薪酬体系的设计与管理

薪酬体系的设计与管理工资管理薪酬管理的宏观战略本节目标在本节中，您会了解到以下内容：薪酬的定义薪酬管理的原则薪酬总体构成薪酬战略的组成部分薪酬管理的步骤人是任何企业中最关键的资源，没有了他/她，公司的财力、物力均不能得到最佳的发挥Peoplearethekeyresourceinanyorganization.Withoutthemneitheritsphysicalresourcesnorthefinancialresourceswillbeusedtotheirbesteffect.薪资的定义薪资：由一位雇主对一位受雇者，为其已完成和将要完成的工作或已经提供或将要提供的服务，可以货币结算并由共同协议或国家法律或条例给予以确定而凭书面或口头雇佣合同致富的报酬或收入。薪资的定义薪资管理的目标组织目标1、保证组织可以招聘到所需要的人才；2、稳定有绩效的员工；3、给予员工报酬以增进绩效；4、以工作对组织价值为取向，划定各工作之间的合理差距，并维持薪资给付的全面平衡；5、具有随市场及组织变动以机动调整的弹性；6、便于解释、了解、作业及控制；7、讲求成本效益而不耗时耗资。薪资的定义薪资管理的目标员工目标

员工觉得所获待遇合理及公平，并能配合生活费及劳动力市场之水准和职责之增加，并随之调整，进而从中建立至我期许的信心。薪资的定义工资管理的原则公平性；准确性；合理性。薪资的定义

薪资政策1、薪资水准主位中位随位薪资的定义

薪资政策2、薪资架构3、薪资基准4、薪资异动5、薪资控制6、薪资沟通薪资的定义薪资作业过程政策之发展技术结构及给付步骤推行•薪资水准•薪资晋升•薪资计划•薪资沟通•工作分析•工作评价•薪资调查•薪资咨询•薪资预算•工作划等•核薪•薪资审核•薪资成本•内在结构•外在趋势•薪等•给付水准•员工服益薪资架构

