,*,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,Copyright,Mercer Executive Resources Consulting,Asia,Pay&Reward,for,Huawei Technologies,Co.,Ltd.,By:,Elaine Ng,Mercer Executive Resources Consulting(MERC),Tel:852-2115 2088;Email:,Pay&Reward forHuawei Techn,1,設定薪酬結構,Developing Salary Structure,設定薪酬結構Developing Salary Struc,2,設定薪酬結構之考慮因素,Developing Salary Structure-Considerations,Base Pay Policy,基本薪酬政策,Decide Competitive Reference Salary,決定具有競爭性的標準工資,Decide Salary Ranges,制定工資幅度,Range Overlap,幅度重疊,Significance of Salary Range,工資幅度的重要性,How many structures?,多少個結構?,Overs and Unders,高出/底於工資幅度,設定薪酬結構之考慮因素Developing Salary,3,薪 酬 政 策,Compensation Policy,$,Grade,级 别,标 准 工 资,Reference,Salary,定下最经济的标准工资以支付公司架构图,Define the most economic reference salary to pay for the organization chart,建立最少增加幅度之标准工资,Establish the smallest possible increase of reference salary,薪 酬 政 策 Compensation Polic,4,中國市場數據,Market Data on China-,上海製造業,Shanghai Manufacturing WOFE(1),Data as at April 1999,90百分比,90,th Percentile,75,百分比,75,th Percentile,中位數,Median,25,百分比,25,th Percentile,10,百分比,10,th Percentile,RMB,Position Class,中國市場數據 Market Data on Chin,5,中國市場數據,Market Data on China-,上海製造業,Shanghai Manufacturing WOFE(2),Data as at April 1999,中國市場數據 Market Data on China,6,貴公司以及市場比較,Your Company vs the Market Comparison,75,百分比,75,th Percentile,中位數,Median,25,百分比,25,th Percentile,貴公司回歸線,Your company trendline,RMB,Position Class,貴公司以及市場比較Your Company vs the,7,貴公司以及市場比較,Your Company vs the Market Comparison,貴公司以及市場比較Your Company vs the,8,年初年中年末,Start YearMid End Year,年初年中年末,Start YearMid End Year,LAG,落后,LEAD,领先,LEAD-LAG,落后-领先之间,基本薪金政策,Base Pay Policy,1320,1100,900,1200,1000,800,1320,1100,800,1320,1100,800,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,Develop Competitive Salaries,RMB,Grade,PC,41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57,Grade or Position Class,一 个 等 级=一 个 标 准 工 资,One Grade=One Reference Salary,标 准 工 资=竞 争 报 酬 =招 聘 标 准,Reference Salary=Competitive Pay=Recruitment Standard,建 立 竞 争 工 资 Develop Competit,10,利用幅度制定工资架构,Develop Salary Structure with Ranges,abc =Mid-Point Progression,中点增加率,a1 -a2 =,b1 -b2 =Range Spread,幅度,c1 -c2 =,Question,:,How much should be the mid-point progression(%)between grades?,How wide should the ranges be?,How much should the range overlap?,Grade,RMB,利用幅度制定工资架构Develop Salary Stru,11,制定幅度,Developing Salary Range,由中点开始(或标准工资),Start with Mid-Point(or Reference Salary),决定幅度,Decide Range Spread,定最低工资,Establish Minimum,定最高工资,Establish Maximum,制定幅度Developing Salary Range由,12,定最低工资,Establishing Minimum,最低,Minimum,Mid-Point,中点,1+,Range,2,=,(,(,E.g.,Rmb 1,000,1+,50%,2,=,(,(,Rmb 1,000,1.25,=,Rmb 800,=,Rmb 1,000,1+,50%,2,(,(,=1+(25%),=1+,=1+0.25,=1.25,25,100,幅度,定最低工资Establishing Minimum最低Mi,13,定最高工资,Establishing Maximum,最高最低 幅度,Maximum=Minimum x(1+Range),=Rmb 800 x(1+50%),=Rmb 800 x 1.5,=Rmb 1,200,幅度,Range=Minimum Rmb 800,最低,Mid-Point Rmb 1,000,中点,Maximum Rmb 1,200,最高,1+50%,=1+,=1+(0.5),=1.5,50,100,(,(,定最高工资Establishing Maximum最高,14,中点增加率,Mid-Point Progression,Gradual,逐渐的,Moderate,稳健的,Steep,陡斜的,10%,10%,15%,15%,30%,30%,More grades,多级别,Less grades,少级别,中点增加率Mid-Point ProgressionGra,15,幅度重叠,Range Overlap,1,200,1,000,800,1,800,1,500,1,200,1,800,2,250,2,700,Grade,1,200,1,000,800,1,350,1,125,900,1,000,1,250,1,500,Grade,1,200,1,000,800,1,500,1,250,1,000,1,250,1,563,1,875,Grade,No overlap,没有重叠,50%,jump each promotion,每晋升,增加,50%,Big overlap,大部分重叠,12.5%,jump each promotion,每晋升,增加,12.5%,Range overlap,重叠部分,=67%,1,200-900 300,1,350-900 450,=67%,Moderate overlap,适度重叠,25%,jump each promotion,每晋升,增加,25%,Range overlap,重叠部分,=40%,1,200-1,000 200,1,500-1,000 500,=40%,RMB,RMB,RMB,幅度重叠Range Overlap1,2001,00080,16,幅度重叠,Range Overlap(2),How much?,多少,一个级别的幅度一般不超过三个其他级别的重叠,The range span of any one grade should not overlap much more than three other grades,幅度重叠Range Overlap(2)Ho,17,幅度的重要性,Significance of Salary Range,Q4,Q2,Q3,Q1,中点=竞争性工资,Mid-Point=Competitive Pay,Maximum,最高点,Minimum,最低点,一般期望=标准工资,Standard Expectation=Reference Salary,-Performance,工作表现,-,Competencies,技能,-,Years in service,服务年期,幅度的重要性Significance of Salary,18,多少结构,How Many Structures?,市场特色,Market Characteristics,内部平衡,Internal Equity,外部竞争力,External Competitiveness,管理概念,Management Philosophy,多少结构 How Many Structures?市场特,19,$,中值前进,mid-point progression,Reference Salary,标准工资,Grades,等级,超过/低过 工资幅度,Overs and Unders,用什么策略?,What Strategies?,$中值前进Reference Salary标准工资Gr,20,