美世-华为薪酬设计方案课件

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HuaweiTechnologies,Co.,Ltd.By:ElaineNgMercerExecutiveResourcesConsulting(MERC)Tel:852-21152088;Email:enskcrg@Pay&Reward

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HuaweiTechn1設定薪酬結構

DevelopingSalaryStructure設定薪酬結構

DevelopingSalaryStruc2設定薪酬結構之考慮因素

DevelopingSalaryStructure-ConsiderationsBasePayPolicy基本薪酬政策DecideCompetitiveReferenceSalary

決定具有競爭性的標準工資DecideSalaryRanges制定工資幅度RangeOverlap幅度重疊SignificanceofSalaryRange工資幅度的重要性Howmanystructures?多少個結構?OversandUnders高出/底於工資幅度設定薪酬結構之考慮因素

DevelopingSalary3薪酬政策

CompensationPolicy$Grade级别标准工资ReferenceSalary定下最经济的标准工资以支付公司架构图Definethemosteconomicreferencesalarytopayfortheorganizationchart建立最少增加幅度之标准工资Establishthesmallestpossibleincreaseofreferencesalary薪酬政策

CompensationPolic4中國市場數據MarketDataonChina-

上海製造業

ShanghaiManufacturingWOFE(1)

DataasatApril199990百分比90thPercentile75百分比75thPercentile中位數Median25百分比25thPercentile10百分比10thPercentileRMBPositionClass中國市場數據MarketDataonChin5中國市場數據MarketDataonChina-

上海製造業

ShanghaiManufacturingWOFE(2)

DataasatApril1999中國市場數據MarketDataonChina6貴公司以及市場比較

YourCompanyvstheMarketComparison75百分比75thPercentile中位數Median25百分比25thPercentile貴公司回歸線YourcompanytrendlineRMBPositionClass貴公司以及市場比較

YourCompanyvsthe7貴公司以及市場比較

YourCompanyvstheMarketComparison貴公司以及市場比較

YourCompanyvsthe8年初 年中 年末StartYear Mid EndYear年初 年中 年末StartYear Mid EndYearLAG

落后LEAD

领先LEAD-LAG

落后-领先之间基本薪金政策BasePayPolicy13201100900120010008001320110080013201100800年初 年中 年末年初 年中 年末LAG落后基本薪金9建立竞争工资

DevelopCompetitiveSalariesRMBGradePC4142434445464748495051525354555657GradeorPositionClass一个等级=一个标准工资OneGrade=OneReferenceSalary

标准工资=竞争报酬=招聘标准ReferenceSalary=CompetitivePay=RecruitmentStandard建立竞争工资

DevelopCompetit10利用幅度制定工资架构

DevelopSalaryStructurewithRangesa b c=Mid-PointProgression中点增加率a1-a2 =b1-b2 =RangeSpread幅度c1-c2 = Question:Howmuchshouldbethemid-pointprogression(%)betweengrades?Howwideshouldtherangesbe?Howmuchshouldtherangeoverlap?}GradeRMB利用幅度制定工资架构

DevelopSalaryStru11制定幅度

DevelopingSalaryRange 由中点开始(或标准工资)StartwithMid-Point(orReferenceSalary)

决定幅度DecideRangeSpread

定最低工资EstablishMinimum

定最高工资EstablishMaximum制定幅度

DevelopingSalaryRange 由12定最低工资

EstablishingMinimum最低MinimumMid-Point中点1+Range2=((E.g.Rmb1,0001+50%2=((Rmb1,0001.25=Rmb800=Rmb1,0001+50%2((=1+(25%)=1+=1+0.25=1.2525100幅度定最低工资

EstablishingMinimum最低Mi13定最高工资

EstablishingMaximum 最高 最低幅度Maximum = Minimumx(1+Range) = Rmb800x(1+50%) = Rmb800x1.5 = Rmb1,200

幅度

Range = MinimumRmb800最低

Mid-PointRmb1,000中点

MaximumRmb1,200最高1+50%=1+=1+(0.5)=1.550100((定最高工资

EstablishingMaximum 最高 14中点增加率

Mid-PointProgressionGradual逐渐的Moderate稳健的Steep陡斜的10%10%15%15%30%30%Moregrades多级别Lessgrades少级别中点增加率

Mid-PointProgressionGra15幅度重叠

RangeOverlap1,2001,0008001,8001,5001,2001,8002,2502,700Grade1,2001,0008001,3501,1259001,0001,2501,500Grade1,2001,0008001,5001,2501,0001,2501,5631,875GradeNooverlap没有重叠50%jumpeachpromotion每晋升,增加50%Bigoverlap大部分重叠12.5%jumpeachpromotion每晋升,增加12.5%Rangeoverlap重叠部分=67%1,200-9003001,350-900450==67%Moderateoverlap适度重叠25%jumpeachpromotion每晋升,增加25%Rangeoverlap重叠部分=40%1,200-1,0002001,500-1,000500==40%RMBRMBRMB幅度重叠

RangeOverlap1,2001,0008016幅度重叠

RangeOverlap(2)

Howmuch?多少

一个级别的幅度一般不超过三个其他级别的重叠

Therangespanofanyonegradeshouldnotoverlapmuchmorethanthreeothergrades幅度重叠

RangeOverlap(2) Ho17幅度的重要性

SignificanceofSalaryRangeQ4Q2Q3Q1中点=竞争性工资Mid-Point=CompetitivePayMaximum最高点Minimum最低点一般期望=标准工资StandardExpectation=ReferenceSalary-Performance工作表现-Competencies技能-Yearsinservice服务年期幅度的重要性

SignificanceofSalary18多少结构

HowManyStructures?

市场特色MarketCharacteristics

内部平衡InternalEquity

外部竞争力E