薪资架构的理念：对内公平性对外公平性薪资架构

薪资架构的形成：建立公司薪资给付政策线进行薪资调查建立薪等薪级制度薪等薪级的扩延薪资架构

薪资架构的选择：等幅式薪资架构连续式扇状走向薪资架构复式薪资架曲线型给薪趋势线薪资管理操作的必须步骤：岗位分析岗位评估市场情况薪酬政策对内公平对外公平公平ClassOverview(课程展望）Session1:CompensationProgramManagement薪酬管理概述Session2:MarketSurvey市场调研Session3:StatisticBasics&Application统计学基础及应用Session4:PayStructureDesign薪酬架构的建立Session5:MeritPaySystem基于业绩的加薪计划Session6:CompensationCost薪酬成本计算Session7:SalaryAdministration薪酬管理CompensationManagement薪酬管理概述薪酬管理的任务Todevelopanddelivertotalcompensationsolutionwhichmustbe：开发与实施整体薪酬计划，从而达到以下目的：Attracting，retainingandmotivatingthebesttalentthecompanyhave吸引，保留及激励本企业中的最佳人才Flexibleenoughtosupportbothbusinessstrategyandemployeesneeds具有足够的灵活性来支持业务战略及员工需求Balancedwithbothcompetitivenessandaffordability达到具有竞争力及企业可负担的平衡Easytoadministrate/operate便于日常管理和操作Tocommunicatetheprogramswithclaritythatmakesure：清晰地对计划进行沟通，从而：Theprogramisunderstood/accepted使薪酬计划能被理解Theexpectationsarewellmanaged使员工的期望值处在适当的水平薪酬策略Focusontotalcompensationprograms专注于整体薪酬体系的设计Leverageeffectivemarketsurveytogetcompetitivemarketinformation有效利用市场调研提供的市场信息Differentiatepaywiththefollowingtomakesureequity制定两极分化的薪酬制度，使薪酬与以下因素相联系Skills–Usingaskillsbasedjobsystem技能技巧–工作设置系统Performance–linkingwithperformancemgmtsystem工作表现–绩效考评系统Valuetothebusiness–usingretentionprogramsfortoptalent对业务的价值–留才计划Efficientlaborcostmanagement–“Usingthemoneywisely”有效的人才成本管理–花钱的智慧薪酬管理目标----平衡Employee员工：Balancepoint平衡点：Competitiveness竞争性Affordability可负担性Flexibility灵活性Company公司：Equity公平性Consistency一致性Valuable自我价值的体现Laborcostmanagement劳动力成本管理Meritsystem绩效工资体系薪酬管理角色分工Compensationposition工资政策Competitiveposition竞争水平Laborcost人力资源成本CompanyExecutive-Decision高层经理–决策HumanResources-Proposal人力资源部–提议Managers-Execution中层主管–执行JobEvaluationsystem职位评估系统CompensationSystem工资体系Benchmarking市场调研Laborcostanalysis人力成本分析Jobdescriptionevaluation职位描述，评估Performanceevaluation工作表现评估Salaryincreasedecision工资增长幅度的决定Discussion（讨论）Whatmakesyoutobeacompensationprofessional?薪酬管理人员的素质薪酬管理人员的素质Internalunderstanding内部气候的了解Understandthecompanybusinessstrategyandpriorities公司业务战略及重点Understandorganizationstructureandjobsintheorganization公司组织结构及业务分布Externalunderstanding外部环境的了解Economicenvironment经济环境Labormarketsituationandtrend人力资源市场状况及趋势Laborlaw/policyupdate劳动法规政策的变化Networking/interpersonalskills人际关系网Havearesourcespooltoleverageforinformationsharingforothercompany’spractices可以有可信的资料来源Analyticalskillsforinterpretingthemarketinformation分析能力及解释市场信息Havefunwithnumbers!与数字共舞Goodcommunicationskillsbothoralandwriting良好的口头，笔头沟通能力ProgramManagementCycle项目管理周期Company’sStrategyandplan公司策略HumanResourcesStrategy人力资源策略CompensationStrategy薪酬策略Evaluation评估Design设计Communication&Training沟通与培训Administration管理Implementation实施MarketSurvey市场调查市场调查的种类Selfconductedsurvey由本公司执行进行Buysurveyreport购买调查报告Companysponsoredsurvey公司召集的调查Participantingroupsponsoredsurvey参加小组召集的调查衡量各种市场调查的方法的投资回报率Easytoconduct实施的难易度Dataquality数据的质量Cost成本Turnovertime周期不同调查方法之间的比较Easytoconduct易于实施Cost费用Dataquality数据质量Turnovertime时效性Conductyourownsurvey本公司自己进行Buysurveyreport购买调查报告Attendgroupsponsoredsurvey参加小组召集的调查Companysponsoredsurvey本公司召集的调查服务申请的提出Purposeofthesurvey调研目的Targetmarket目标市场Targetjobs目标工作种类Informationrequired所需要的信息Dataofdeliveryexpected所需要的时间Contentsofreportrequired/Format所需要的内容形式Additionalrequest,ifany其他要求等服务申请的提出----练习YourcompanyisaITmulti-nationalcompanybasedinBeijing,thecompanyisgongtosetupaR&DcenterinTianjin,youdonothavebranchtherecurrently.Asacompensationprofessional,youareinvitedbytheprojectofficetogivecomeadviseonhowtosetupTianjinR&Dcenter’scompensationandbenefitsterms.AsyoudonothavecontactinTianjin,youdecidetogetsomeinformationfromconsultingcompany.RaiseaROStostateyourneeds贵公司是一家全球行的信息公司的北京分公司，现在天津并没有任分支机构。现要在天津建立一个研发中心，筹建处要求你帮助建立研发中心的薪酬福利体系，鉴于你在天津没有任何联系，你希望咨询公司可以帮助你拿到一些资料请练习提出服务申请自我实施的调研Purpose目的Targetmarket目标市场Informationneeded所需信息Methodofsurvey方法Telephonecalls电话访谈Emailquestionnaire问卷Designyourquestionnaire设计问题/问卷Report报告Resultanalysis结果分析Defineyourmarket定义市场Yourcompany’sbasicprofile你公司的基本情况Industryyouarein行业Typeoforganization组织形式Majorcompetitors主要竞争对手Otherconsiderationsintalentcompeting,imagecompeting,managementsystemcompeting,etc其他竞争，人才，形象，管理风格等Sizeofthemarket市场的大小Nolessthan10companies不能少于10家公司Consistencyconsideration连贯性Shouldmaintain80%repeatedrateeveryeartokeepconsistency每年80％的一致性Contentsofsurvey

