美世--华为薪酬设计方案ppt课件.ppt

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1、 Copyright Mercer Executive Resources Consulting, AsiaPay & Reward forHuawei Technologies, Co., Ltd.By:Elaine NgMercer Executive Resources Consulting (MERC)Tel: 852-2115 2088; Email: Copyright Mercer Executive Resources Consulting, Asia設定薪酬結構Developing Salary Structure Copyright Mercer Executive Res

2、ources Consulting, Asia設定薪酬結構之考慮因素Developing Salary Structure- ConsiderationsoBase Pay Policy 基本薪酬政策oDecide Competitive Reference Salary 決定具有競爭性的標準工資oDecide Salary Ranges 制定工資幅度oRange Overlap 幅度重疊oSignificance of Salary Range 工資幅度的重要性oHow many structures? 多少個結構?oOvers and Unders高出/底於工資幅度 Copyright M

3、ercer Executive Resources Consulting, Asia 薪薪 酬酬 政政 策策 Compensation Policy$Grade 级级 别别标标 准准 工工 资资ReferenceSalary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 Copyright Mercer Exec

4、utive Resources Consulting, Asia中國市場數據中國市場數據 Market Data on China - 上海製造業上海製造業 Shanghai Manufacturing WOFE (1)Data as at April 1999050,000100,000150,000200,000250,000300,000350,000400,0004143454749515355575990百分比90th Percentile75百分比75th Percentile中位數Median25百分比25th Percentile10百分比10th PercentileRMBP

5、osition Class Copyright Mercer Executive Resources Consulting, Asia中國市場數據中國市場數據 Market Data on China - 上海製造業上海製造業 Shanghai Manufacturing WOFE (2) Data as at April 1999Position ClassNo. of Obs.Yr of ExpRegressed 10th PercentileRegressed 25th PercentileRegressed MedianRegressed 75th PercentileRegresse

6、d 90th PercentileActual MeanActual Median415312,329 13,806 15,628 20,164 27,759 15,509 16,606 4217314,077 15,925 18,272 23,383 31,768 19,044 20,056 4341616,073 18,369 21,363 27,116 36,356 22,114 23,400 4432618,352 21,189 24,978 31,445 41,607 23,803 24,298 4547820,954 24,441 29,203 36,465 47,615 29,9

7、04 30,000 4646623,924 28,192 34,144 42,286 54,492 32,685 33,161 4759527,316 32,519 39,921 49,036 62,362 43,131 43,680 4858431,189 37,510 46,675 56,865 71,368 48,467 48,942 4959535,611 43,267 54,571 65,942 81,676 58,325 58,265 5054540,660 49,908 63,804 76,470 93,471 54,821 55,566 5164446,425 57,568 7

8、4,599 88,677 106,971 59,268 58,600 5259553,007 66,404 87,219 102,834 122,419 74,535 73,410 5357560,522 76,596 101,975 119,250 140,099 96,645 97,136 5428669,103 88,352 119,228 138,287 160,333 113,331 104,250 5539678,900 101,913 139,399 160,364 183,488 129,435 124,800 5623890,087 117,555 162,984 185,9

9、64 209,988 185,869 162,500 57109102,859 135,598 190,558 215,652 240,315 226,892 212,079 58129117,443 156,410 222,797 250,079 275,022 245,599 215,615 59415134,094 180,416 260,490 290,002 314,741 254,505 255,075 60210153,105 208,108 304,561 336,298 360,196 443,284 443,284 Copyright Mercer Executive Re

10、sources Consulting, Asia貴公司以及市場比較Your Company vs the Market Comparison050,000100,000150,000200,000250,000300,000350,000400,0004142 4344 4546 4748 4950 5152 5354 5556 5758 5960Your Company TrendlineRegressed 25th PercentileRegressed MedianRegressed 75th Percentile75百分比75th Percentile中位數Median25百分比25t

11、h Percentile貴公司回歸線Your company trendlineRMBPosition Class Copyright Mercer Executive Resources Consulting, Asia貴公司以及市場比較Your Company vs the Market ComparisonPosition ClassYour Company TrendlineRegressed 25th PercentileRegressed MedianRegressed 75th PercentileP25P50P754114,526 13,806 15,628 20,164 5%

