay浮动工资ShortTermincentive短期激励奖奖金SalesIncentive销售奖金Performancebonus绩效奖金Benefits福利SocialInsurance社会保险HousingFund住房公积金金Supl.HousingFund补充住房基基金Sportsallowance运动补贴Leave&holiday休假Life&MedicalInsurance人寿和医疗疗保险OverseasTravelInsurance境外旅行保保险Transportation交通Mealallowance饭补Others-welfare,rewarding其他...BaseSalary基本工资13MonthsSalary年底双薪OvertimePayment加班工资TravelAllowance出差补贴StockOption股票期权C&BPackageDesigningPrinciples薪酬设计原原则Externallycompetitive外部竞争力力Internallyequitable内部公平性性CostAffordable&Appropriate成本承受力力及合理性性Understandable员工及公司司的认同性性Efficienttoadminister便于操作ExternallyCompetitive外部竞争力力Selectcompetitors.选定竞争对对手Selecttheappropriatetypeofsurvey选择适当的的市场调查查Determinecurrentmarketposition了解目前在在市场上的的位置SettargetonMarketpositioning设定市场定定位目标(e.g.25P,50P,75Por90P)AdjustC&Bpoliciesaccordingly相关薪酬政政策调整Whoareourreference?我们和谁比比较？XX的薪酬参照照物？OverallVariance总述2002Aprilfixedsalaryis3%and2%higherthan2001Apriland2001Octoberrespectively.2002年4月市场工工资比2001年4月和和10月分别别增长了3%和2%。AtIPE60Level2002Aprilis15%higherthan2001Apriland5%morethan2001October.IPE60的员工，2002年4月月市场工资比比2001年年4月和10月分别增长长了15%和和5%。Example1：MarketSurveyDataAnalysis举例1：市场场调查数据分分析-MarketMovement市场移动0500001000001500002000002500003000004243444546474849505152535455565758596090P75P50P25PIPEAnnualTotalCash-OneCompany’spositioninthemarket公司在市场上上的位置Example2：MarketSurveyDataAnalysis举例2：市场场调查数据分分析InternallyEquitable内部公平性BasePay-SystematicSalaryStructure基本工资--系统的的工资结构VariablePay-basedonCo.’sachievement.浮动奖金--与公司司业绩挂钩Benefits-secureprogramforeveryemployee福利计划-为每位员员工提供保障障StockOptions-toretain&motivatekeycontributors股票期权--保留和和激励关键员员工PerformanceManagement-Standardmeasurements绩效管理--统一的的衡量标准Internalequityisreflectedinthefollowingareas:内部公平性反反映在以下方方面：CostAffordable&Appropriate成本承受力及及合理性-FinancialAnalysis费用的管理C&BCostForecast-decidesifit’saffordable薪酬费用预算算--决决定公司是否否有能力支付付OPEXForecast-decidesifit’sappropriateandacceptablebyManagement营运成本与净净销售额的比比值(OPEX)的预算--决定薪酬酬是否合理，，并能为管理层所接接受Understandable员工及公司的的认同性Win-WinPrinciple双赢原则EmployeescreatevalueforCompany员工为公司创创造价值Companyprovidesemployeescompetitivecompensationandhelpsemployeestoachieveindividualobjectives.公司为员工提提供有竞争性性的薪酬并帮帮助员工实现现个人目标。。EfficientCommunication有效的沟通Efficienttoadminister便于操作NegativeExample:负面例子：BaseSalarySetting基本工资设定定SalaryStructureSetting工资结构的设设定Salaryrevision调薪实例1：SalaryStructureSetting工资结构的设设定a b c=Mid-PointProgression中值变化a1-a2=RangeSpread幅度范围s1-s2=RangeOverlap范围重叠050001000015000200002500030000350004000045000IPEGradesa1a2abcdeSalaryPolicyLine工资线cs1s2SalaryPolicyLine工资线marketdata¤tsalariesarereference;以市场数据和和现行工资为为参考Useregressedtrendline;用回归曲线ConsistentwiththeC&Bstrategyoftheorganization与公司薪酬战战略保持一致致Midpoint-to-midpointDifferential中值之间的差差别5-10%betweengradesforAdm.staff;(IPE43-49)行政人员-每每个级别差约约5-10%；8-15%betweengradesforprofessionalandmanagement(IPE50-57)专业技术或管管理人员-每每个级别差约约8-15%；30-35%betweengradesforexecutivelevels(IPE58+)高级管理人员员-每个级别别差约30-35%；RangeSpread幅度范围Narrowrange(30-50%)foradm.staff;窄幅(30-50%)适适用于行政人人员；Widerrange(40-60%)forprofessionalstaff;稍宽幅度适用用于专业技术术人员；Widestrange(60%-300%)formanagerial&executivestaff.