翰威特-薪酬管理基础和市场数据应用培训原版.ppt

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1、CompensationManagementPrinciple&DataApplicationTraining薪酬管理基础和市场数据应用培训薪酬管理基础和市场数据应用培训HewittAssociates|January,20092GroundRules会场要求会场要求OfforinSilenceModePlease!关掉手机或调至无关掉手机或调至无声状态声状态!Anyquestion?有问题吗？有问题吗？Shareyourexperiences分享您的经验分享您的经验Letsgetstartedontime准时开始准时开始3AttheEndofThisTraining.本次培训后本次培训后.U

2、nderstandtheframeworkandprinciplesofamodernwesterncompensationmanagementsystem了解全球先进的薪酬管理的框架和理念Graspnecessaryskillsfortrackingandupdatingcompensationmarketlevelsandtrends掌握并具有持续跟踪薪酬市场最新状况和趋势的能力Select,analyze,andusemarketdatatogetmoreinsightforitsowncompetitiveanalysisandhumancapitalinvestment更高效解读，分

3、析并且利用市场数据,帮助企业分析自身薪酬的市场竞争力以及相关人力成本投入Utilizeavailablemarketdatatoresolveproblemsincompensationmanagement准确运用市场数据，设计一系列解决方案以解决本企业实际出现的薪酬管理问题4 Time:15 minutesAcross1_:A sum of total guaranteed pay and variable pay(2 words)7To compare and measure ones job or salary according to the specified standard de

4、scriptions10Value that divide a set of observations into 100 equal parts.This is normally used in benchmarking purposes1114 _ Spread:The distance between minimum and maximum expressed by%Down2 Established salary range for administrating pay for employees(2 words)3_ Pay:A sum of base salary,cash allo

5、wances and fixed bonus4Primary source of information to determine value of work.It is a written statement explaining positions objective,reporting structure,responsibilities and qualification requirements(2 words)5_:The relationship between the actual pay and the midpoint of pay range(2 words)6_ Sal

6、ary:Refer to hourly,weekly,monthly or annual amount paid to employee for job performed.It does not include benefits,overtime or bonus8Job _:Refer to the cluster or grouping job together by which similar value jobs are assigned9The value of which falls at the middle of the distribution when data poin

7、ts are arranged from high to low11Market _:One of job evaluation approach to determine the market value of every job12Merit Increase _:A guideline of salary increase decision by considering performance rating and position in salary range13Internal _:A perception that jobs are valued fairly when comp

8、ared a job to other jobs within the organizationPretest热身测试热身测试5PretestAnswer热身测试热身测试答案答案 Down2 Established salary range for administrating pay for employees(2 words)3_ Pay:A sum of base salary,cash allowances and fixed bonus4Primary source of information to determine value of work.It is a written s

9、tatement explaining positions objective,reporting structure,responsibilities and qualification requirements(2 words)5_:The relationship between the actual pay and the midpoint of pay range(2 words)6_ Salary:Refer to hourly,weekly,monthly or annual amount paid to employee for job performed.It does no

10、t include benefits,overtime or bonus8Job _:Refer to the cluster or grouping job together by which similar value jobs are assigned9The value of which falls at the middle of the distribution when data points are arranged from high to low11Market _:One of job evaluation approach to determine the market

11、 value of every job12Merit Increase _:A guideline of salary increase decision by considering performance rating and position in salary range13Internal _:A perception that jobs are valued fairly when compared a job to other jobs within the organizationAcross1_:A sum of total guaranteed pay and variab

12、le pay(2 words)7To compare and measure ones job or salary according to the specified standard descriptions10Value that divide a set of observations into 100 equal parts.This is normally used in benchmarking purposes1114 _ Spread:The distance between minimum and maximum expressed by%6Agenda日程日程Reward

13、Strategy薪酬策略JobDocumentation职位文档JobEvaluation职位评估PayStructures薪酬架构MarketPricing&DataApplication市场定价以及市场数据应用PayDelivery薪酬支付Communication沟通7CompensationProgramOverview薪酬体系概述薪酬体系概述Reward Strategy薪酬策略Job Documentation职位文档Communication沟通Job Evaluation职位评估Pay Structure薪酬架构 Pay Delivery薪酬支付Market Pricing市场