调研内容CashCompensationitems现金项目Benefitspractice福利政策Paypolicies工资政策Retentionpolicies留才计划Companyprofiles公司的情况Defineyourquestions

问题设定Usecommonterms,putinexplanationsifnecessary用通用的术语，必要时有解释UseclosedquestionwithYONanswerinsteadofopenendedquestions用是否问题，不要用自由发挥问题Makechoicesavailableforparticipants尽量使用选择题Exercise（练习）Companywanttorevisittherelocationallowancepolicyasthenumberofrelocationisgrowingandtheallowanceisrelativehighandwithoutupdatefor3yearsPleasedesignaquestionnairesothatyoucouldringaroundtogetsomemarketinformation公司现有的派遣津贴已经有年没有变化了，并且随着业务量的增加，派遣人员总数不断上升，公司担负不断增加，想调整津贴金额请设计调查问卷以收集市场信息ImportanceofJobMatching

工作类比的重要性Understandthemethodologyofsurveycompany’sbenchmarkingsystem了解调研公司的类比系统及方法Understandthebenchmarkingjobdescriptionprovidedbysurveycompany了解调研公司提供的标准工作描述Understandinternalorganizationandjobdescription了解本公司的组织及工作种类及工作内容Invitebusinessmanagertoparticipantinjobmatchingactivities–why?必要时要邀请业务经理参加工作类比会议--为什么？Surveydatacategories

调研数据的分类Basepay基本薪资Monthlybasesalarytimes12基本月薪*12Guaranteedpay固定收入Includingallowances,yearendbonuswithoutmeasurements包括津贴，年底固定奖金Totalcash全部现金收入Includinganyvariablebonus,incentivewithmeasurements抱愧浮动奖金，销售奖金TotalcompensationAnycashpaymentorbenefitsportion包括其它及福利TotalRemunerationBenefitsIncentivepayvariablebonusAllowance(s)Fixedbonus(es)BasepayTotalRemTotalCashGuaranteedCashAnalysisofSurveyData

分析调研数据Tounderstand理解Howdatawascollected数据采集的方法Howtoreadthesurveyreport如何解读调研报告Whatthedatarepresentsfor数字会说话Howcanweusethedata如何运用数据Yourcompetitiveposition你公司的竞争水平Defineyourfuturesalarystructure制定薪酬架构Surveyreportscontents

调查报告内容Executivesummary概述Ahighleveleconomic/labormarkettrendreport对经济情况及人才市场走势的概述DetailedremunerationdataUsuallybyjobfamilies分工作种类MarketpositioncomparisonWhatisyourcompany’spayposition你公司与市场平均水平的比较Questionnaireanalysis问卷分析Salaryadministrationpolicies薪酬政策Benefitsprograms福利项目Retentionprograms留才计划StatisticBasics&Application统计学基础及应用StatisticsTerms统计学基础Mean平均值Unweightedmean不加权平均值Weightedmean加权平均值Median中值Percentile百分位值Quartile区间Mean平均值Theaverageofasetofdatapoints.itissumofthedatadividedbytheno.ofpoints一组数据的综合除以个数Unweightedmean不加权平均值Obtainedbycomputingtheaverageofthevaluesofthedatapoints直接平均法Weightedmean加权平均值Obtainedbyweightingeachvaluebytheno.ofdataoccurredthencomputingtheaverage考虑每个数据的个数因素然后加以平均ExampleofComputingMeanCompanyAverageSalary(RMB)No.ofIncumbentsAveragesalaryXNo.OfIncumbentsA100,000202,000,000B120,000101,200,000C140,000101,400,000Total360,000404,600,000Unweightedmean(直接平均值）ofthe3companies:360000/3=120000Weightedmean（间接平均值）ofthe3companies:4600000/40=115000ExerciseofComputingMean