最宽幅度适用用于管理人员员RangeOverlap范围重叠Afunctionofmidpointdifferentialsandrangespreads;由中值差别与与幅度范围决决定Overlapoffivegradesiscommon.五个级别内的的重叠为正常常Broadbandingmayproducesubstantialoverlap.“宽级”会造造成很大的范范围重叠。FactorsInfluenceSalaryRevision影响个人工资资调整的因素素PerformanceRating表现评估得分分IndividualPayPositiontoSalaryStructure相比工资结构构，个人的工工资水平salaryexceedingthemaximum:lumpsum工资超过最高高值，付一笔笔金额，无工工资增长salarybeneaththeminimum:specialadjust工资低于最低低值，特殊调调整CompetenceandMarketValue能力与市场价价值CostofLiving物价水平IncentiveSetting奖金设定IncentivevsGuaranteedPay奖金与固定薪薪酬的比重Incentiveobjectivessetting奖金目标的设设定实例2：IncentivevsGuaranteedPay奖金与固定薪薪酬的比重-MarketMovement(example)市场移动(举举例)100%100%100%100%100%100%10%10%15%23%30%28%0%20%40%60%80%100%120%140%SalesMgr.SalesProf.SalesgeneralstaffMgr.&Prof.GeneralstaffAdmin/Sec.GuaranteedCashVariablePaymentIncentiveObjectivesSetting奖金目标的设设定-SalesIncentive销售奖金TurnOver(orderbooking,netsales)营业额(定单单，净销售额额)MarketShare市场份额CashFlow现金流ProductMix产品组合1999TurnOver(orderbooking,netsales)营业额(定单单，净销售额额)MarketShare市场份额CashFlow现金流ProductMix产品组合20002001MUChinaNetSales(compulsory)中国市场净销销售额(必须须)MUChinaCashFlow(compulsory)中国市场现金金流(必须)CustomerSatisfaction客户满意度...(half-yearevaluation&payment)(半年评估一次次)2002Max.4Objectives:最多4个目标标OrdersBooked(compulsory)定单量(必须须)NetSales(compulsory)净销售额(必必须)MarketContribution(formanagers)市场损益(针针对经理)ProductMix(strategicproducts&services)产品组合CustomerSatisfaction客户满意度AccountReceivable应收帐款IncentiveObjectivesSetting奖金目标的设设定-SalesIncentive销售奖金Basedon5businessperspectivesoffinancial,customer,employee,innovation,internalefficiency,Y2K基于财务、客客户、员工、、创新、效率率等5个方面面，以及Y2K。25%offinancialobjectives,75%ofKPIswithfinancial&non-financial须至少有25%为财务指指标Norestrictionsonnumberofobjectives对目标的设定定无数量限制制。1999Maximum4objectives最多4个目标标Atleast1objectiveisfinancial至少一个是财财务目标1objectivefromtheunitinwhichtheemployeeworks有一个员工所所在部门的目目标1objectivefromtheunitoflinemanagerworks有一个员工经经理所在部门门的目标Eachorganizationdecideobjectiveweight各组织自己决决定各项目标标的权重“Grandfather”principlereinforcesobjectivealignment两层经理批准准以确保目标标的一致性2000IncentiveObjectivesSetting奖金目标的设设定-STI&PerformanceBonus短期激励奖金金和绩效奖金金Maximum4objectives最多4个目标标OverallobjectivesofNetSales/OrdersBooked,MarketContribution,Quality/TQMiscascadeddown;整体目标如净净销售额、定定单量、市场场损益、质量量等由上自下下设定Oneofmanager’sobjectivesshouldbesharedbysubordinates下属须有一个个目标与经理理分担。20012002Maximum5objectives最多5个目标标MUChinaNetSales(compulsory)中国市场净销销售额(必须须)MUChinaCashFlow(compulsory)中国市场现金金流(必须)Others其他(half-yearevaluation&payment)(半年评估一次次)IncentiveObjectivesSetting奖金目标的设设定-STI&PerformanceBonus短期激励奖金金和绩效奖金金C&BProgramEvaluation薪酬体系评估估Impactonorganization’sperformance(CustomersSatisfaction,Profit,externalimage,etc.)对公司业绩的的影响(客客户满意度，，赢利，外部部形象，等)Costs费用Employeeturnoverrate员工离离职率率HumanResourcesEffectiveness人力资资本指指数PerformanceManagement绩效管管理PDDiscussion(Q1)个人发发展谈谈话Reviewjobdescription回顾工工作描描述SetObjectivesMeasurements设定目目标及及衡量量标准准CompetenceProfile技能要要求Individualdevelopmentplan个人发发展计计划DevelopmentActions发展行行动(Q1-Q4)Training培训Coaching教练Counseling咨询Review审核PerformanceAppraisal(Q4)绩效评评估EvaluateObjectiveachievementsAssesspersonalperformancefactors评估目目标达达到情情况，，其结结果将将：Inputfornextyear’sPDDiscussion作为次次年个个人发发展谈谈话参参考Abaseforsalaryrevision作为调调薪的的基础础Abaseforcareeradvancement作为事事业发发展的的基础础PDDiscussion个人发发展谈谈话WhenToHavePDDiscussion?