14、定价RewardStrategy薪酬策略9RewardStrategy薪酬策略薪酬策略Reward Strategy薪酬策略Job Documentation职位文档Communication沟通Job Evaluation职位评估Pay Structures薪酬架构 Pay Delivery薪酬支付Market Pricing市场定价11RewardsStrategy-ADefinition薪酬战略薪酬战略定义定义Astatementofphilosophiesandobjectivesthatdefineshowemployeeswouldgetrewardedintheorganizat

15、ion.Thisshould:公司中的员工如何获得薪酬的一种原则和目标。薪酬战略应该:Beconsistentwithbusinessobjectives与经营目标相一致Becognizantofemployeeneeds认识到员工的需求Providedirectionforadministrationanddesign为薪酬的管理和设计提供指导方向Provideabasisforcommunication提供沟通的基础Actasastandardforprogramevaluationandmonitoringonanongoingbasis作为今后制度评估和管理的标准12HowDoYouG

16、etThere?如何制定薪酬策略？如何制定薪酬策略？Understandbusinessstrategy理解企业经营战略Interviewswithseniormanagement,linemanagement访谈高层管理人员以及一线经理Focusgroupsessionswithemployees与员工进行核心小组会谈Benchmark“BestPractices”andindustrytrends与“最佳操作”和行业趋势进行比对Applyglobal/corporatestrategyinthelocalmarket将全球/母公司战略引入本地市场Preparewrittencompensa

17、tionphilosophy/strategy准备书面薪酬原理/策略Buyinfromseniormanagement,compensationcommittee取得高管层和薪酬委员会的认可13战略模式下的薪酬体系特征战略模式下的薪酬体系特征产品领先型产品领先型高效运作型高效运作型客户密切型客户密切型奖励不是一种策略管理工具奖励被用作一种策略管理工具奖励与企业价值观挂钩奖励计量标准固定化按绩效支付薪酬很普遍奖励以行为及主观评估为基础，按绩效支付薪酬很普遍基本工资与福利具竞争性基本工资低于市场水平，浮动薪酬较高基本工资具竞争力，可变薪酬以绩效为基础全员利润分享对绩效的区别很小延迟利润分享计划利润

18、分享计划基于绩效有调整标准福利计划，灵活性很小许多周期服务和福利既定型计划具竞争力的福利计划，灵活性很高具竞争力的福利计划，有相当的灵活性14企业所处生命周期薪酬体系特征企业所处生命周期薪酬体系特征初创初创增长增长成熟成熟更新更新没有“固定”职位外部公平性比内部公平性更重要职位合并内部公平性比外部公平性更重要“专员职位”出现建立职位评估体系，重点在外部公平性职位的减少强调与市场的“重新匹配”薪酬具灵活性；现金或其它奖励（股票）结合，与实际结果挂钩确定工资级别与范围，以控制成本非常具有竞争优势的（多种）短期奖金计划根据个人绩效在工资范围内进行工资增长采用来自增长和成熟阶段的混合设计体系基本工资的

19、水平低于市场平均水平（不过，这一点具灵活性，以吸引合适的人才），结合大胆的短期奖金计划基本工资的水平低于市场平均水平，结合大胆的短期奖金计划强调基本工资、职位的稳定性、职业发展机会和特殊待遇与增长周期类似的短期和长期激励计划与市场平均水平持平的基本工资，结合具竞争力的短期和长期激励计划主要挑战：设计薪酬计划时“风险与利用”之间的关系主要挑战:“巩固与认可”之间的关系主要挑战:设计薪酬计划时“内部公平性与外部公平性”之间的关系主要挑战:设计薪酬计划时“全员和少数关键人员的”关系15RewardStrategyDesignComponents:10Ps薪酬策略设计组件：薪酬策略设计组件：10Ps薪