RefertoSurveyData计算平均值的练习ExerciseofCalculatingMean

计算平均值的练习unweightedweightedpositionlevelincumbents50pmeanmeanJunioraccountant11056000secretary12160000HRAssistant11469000Median中值Thepointalonganordereddatapointsatwhichanequalno.ofdatapointsfallaboveandbelow在一组数据中，排序后有一半的数据在此之上，一半的数据在此之下Foranoddno.ofdatapoints,medianisthemiddledatapoints在奇数个数据中，中值就是排在最中间的那个数的值Foranevenno.ofdatapoints,medianistheaverageofthe2middle-mostdatapoints在偶数个数据中，中值就是排在最中间的两个数的平均值Exampleofcomputingmedian(1)

计算中值的练习（1）UnordereddataOrdereddatamedian74000625005450042800332002600013100Exampleofcomputingmedian(2)

计算中值的练习（2）UnordereddataOrdereddatamedian8300074000625005450042800332002600013100ComputingPercentile

计算百分位Definitions(定义)Px,thedesiredpercentilepoints,wherePx,为所需的百分位点x,thepercentilerankdesired(e.g.10,25,etc..)x,为所需的百分位v,therankorderposition(frombottom)forthepercentilepointvalueofinterest,viscalculatedasfollows:V=x/100*(n+1)v，为从上至下排序后百分位点的位置V=x/100*(n+1)n,thenumberofdatapointsinthesamplen，为数据的总量ExampleofComputingPercentile(1)

计算百分位的练习（1）ComputingP25v=25/100*(7+1)=2P25shouldbethe2nddatapointP25为下数第二个数据Whichis2800So,p25=2800PleasecalculatingP75byself请计算P75SalaryRank40007350063200531004300032800225001ExampleofComputingPercentile(2)

计算百分位的练习（2）ComputingP25v=25/100*(8+1)=2.25P25shouldbethe2.25thdatapointwhichinbetween2ndand3rddata,P25为下数第2.25个数据,也就是在第2与第3数据之间的一个数值Whichisinbetween2800and3000So,p25=2800+0.25*(3000-2800)=2850PleasecalculatingP75byself请计算P75SalaryRank6000840007350063200531004300032800225001Quartiles区间Incompensationanalysis,percentilesareoftenexpressedintermsofquartiles.thereare4quartilesinasetofdatapoints把每一个区域分成4个区间1stquartile:theAREAwherethebottom25percentofvaluesoccur,correspondsto25thpercentile第一区间，市场上最低的25％数据2ndquartile:theAREAwherethe2nd25percentofvaluesoccur,correspondsto50thpercentile第二区间，市场上25P-50P之间的数据3rdquartile:theAREAwherethe3rd25percentofvaluesoccur,correspondsto75thpercentile第三区间，市场上50P-75P之间的数据4thquartile:theAREAwherethetop25percentofvaluesoccur,correspondstothe100thpercentile第四区间，市场上最高的25％的数据Marketsurveyanalysis

市场调研结果分析Read&understandthereports运用统计学知识读懂报告Datacomparison–appletoapple数据比较Time:agemarketdata与时俱进的市场数据Value:marketcomparablebasepay可比性工资Positiontomarket:marketindex市场系数Analysissurveyresult

分析调查报告Data数据Information信息Knowledge知识Evaluation评估

MgmtDecision管理决策Agingmarketdata

市场数据的与时俱进Determineannualagingfactor增长指数的计定Datacomingfromsurveyreports,salaryincreaseplan%reportedbyparticipatingcompanies从市场报告中对未来年薪资增长的预料Determinedatetowhichtoagedata设定市场数据预估时间Effectivedateofsalarystructure新的工资架构的生效日期或数据的日期Lead,lag,orlead/lagphilosophy用Lead,lag,orlead/lag方法Lead,structurewillcompetetheyearendmarketLead,工资结构与年底的市场水平看齐Lag,structurewillcompetetheyearendmarketLag,工资结构与年初的市场水平看齐Lead/lag,structurewillcompetethemidyearmarketLead/lag,工资结构与年中的市场水平看齐Exampleofagingmarketdata

预估市场数据的例子SurveydataeffectivedateisOctober1,2002市场调查报告生效日为2002年10月1日Annualagingfactoris8%for2002,6%for2003预估值为2002年8％，2003年6％Thecompany’sstructurewilleffectiveJuly1,2003新的工资架构生效日为2003年7月1日Pleasecalculatetheagingfactorsseparatelyforlead,lag,andlead/lagpolicy请用lead,lag,andlead/lag的方式分别计算市场预估指数Comeoutmarketcomparablebasepay