何时进进行个个人发发展谈谈话？？Firstquarteroftheyear每年的的第一一季度度6monthsafternewemployeeonboard(Objectivecanbesetonceemployeeonboard)新员工入入职后的的6个月月(目标标设定可可于员工工入职后后即完成成)Employeestatuschange员工情况况变化时时Promotion升职Demotion降职Transfer工作调转转...Step1ReviewJobDescription回顾工作作描述Step2SetObjective/Goals-SMART设定SMART目标Step3SetStandardsandMeasurement设定衡量量标准Step4DiscussCompetenceProfile讨论技能能要求Step5IndividualDevelopmentPlan设定个人人发展计计划PDDiscussionSteps个人发展展谈话步步骤SettingObjectives,StandardsandMeasurements目标及衡衡量标准准设定PriorityObjectives/Standards/RatingWeightResponsibilitiesMeasurement(1-5)

30%.20%.15%.DeliverprojectXXXaccording Deliveredby15thofApr02totimeplanandprojectspec. IncreaseCustomer.Satafter deliveringbyover3,8.IndividualOPEXdecreasedby By31stofDec02Kr25.000,-/year. Documentedinthefinancial system,costcenterXXXImplementPerformance MeasuredbyDialog,Dec01:ManagementwithinXXX. Allemployeeshavesetgoals. AllemployeeshavePD-disc. IncreasedEmpowerment indexbyover30%Examples举例:Technical/ProfessionalCompetenceHumanCompetenceBusinessCompetenceIndividualCapacitiesCompetenciesrelevanttointeractionwithpeople.ManagingPeopleNegotiatingSkill...Competenciesspecificforacertainfunction,roleortask.3GCompetence2.5GCompetence...Competenciesrelatedtotheunderstandingofthebusiness.UnderstandingofTelecomMarket...TheEricssonCompetenceModel爱立信技技能模式式Examples举例:CompetenceProfile综合技能能评定表表IndividualDevelopmentPlan个人发展展计划ActionsandCourses PlannedTimeCompleteTime

行动/课程 计划时间完成时间

AttendtheLCCcourse June2001May2002Participateintheglobalprojectof…Feb2001Oct.2001ImplementthePMprogramin…departmentMay2001Dec.2001Rotateto…positiontogetfurtherunderstandingofbusinessoperationJan2002May2002Examples举例:DevelopmentActions发展行动动Training培训CoachingandFeedback教练、反反馈Counseling咨询Review审核DevelopmentActions发展行动动Coaching&Feedback教练、反反馈GoodCommunicationSkill良好的沟沟通技巧巧Coaching教练Coachingisthefollowingupoffeedback,incl.Solvingtheproblemandactionplan.教练是对对反馈的的跟进，，包括解决决问题及及行动计计划等。。Feedback反馈Effectivefeedbackdescribesthebehaviorsunderspecificsituation有效的反反馈是对对于员工工具体情境境下行为为的反馈馈Feedback:TheIDEALState给予反馈馈的理想想状态F =Frequent时常A =Accurate准确S =Specific明确具体体T =Timely及时Preferredapproach……“Yourpresentationthismorningwentwell.Youconveyedveryclearlythesupportingrationale.Infact,theteamagreedwithyourrecommendationandwe’’llbemovingahead.OnesuggestionI’dmakeforfuturepresentationsisspendinglesstimeonthealternativesconsidered.Thatwaytheaudienceremainsclearonwhat’sbeingproposed.”Oneapproach…“Thatwasagreatjobonthepresentationyoudidlastmonth.Igotafewcommentsabouthowitcouldhavebeenshorter,butoverallyoudidfine.Keepupthegoodwork!”Someexamples例子...PerformanceAppraisal绩效评估Whattobeappraised?评估什么Results&achievements工作结果评估估Objectives目标Responsibilities/keyresultsareas职责Performancefactors表现因素评估估Attitudeinperforming工作态度Competence能力RatingandWeighting分值与权重TheoverallratingofPerformanceAppraisalshouldderivefrombothratingofobjectives/responsibilitiesandperformancefactors.表现评估的最最终结果来自自目标/职责责及表现因素素的评估。Weighting权重：Objectives/Responsibilities=60%目