20、酬策略薪酬策略设计设计RewardStrategyDesign9.9.薪薪酬酬政策政策PayPolicy8.薪薪酬酬时间时间范范围围PayTimeHorizon10.10.薪薪酬酬沟通沟通PayCommunication7.薪薪酬酬浮动浮动PayVolatility6.6.业业绩指标绩指标PerformanceMeasures5.薪酬支付薪酬支付Payfor“What”3 3.薪薪酬酬一致一致PayUniformity4 4.薪酬薪酬公平公平PayFairness2.2.薪薪酬酬定位定位PayPositioning1.1.薪薪酬酬构成构成PayComponentsHewitts Framewo

21、rk1610P-1.PayComponents10P-1.薪酬构成薪酬构成TotalCash全面现金收入全面现金收入TotalRemuneration全面薪酬全面薪酬BaseSalary基本工资基本工资12MonthsBaseSalary12个月的基本工资个月的基本工资FixedPay现金津贴现金津贴MealAllowance伙食津贴伙食津贴,TransportationAllowance交通津贴交通津贴VariablePay浮动收入浮动收入PerformanceBasedBonus基于业绩的奖金基于业绩的奖金GuaranteedCash固定收入固定收入Benefits&Perquisites

22、福利及特殊待遇福利及特殊待遇Pension养老金养老金Housing住房住房Vehicle汽车汽车Loans贷款贷款Outpatient门诊门诊Hospitalization住院住院Dental牙科牙科ProvidentFund准备基金准备基金Insurance保险保险Disability残废残废Shift轮班等轮班等FixedBonus固定奖金固定奖金13th.MonthSalary第第13个月的工资个月的工资BasePay基本工资基本工资ExtrinsicRewards外在激励LTI长期激励长期激励LTI长期激励长期激励 StockOptions股票股票TotalRewards全面激励全面

23、激励Rewards激励激励Qualityofwork工作质量工作质量Culture文化文化Work-lifebalance工作与生活的平衡工作与生活的平衡RecognitionAward特殊表彰特殊表彰IntrinsicRewards内在激励1710P-2.PayPositioning10P-2.薪酬定位薪酬定位PayTarget薪酬目标薪酬目标RoleofCompensation薪酬作用薪酬作用TalentMarket人才市场人才市场Median中位值中位值Compensationisimportantintalentattractionandretention,butnotastrateg

24、ictool,needsupportofotherHRsystems,suchastraininganddevelopment,careerandemployerbrandingetc.薪酬在人才吸引和保留方面是重要的，但不是一种战略工具，需要其他人力资源制度的支援，如培训和发展，职业和雇主品牌等。Moderatecompetitivemarket,talentisavailableingeneral适度竞争的市场，人才通常可求。75th%ile75分位分位Compensationplaysaverycriticalroleintheattractionandretentionoftalent

25、.在吸引和保留人才方面，薪酬起到了非常关键的作用。Highlycompetitivemarket,verydifficulttofindandretaintalent.高度竞争的市场，寻找和留用人才非常困难。18Amathematicalaverageofasetofnumbersormeasurements,withthemeanequalingthesumofthenumbersdividedbythenumberofunits.一系列数字或衡量指标的数学平均数，等于数值总和除以单位之和E.g.:80,90,90,100,85,90Mean(X)=(80+90+90+100+85+90)/

26、6=89.17Mean(X)=X/NWhere:X=SumofallvaluesofvariableX此处：此处：X=所有变量所有变量X的数值之和的数值之和N=NumberofobservationsN=数字的数量之和数字的数量之和PayPositioning-WhatisMean?薪酬定位薪酬定位-什么是平均值？什么是平均值？19PayPositioning-WhatisMedian?薪酬定位薪酬定位-什么是中位值？什么是中位值？Itisthemiddlevalueofanorderedsequenceofvalues.Ifyouplacetheseriesinascendingordesc