把市场数据转化成与本公司的工资有可比性Yougetannualpaydatafromsurvey,whichneedtobeconvertedtoyourcompany’smonthlysalaryamount从市场报告中你得到年底薪酬，你需把它转化成月薪Whatisyourcompany’spaypolicy?你公司的工资结构是什么？Whatisthemarketannualpayincludes?你的市场数据包括了什么内容？BasepayGuaranteedcashTotalcashTotalremunerationABCCompanyPayPractices

ABC公司的工资结构ABCcompanypaypracticesABC公司的工资结构12monthssalaryannually每年12个月月薪1monthyearendfixedbonus年底1个月固定奖金1monthvariablebonusmeasuredbycompanyperformance年底1个月浮动奖金根据公司的业绩MonthlyallowanceofRMB500permonth每月500元津贴Housingsubsidyof10%monthlysalarypaidbycash每月10％月薪的现金住房补贴CalculatingMarketComparableBasePay

计算市场可比性工资BenchmarkPositionABCLevelMeanComparableBasePayJunioraccountantI56000AccountantH81000SrAccountantG109000FinanceSupervisorF170000FinanceManagerD270000MarketIndex

市场系数Comparecompanyaveragesalarywithmarketaveragesalary本公司平均工资与市场平均工资的比较MakeAppletoApplecomparison要完全同须知的比较Samepointoftime同一时间Samejob同一工作Samepaycomponents同样的工资内容Basetobase,totalcashtototalcash基本月薪，或全部年薪Anexerciseofdatacomparison数据比较的练习MarketIndex

市场系数PositionLevelNumberofEEsAverageSalaryMarketMeanMarketIndexJunioraccountantI833003289AccountantH546004934SrAccountantG265006776FinanceSupervisorF1900010789FinanceManagerD11700017368PayStructureDesign

设计工资架构Somethingaboutpaystructure

关于工资架构AnIdealCompensationProgram

理想的薪酬设计Internalequity内部公平性Externalcompetitiveness外部竞争性Affordability可负担性Legallydefensible合法的Understandable/salable可理解的/易服人的Efficienttoadminister易管理的Safeguardstheorganization’sresources对公司资源的保护Flexible灵活的Meetstheorganization’suniqueneeds为企业特别定制的GeneralandSpecificFactorsAffectingPayStructures

影响工资架构的一般与特殊因素Corporatecultureandvalues企业文化及价值观Managementphilosophy管理宗旨Externaleconomicenvironment外部经济环境Labormarketdemandandsupply市场的供求比Corporatestrategyandpolicy公司的战略与政策Centralizedcompensationpolicy统一的工资政策Decentralizedcompensationpolicy分管的工资政策Short-termvs..Long-termconsideration短期与长期的考虑ExampleofaPayStructure

工资架构的例子

876543217800680058004800380028008800GradePayStructureDesign

工资架构的设计Basepaypolicyline基本工资政策线Numberofjobgrades/bands级别的设置Midpointprogression级差Rangespreads级宽Rangeoverlap级间重叠区Numberofpaystructures工资架构的数目ProfileofaBasePayStructure

典型的工资架构a:Rangemin最低点d–c:Rangeoverlap级间重叠区b:Rangemax最高点e-f,f-g:Rangeprogression级差a-b:Rangespread级宽e-f-g:Basepaypolicyline基本工资政策线

agcbdefBasePayPolicyLine$JobValueRangeSpreads

级宽Plusandminusmidpointpercent中点距两极的距离(1+％desired)/(1-%desired)-1=rangespread(1+20%)(1-20%)=0.5or50%Minimumtomaximum最低点与最高点的距离(max–min)/min=rangespread(4500-3000)/3000=0.5or50%ExerciseonMidpointandRangeSpread

由级差算出中点距两极的距离的练习RangeSpreadSpreadoneithersideofMidpoint30%40%45%50%60%70%ExerciseforcalculatingMin/MaxfromMidpoint

从中点算出最高最低点的练习PositionRangeSpreadMinimumMidpointMaximumAccountingManager30%1000040%1000050%1000060%10000RangeProgression