12、-7%-28%4217,023 15,925 18,272 23,383 7%-7%-27%4319,949 18,369 21,363 27,116 9%-7%-26%4423,378 21,189 24,978 31,445 10%-6%-26%4527,397 24,441 29,203 36,465 12%-6%-25%4632,107 28,192 34,144 42,286 14%-6%-24%4737,626 32,519 39,921 49,036 16%-6%-23%4844,094 37,510 46,675 56,865 18%-6%-22%4951,673 43,267

13、 54,571 65,942 19%-5%-22%5060,556 49,908 63,804 76,470 21%-5%-21%5170,965 57,568 74,599 88,677 23%-5%-20%5283,164 66,404 87,219 102,834 25%-5%-19%5397,460 76,596 101,975 119,250 27%-4%-18%54114,213 88,352 119,228 138,287 29%-4%-17%55133,846 101,913 139,399 160,364 31%-4%-17%56156,854 117,555 162,984

14、 185,964 33%-4%-16%57183,818 135,598 190,558 215,652 36%-4%-15%58215,416 156,410 222,797 250,079 38%-3%-14%59252,445 180,416 260,490 290,002 40%-3%-13%60295,840 208,108 304,561 336,298 42%-3%-12%Deviation fromMarket Data Copyright Mercer Executive Resources Consulting, Asia年初年中年末Start YearMid End Ye

15、ar年初年中年末Start YearMid End YearLAG 落后LEAD 领先LEAD-LAG 落后-领先之间基本薪金政策基本薪金政策Base Pay Policy13201100900120010008001320110080013201100800 Copyright Mercer Executive Resources Consulting, Asia 建 立 竞 争 工 资 Develop Competitive Salaries0500001000001500002000002500001234567891011121314151617RMBGradePC41 42 43 4

16、4 45 46 47 48 49 50 51 52 53 54 55 56 57Grade 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 StandardC RG PCRmb4112893421534943182744421756452590146308374736713484370849520375067146517994052951745311

17、330854134899551606045619120657227640 Copyright Mercer Executive Resources Consulting, Asia利用幅度制定工资架构Develop Salary Structure with Ranges050001000015000200002500030000350004000045000abcdeabc = 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-p

18、oint progression (%) between grades?How wide should the ranges be?How much should the range overlap?GradeRMB Copyright Mercer Executive Resources Consulting, Asia制定幅度Developing Salary Range由中点开始 (或标准工资)oStart with Mid-Point (or Reference Salary)决定幅度oDecide Range Spread定最低工资oEstablish Minimum定最高工资oEs

19、tablish Maximum Copyright Mercer Executive Resources Consulting, Asia定最低工资Establishing Minimum最低MinimumMid-Point 中点1 +Range2=(E.g.Rmb 1,0001 +50%2=(Rmb 1,0001.25=Rmb 800=Rmb 1,0001 +50%2(= 1 + (25%)= 1 += 1 + 0.25= 1.2525100幅度 Copyright Mercer Executive Resources Consulting, Asia定最高工资定最高工资Establishi

20、ng 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)= 1.550100( Copyright Mercer Executive Resources Consulting, Asia中点增加率Mid-Point ProgressionGradual逐渐的Moderate稳健的Stee

21、p陡斜的10%10%15%15%30%30%More grades多级别Less grades少级别 Copyright Mercer Executive Resources Consulting, Asia幅度重叠幅度重叠Range Overlap1,2001,0008001,8001,5001,2001,8002,2502,700Grade1,2001,0008001,3501,1259001,0001,2501,500Grade1,2001,0008001,5001,2501,0001,2501,5631,875GradeNo overlap 没有重叠50% jump each prom

22、otion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 3001,350 - 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 2001,500 - 1,000 500= = 40%RMBRMBRMB Copyright Mercer Executive Resources Co

23、nsulting, Asia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 Copyright Mercer Executive Resources Consulting, Asia幅度的重要性幅度的重要性Significance of Salary RangeQ4Q2Q3Q1中点 = 竞争性工资Mid-Point = Competitive PayMaximum

24、 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 Copyright Mercer Executive Resources Consulting, Asia多少结构多少结构 How Many Structures?市场特色uMarket Characteristics内部平衡uInternal Equity外部竞争力uExternal Competitiveness管理概念uManagement Philosophy Copyright Mercer Executive Resources Consulting, Asia$中值前进mid-point progressionReference 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?