27、endingorder,themedianisthenumberthatdividestheseriesintotwopartseachcontainingthesamenumberofdatapoints.一系列有序数值的中间值。如果您将一些数值按升序或降序排列，中位值就是将这些数值分成两部分含有相同数目数值的那个数字。Basically,themedianisthe50thpercentilevaluebelowwhich50%ofthevaluesinthesamplefall.Itsplitstheobservationintotwohalves.基本上，中位值是位于第五十百分位的数值

28、，样本数据中有50%在它之下。它将所有的数据分成两半。Itisalsotermedasthe“positionalaverage”.它也被称为“位置平均数”20PayPositioning-WhatisPercentile?薪酬定位薪酬定位-什么是分位值什么是分位值50分位分位/中位值中位值75分位分位25分位分位X分位的数值表示整个数群中有X%的样本小于它，剩下的样本一定都大于它21PayPositioningMarketPractices薪酬定位薪酬定位市场操作市场操作ComponentofPay薪酬构成薪酬构成Lessthan25thPercentile低于低于25分位分位25th-50

29、thPercentile25-50分位分位Median中位值中位值50th-75thPercentile50-75分位分位Above75thPercentile高于高于75分位分位BaseSalary基本工资基本工资0.4%5.1%55.7%34.9%3.9%Short-termIncentive短期激励短期激励4.4%9.8%56.6%27.3%2.0%Long-termIncentive长期激励长期激励6.9%6.9%56.4%26.6%3.2%Benefit&Perquisites福利与特殊待遇福利与特殊待遇3.6%8.5%60.3%25.4%2.2%TotalCompensation全

30、面薪酬全面薪酬0.4%4.8%51.6%39.2%4.0%22PayPositioningMarketPractices薪酬定位薪酬定位市场操作市场操作PositionLevel职位级别职位级别Lessthan25thPercentile低于低于25分位分位25th-50thPercentile25-50分位分位Median中位值中位值50th-75thPercentile50-75分位分位Above75thPercentile高于高于75分位分位TopExecutive最高管理层最高管理层0.0%0.5%32.2%53.5%13.1%SeniorManagement高级管理层高级管理层0.0

31、%0.0%36.1%53.8%10.1%MiddleManagement中级管理层中级管理层0.4%0.8%45.9%46.7%6.3%JuniorManager/Supervisor/Professional初级经理初级经理/主管主管/专业技术人员专业技术人员0.4%4.7%55.0%36.0%3.9%GeneralStaff一般职员一般职员0.0%8.9%63.6%25.2%2.3%ManualWorkforce手工操作人员手工操作人员1.6%13.4%60.4%20.9%3.7%2310P-3.PayUniformity10P-3.薪酬一致薪酬一致Shouldweusedifferent

32、salarystructure?我们是否需要多套薪酬架构体系？我们是否需要多套薪酬架构体系？ByOperationType按运营类型Manufacturingvs.Non-Manufacturing生产vs.非生产ByJobFamily按部门Productionvs.Salesvs.R&D生产vs.销售vs.研发ByCityTier按城市类别1st.TierCityvs.2nd.Tiercity1类城市vs.2类城市ByLevel按级别Managementvs.Non-Management管理层vs.非管理层2410P-4.PayFairness10P-4.薪酬公平薪酬公平InternalEq

33、uityvsExternalCompetitiveness,whichismoreimportant?内部公平与外部竞争，哪个更为重要？Whenexternalcompetitivenessandinternalconsistencyareinconflict,whichshouldtakeprecedence?当外部竞争与内部公平产生矛盾，哪方面会更优先考虑？2510P-5.Payfor“What”10P-5.薪酬支付薪酬支付AppropriatebasisofworktobecompensatedPayforthejob按岗定薪按岗定薪Improvecostcontrolbymakingc

34、ompensationcostsmorepredictable通过提高薪酬成本的可预测性而提供成本控制的有效性Thesameorcomparablejobs相同或可比的岗位Thattheymustpromoteemployeestoprovidesignificantpayincreases为了员工的薪酬有显著的增长，他们必须晋升员工Moretraditionalapproach更加传统的方式Payfortheperson按人定薪按人定薪ProvidesgreatestmotivationtoIndividualstoacquireadditionalskillsassureadditiona