级差Percentagedifferencebetweengrademidpoints两极中点的差距百分比Toconsiderthefollowingwhendesignthejump在制定级差时应考虑的因素Marketcompetitiveness市场竞争性Costofpromotions升值的成本Midpoint-to-midpointdifferentialguidelines(idealsituation)级差的规定（理想状态）5-10%forclerical/production5-10％职员/生产线8-15%forprofessionalandmanagement8-15％专业人员及经理层15-25%betweensupervisorandsubordinates15-25％主管及下属之间30-35%forexecutivelevels30-35％高级管理层TypicalRangeSpreads

典型的级宽EmployeeGroupTypicalRangeSpreadServices,productionandmaintenance服务，生产以及维护Narrowranges20-30%窄20-30％Clerical,technicalandsupervisory职员，技工及主管Relativelynarrow30-50%相对窄30-50％Professionalandadministrative专业及行政人士Widerranges50%宽50％Managerialandexecutive经理及高层经理Widestranges50%+最宽50％以上DevelopingaPayStructure

制作工资架构Internalequity内部公平性Jobevaluationsystem职位定级系统Equitywithinajobfamily在同一工作族群之间的公平Equityamongvariousjobfamilies在不通工作族群之间的公平Crossfunctional/locationconsistency跨部门及地区的一致性Externalcompetitiveness外部竞争力Achieveattract,retainandmotivepurpose完成吸引，保留及激励人才的目的Getmostrecentmarketdata拿到最近的市场数据DevelopingaPayStructure

制作工资架构Defineinternalpaygrads制定内部的工资级数Slotjobsintopaygrads把工作与级别相对应Decideyourpaypolicies决定工资政策Lead,lagorlead/lagLead,lag或lead/lagCompetitivenessposition(whichmarkettrendlinetofollow,25th,50th,or75th竞争水平（你公司在市场上的定位，25p,50p,75p)Howmanystructuresyouneed需要多少个工资结构DevelopingaPayStructure

制作工资架构Applymostupdatemarketdata用最近的市场数据Agethemarketdataaccordingtopaypolicies预估市场工资水平Groupingmarketdatabyjobfamiliesyouneedforspecificstructure把市场数据按工作族群分类Calculatingthemeanofthosemarketdata算出市场数据的中值Findoutmarketinconsistenciesandsmoothoutgrademidpoints找到市场的不协调点并用平滑方法决定中点Reviewdifferencesbetweenmidpointsandmarketdata回顾中点及市场中值的差距Resolveinconsistenciesbetweeninternalandexternalequity对外部及内部的不一致性进行平衡Developingpayrangesaroundtheproposedmidpoints用决定好的中值定出级宽及最低最高点exerciseondevelopingacompany'spaystructureBuildingYourStructure

制定你的工资架构Decideyourmidpoint决定中点Smoothoutwhereyoulackofmarketdata如没有市场数据，用平滑方法决定Decideyourrangespread决定级宽Calculatetheminimumandmaximum计算最低和最高点Calculatethemidpointprogression计算中点的级差Furthersmoothouttherangebyappropriateprogressionandrangespread用适当的级差，级宽来最后平衡BuildYourStructure–Assumptions

制定工资架构－假设情况Marketmovement市场动向8%for20026%for2003projectionStructurepolicy工资政策Lead领先Lagpolicy滞后Lead/lagpolicy跟随ASampleSalaryStructure

工资架构的样本MinMidpMaxSpreadProgresI32503900455040％H42905150601040％32％G54406800816050％32％F762095201142050％40％E10250133301641060％40％D14350186602297060％40％MeritPaySystem绩效工资系统LinkPerformanceWithPay工资及表现的结合MeritPaySystem

绩效工资Paydifferentiationbyindividualperformance根据不通的工作表现拉开工资差距Linkpaywithperformancemanagement绩效评估系统与工资的结合Internalequity内部公平性的体现SalaryRangeProfile

工资幅度的典型4thQuartileConsistentlyoutstanding3rdQuartileExceedsstandards2ndQuartileMeetsstandards1stQuartileDoesnotfullymeetstandards75%Midpoint25%payPerformancedefinitionsPositioninRange在级别中的位置

PayProgressionwithRange在同级中工资的进度25%DoesNotMeetStandards0%50%MeetStandards75%ExceedStandards100%OutstandingPayRangeMinimumRangePenetrationPayRangeMaximumPayTimeQuartilesofaRange

工资幅度的区间1Q2Q3Q4QI3250-35743575-38993900-42244225-4550H4290-47194750-51495151-55795580-6010G5440-61196120-67996800-74797480-8160F7620-85698570-95199520-1046910470-11420E10250-1178911790-1332913330-1486914870-16410D14350-1650416505-1865918660-2081420815-22970PositioninRange在工资幅度中的位置

Compa-RatioCalculationsCompa–Ratio的计算MarketIndex(actualtomarket)MidpointIndividualCompa-Ratio(actualtostructure)AverageSalaryMarketAverageOrganisational/UnitCompa-Ratio(actualtostructure)Salary=-----------------------------------------------------------------------Midpoint==AverageSalaryExerciseonCalculatingCompa-ratio

计算Compa-Ratio的练习PositionLvNo.OfEEsAverageSalaryNewSalaryMidptCompa-RatioJunioraccountantI833003900AccountantH546005150SraccountantG265006800FinancesupervisorF190009520FinancemanagerD11700018660PositioninRange工资幅度中的位置

RangePenetrationControl工资百分位值120090080010008001200RangePenetration=PayRate-MinimumMaximum-Minimum-------------------------ExerciseonCalculatingPenetration

计算工资百分位值的练习positionlevelNumberofEEsAveragesalarypenetrationJunioraccountantI83300AccountantH54600SraccountantG26500FinancesupvervisorF19000FinancemanagerD117000MeritIncreaseGuidelines

绩效工资增长规定Performanceonly只与表现挂钩Performanceandpositioninrange与表现及在工资架构中的位置一起挂钩BasedonPerformanceOnly–IncreaseanPercentofBasePay只与表现挂钩—基本工资增长幅度PerformanceRatingFixedIncreaseAmountDiscretionaryIncreaseRangeOutstanding10%7-12%ConsistentlyExceedsStandards7%6-8%MeetsStandards4%3-5%DoesnotFullyMeetStandards0%0%BasedonPerformanceandPositioninRange

与表现及在幅度中的位置相挂钩FixedIncreaseAmountPerformanceRating1stQuartileorbelow2ndQuartile3rdQuartile4thQuartileOutstanding12%9%6%3%ConsistentlyExceedsStandards8%5%3%0-2%MeetsStandards5%3%0-2%0%DoesnotFullyMeetStandards0-3%0%0%0%FactorswhenDefiningtheIncreasePercentage

决定涨工资幅度的因素Averageincreasebudget涨工资的预算Salarystructuremovementpercentage工资架构增长的比例Performanceratingdistribution工作表现分数的分布Averagepaypositioninrange平均工资在幅度中的位置Compa-ratioPenetrationquartilePaydifferentiation差距的大小SalaryIncreaseBudget

工资增长预算PercentnecessarytomatchmarketasofJanuary1追赶一月一日市场的增长百分比Anticipatedpercentofnextyear’smarketmovement(lead,lag,lead/lag)预期的市场增长比例，考虑领先或滞后策略Desiredpositionaboveorbelowthemarket(paypolicy)想要比市场高或低的百分比（市场定位）PercentageIncreaseExample

工资增长比例的例子PercentIncrease=8%Percenttomatchmarket0.2%Totalmarketsalaries/Totalcompanysalaries–1Marketmovement3%Companypaypolicy5%ExerciseforSalaryIncreaseMatrix

工资增长矩阵的练习Averagesalaryincreasebudget8%平均加薪幅度预算为8％Performanceevaluationdistribution绩效考评分数分布Outstanding10%Meetalltarget50%Meetmosttarget30%Doesnotfullymeettarget10%Maximumincreasepercentage16%最高加薪幅度16％Populationdistributioninsalaryrange在薪酬架构中人员的分布1Q40%,2Q30%,3Q20%,4Q10%Flexibilityadder2%灵活加薪幅度ExerciseonMeritMatrix工资增长矩阵的练习

Populationineachcell每小格的人数1Q40%2Q30%3Q20%4Q10%Outstanding10%4%3%2%1%Meetalltarget50%20%15%10%5%Meetmosttarget30%12%9%6%3%Doesnotfullymeettarget10%4%3%2%1%ExerciseonMeritMatrix工资增长矩阵的练习