35、lresponsibilities最大程度的激励员工获取更多的技能、承担更多的职责Requiresorientingofcompensationandperformancemanagementsystemstowardsskillscompetenciesandbands需要实行以技能、宽带为基础的薪酬、绩效管理Moreflexibleapproach更灵活的管理方式2610P-6.PerformanceMeasures10P-6.业绩指标业绩指标Corporate/GroupPerformanceFocus强调公司强调公司/团队的绩效团队的绩效Promotesefforttowardover

36、allcorporategoalsandprofitability鼓励员工为了公司整体的目标和利润的达成而努力Canfacilitatecooperationacrossbusinessunits能够促进公司各业务单位的合作Manyemployeesmaynotfeeltheycansignificantlyaffectoverallcorporateperformance很多员工可能会感觉他们无法明显的影响公司的绩效IndividualperformanceFocus强调个人绩效强调个人绩效Rewardsemployeesforperformanceoverwhichtheyhavethem

37、ostcontrol根据员工最有控制、影响的绩效表现奖励员工Canresultinreducedcooperationamongworkgroupsandreluctanceamongindividualstotakeactionsfor“thegreatergood”ofthecorporation不利于团队合作，可能导致员工不愿意为了公司整体的更好利益而采取行动Canbalanceemployeesattentiontocorporate/groupandIndividualgoals/Performance使员工同时关注公司/团队与个人的目标/绩效2710P-7.PayVolatilit

38、y10P-7.薪酬浮动薪酬浮动FixedPayEmphasis强调固定薪酬强调固定薪酬Providelesspay-basedperformanceIncentive基于绩效的薪酬激励较少Provideemployeeswithmoresecurityandpredictabilityofpay提供员工更多的安全感和薪酬的可预见性Maybecomelong-termfinancialburdenforcompany可能成为公司长期的财务负担VariablePayEmphasis强调浮动薪酬强调浮动薪酬Providemoreabilitytovarycompensationcostswithpr

39、ofitability可以更好的根据公司盈利情况调整薪酬成本Providesomeemployeessecurityandpaypredictability只给部分员工提供了薪酬的安全感和可预见性Employeesmayexpectsignificant“upside”ingoodsyearswhiletakingforGrantedprotectionfrom“downside员工在公司经营好的时候期待很好的报酬，但在公司经营不佳的时候却难以接受下降的薪酬。2810P-8.PayTimeHorizon10P-8.薪酬时间范围薪酬时间范围CurrentPayEmphasis强调当前的薪酬强调当

40、前的薪酬Moreshort-termperformanceMotivation更多的短期绩效激励Moreabilitytovarycompensationwithprofitability能够将根据公司盈利调整薪酬Mayresultininappropriateshort-termdecision-making可能导致不当的短期决策FuturePayEmphasis强调未来的薪酬强调未来的薪酬Rewardsemployeeloyaltyandservice奖励员工的忠诚度和长期服务Emphasizeslong-termdecision-makingandperformance更多的调强长远决策

41、和绩效Reducecurrent-yearperformancemotivation减少了对当年绩效的激励Longer-termperformanceemphasisCompensationcostsvariablewithperformancebutoveralongertimeperiodBalancesneedsofyounger/shorterserviceandolder/longerserviceemployees2910P-9.PayPolicy10P-9.薪酬政策薪酬政策Lead/Lead领先/领先Agestructure12monthsaheadofcompanysalary

42、adjustmentdate.从公司调薪日期将数据更新从公司调薪日期将数据更新12个月个月Lead/Lag领先/滞后Agestructure6monthsaheadofcompanysalaryadjustmentdate.从公司调薪日期将数据更新从公司调薪日期将数据更新6个月个月Lag/Lag滞后/滞后Structureisonlyadjustedtocurrentcompanysalaryadjustmentdate.将数据调整到当前的公司调薪日期将数据调整到当前的公司调薪日期公司调薪日公司调薪日Apr.1,2007Oct.1,2007Apr.1,2008Lead/LeadLead/Lag

43、MarketLag/LagAnnualSalary3010P-10.PayCommunication10P-10.薪酬沟通薪酬沟通Policies:BroadCommunicationSpecificsNeed-to-knowComp.strategyBand/StageTitleStructurePromotionConceptItemsTargetGroupAverageIncreaseMeritIncreaseTablePayMixIncentiveEligibilityOwnIncentiveMeasureEvaluationscoreDepartmentHeadEmployeeSal

44、aryRangeofSubordinateSalaryLevelofBandBonusMechanismProactiveversusreactive?积极还是消极？Degreeofopenness?信息公开沟通的程度？31Exercise1:DiscussionCompensationStrategy练习练习1:讨论薪酬策略讨论薪酬策略一家摩托车企业因企业效益不好，现决定调整公司整体业务发一家摩托车企业因企业效益不好，现决定调整公司整体业务发展方向，经管理层讨论，现有以下三种方案展方向，经管理层讨论，现有以下三种方案一：企业转型改做发动机一：企业转型改做发动机二：企业开拓新的市场，着重于东南

45、亚越南，泰国等国家二：企业开拓新的市场，着重于东南亚越南，泰国等国家三：企业继续做摩托车但需要勤练内功，改流程降成本。三：企业继续做摩托车但需要勤练内功，改流程降成本。试根据以上三种公司的业务发展方向，建议相关配套的薪酬策试根据以上三种公司的业务发展方向，建议相关配套的薪酬策略略JobDocumentation职位文档33JobDocumentation职位文档职位文档Reward Strategy薪酬策略Job Documentation职位文档Communication沟通Job Evaluation职位评估Pay Structures薪酬架构 Pay Delivery薪酬支付Market

46、 Pricing市场定价34JobDocumentation职位文档职位文档Processofdefininganddescribing是指定义和描述某职位的程序是指定义和描述某职位的程序,描述描述:Jobduties/responsibilities职位的义务/职责Jobcharacteristics职位特征Otherrequirementsofjobs其他任职要求35WhyDoIt?为什么要进行职位描述？为什么要进行职位描述？Job Description 职位描述职位描述Recruiting(advertisements,postings)招聘（广告，公告）招聘（广告，公告）Defini

47、ng JobResponsibilities定义职位职责定义职位职责Communicating Job Responsibilities沟通职位职责沟通职位职责Establishing Performance Goals制定绩效目标制定绩效目标Salary Study薪酬调研薪酬调研Job Evaluation职位评估职位评估36JobDescription职职位位描述描述A written statement of a positionsobjectives,characteristics,responsibilities,goals,and/or requirements是描述职位的目的、

48、特征、责任、和/或要求的书面材料37SampleStructureofaJD职位描述示例职位描述示例General概要概要Definition定义定义Heading标题Includesgeneralinformationidentifyingthejob包含识别某职位的基本信息Purpose目的Comprehensivesummaryofwhatthejobexiststoaccomplish对此职位存在目的的全面总结Duties/Responsibilities义务/职责Listingofthekeydutiesandresponsibilitiesperformedbythejob此职位的

49、主要义务和职责的列表KnowledgeandSkills知识和技能Statementoftheinformationalorconceptualframeworkrequiredbythejob;Descriptionofthemental,manualormachine/equipmentoperationalproficiencies职位所要求的信息或知识范围；对智力，体力或机器/设备操作的熟练程度Approvals审批Approvaloffinaldescription审批职位描述终稿38HowItRelates如何相关如何相关What people need to DISPLAYthe

50、 behaviors key to success在此职位上的员工必须具备什么样的素质和能力成功的关键行为What people need to DOthe actions and decisions the work involves在此职位上的员工必须承担什么职责工作需要采取的行动和作出的决策What people need to DELIVERthe measurable outputs/outcomes expected在此职位上的员工必须提供什么成果可衡量的产出/期望的成果Behavioral&technicalcompetencies胜任能力Responsibilities&act