Merit%Assumption增长比例设定1Q40%2Q30%3Q20%4Q10%Outstanding10%4%(16%)3%(13%)2%(8%)1%(5%)Meetalltarget50%20%(13%)15%(9%)10%(6%)5%(3%)Meetmosttarget30%12%(7%)9%(5%)6%(0%)3%(0%)Doesnotfullymeettarget10%4%(3%)3%(0%)2%(0%)1%(0%)ASampleofPayStructure&MeritMatrix

工资架构与绩效工资增长的例子1Q40%2Q30%3Q20%4Q10%I3250-35743575-38993900-42244225-4550H4290-47194750-51495151-55795580-6010G5440-61196120-67996800-74797480-8160F7620-85698570-95199520-1046910470-11420E10250-1178911790-1332913330-1486914870-16410D14350-1650416505-1865918660-2081420815-22970110%16%13%8%5%250%13%9%6%3%330%7%5%0%0%410%3%0%0%0%SalaryIncreaseProgramCost

加薪预算Pointintimecostforamonth加薪当月成本Annualizedcostconsideringimpacttootheritems年度加薪成本，考虑到其它因素的影响IfthereisanyimpacttootherpayprogramsYearendbonus（年终奖金）Salesincentive（销售奖金）Benefitscost（福利成本）SalaryIncreaseProgramCcost

加薪预算Pointintimecostforamonth加薪当月成本Totalpayrollincrease%basedonmeritincrease%calculationE.g.theexampleshowsthetotalpayrollwillincreaseby8%fromJuly1Whatistheaverageincrease%foreligibleemployees?AllocatingSalaryIncreaseBudget

加薪预算8%averagecompanysalaryincreasebudgettoallocateto3BUs8％的加薪预算分给3个部门Method1:Give8%toeachBUequally平分Method2:AllocatingbudgetconsidertheBUaverageCompa-ratio根据部门平均Compa-ratio来分Acompa–ratiois80%8%/80%=10%Acompa–ratiois100%8%/100%=8%Acompa–ratiois120%8%/120%=6.7%Needtocalculatethetotaltomakesurewithinbudget分后重算总数以保证不超预算LaborCostCalculation

人力成本的计算AnnualLaborCostCalculation

年度人力成本计算Salaryincreaseprogramcost加薪成本Promotioncost升职成本Resourceschangescost人员变动成本AnnualCashFlowCostofMonthlyPayroll

月工资变动对全年的影响Januarypayrollincreasewillgenerate100%costimpacttotheyear(8%)increasefromJanuarywillcost8%annually一月的加薪对全年造成100％的影响Julyincreasewillgenerate50%impacttotheyear(8%increasefromJulywillcost4%annually)七月的加薪对全年造成50％的影响Promotionalcostcalculation

升职成本的计算Howmany%populationwillgetpromoted?升职人数比例Whatistheaverageincrease%平均加薪比例Doespromotionhappenanytimeduringtheyear?升职何时会发生Annualpromotional%=%populationxavginc%xcashflowfactorResourcesChangesConsideration

人员变动对成本的影响NewHiresCost(+)新员工加入增加成本NewhireaveragesalaryxNo.ofnewhirexnewhirecashflowfactor(averageonboardmonthsofnewhires/12mths)SeparationsCost(-)离职人员节省成本SeparationaveragesalaryxNo.ofseparationsfortheyearxseparationcashflowfactor(averagemonthsleftduringtheyear/12mths)SalaryAdministration

薪酬管理ObjectiveofSalaryAdministration

薪酬管理的目的Maintainhealthyaveragecompa-ratio保持良好的平均compa-ratioOverallsalaryprogramefficiency薪酬计划的有效性Overallcompetitiveness整体的竞争性Maintainhealthyresourcestructure保持良好的人员结构Wayoflaborcostmanagement劳动成本管理的一种方法Promotionguideline

升职政策Criteria条件Careerdriven/skillsPerformanceTimestayincurrentlevelBusinessneedsResourcesstructureSalaryincrease%涨薪幅度ConsidertherangeprogressionrateLastincreasedateCostofpromotion