薪酬结构设计-2010.pdf

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1、To protect the confidential and proprietary information included in this material,it may not be disclosed or provided to any third parties without the approval of Hewitt Associates LLC.Salary Structure Design薪酬结构设计薪酬结构设计Hewitt Associates|May,2010May,20102Agenda 日程日程Preparation before designing a sal

2、ary structure薪酬结构设计前的准备薪酬结构设计前的准备Salary Structure Overview薪酬结构概览Linking Reward to Business Strategy薪酬与经营战略相匹配Job Evaluation职位评估Salary Structure Development薪酬结构设计薪酬结构设计Salary Structure Elements薪酬结构组成成分Developing A Salary Structure制定一个薪酬结构Employee Transitioning and Cost Implication员工过渡方案及成本分析员工过渡方案及成本

3、分析Typical Five Steps典型的5大步骤Salary Structure Application and Implementation薪酬结构应用及实施薪酬结构应用及实施Salary Decision for New Hires新入职员工定薪Salary Adjustment for Promotion晋升薪酬调整Salary Adjustment for Internal Transfer内部轮岗薪酬调整Merit Increase Mechanisms调薪方案Q&A问题与回答问题与回答To protect the confidential and proprietary in

4、formation included in this material,it may not be disclosed or provided to any third parties without the approval of Hewitt Associates LLC.Salary Structure Overview薪酬结构概览May,20104Salary Structure Example薪酬结构薪酬结构-举例举例394,500 363,300 300,900 238,700 207,600 6272,100 250,600 207,500 164,700 143,200 521

5、3,500 197,700 166,000 134,400 118,600 4158,100 146,400 122,900 99,500 87,800 3117,000 108,400 91,000 73,700 65,000 2493,100 454,200 376,200 298,400 259,500 71,924,600 1,374,700 654,600 545,500 70,000 3（中点值）（中点值）1,497,000 982,000 509,200 424,300 56,700 21,283,100 785,600 436,400 363,700 50,000 1（最小值）

6、（最小值）1211981薪点职级薪点职级2,566,200 2,352,400 1,964,000 1,767,600 872,800 800,100 727,400 666,800 90,000 83,400 5（最大值）（最大值）4举例举例May,20105Pay Structure Development工资结构制定工资结构制定The process of combining job evaluation and market pricing to establish guidelines for administering pay-typically“fixed”pay是指整合职位评估

7、和市场定价的结果后而制定工资管理纲要的程序是指整合职位评估和市场定价的结果后而制定工资管理纲要的程序-通常指对固定工资的管理。通常指对固定工资的管理。Range Spread：78MAX-7MAX-8MIN-7MIN-7MID-8MID-7(Mid8-Mid7)Mid7Progression Rate(Max7-Min7)Min7PositionsCurrent PayMid PointCompaCompaRatioRatioMay,20106Pay Structure Types薪酬结构种类薪酬结构种类Conventional Salary Grades 传统薪酬级别传统薪酬级别 Range

8、 Spread75%Broad Grades 宽级宽级 75%Range Spread100%Greater Control 更多控制 Greater Flexibility 更多灵活性 Many grades with minimum and maximum range parameters 许多级别，有关于最小/最大值范围的参数 Fewer grades with traditional range parameters 级别较少，有传统的范围参数 Grades replaced with broad organizational roles;parameters may not exis

9、t 级别由宽泛组织内角色代替，可能没有参数 Focus is on job value with some(limited)variation for individual contribution 重点在于职位价值，会根据个人的贡献有一些（有限的）变化 Focus is on shifting control from HR to line manager and breaking from internal equity 重点在于将控制权从人力资源部转移至一线经理，并背离内部公平性 Focus is on rewarding the individual for contribution

10、to organization with an eye on market 重点在于奖励个人对组织的贡献，并同时参照市场数据 Job evaluation 职位评估 Performance assessment 绩效评估 Salary increase guidelines 薪酬增加指导方针 Line manager training and accountability 一线经理的责任、对他们进行培训 Performance assessment 绩效评估 Market data 市场数据 Line manager training and accountability 一线经理的责任、对他

11、们进行培训 Performance assessment 绩效评估 Career development 职业发展 Market data 市场数据 Need to lower fixed compensation expense across the organization and/or desire to emphasize internal equity 需要降低整个组织的固定薪酬开支，强调内部公平性 Need to streamline administration and/or a transition phase to move to broadbands 需要简化管理，以及一个

12、过渡阶段，以向宽带转移 Workforce flexibility is critical for success and/or career development is lead HR program 人力的灵活性是成功的关键，职业发展是人力资源计划的重点 Key Message关键讯息关键讯息KeyIssuesIncluded包括的关键问题包括的关键问题Business Case实际设计时的注意事项实际设计时的注意事项May,20107Why We Need Salary Structure为什么我们需要一个薪酬结构为什么我们需要一个薪酬结构?To communicate how muc

13、h the organization is willing to pay each and every job为了沟通公司将如何支付每个职位的薪酬?To reflect compensation philosophy,market competitiveness,and internal equity为了反映薪酬理念、市场竞争力、以及内部公平性?To set the same standard guideline of pay within the organization为了在公司内建立统一的薪酬标准?To provide the general relationship among lev

14、els of pay为了确定各个薪资级别间的一定关系?To provide a framework for sound pay management(pay increases/pay movement)为合理的薪酬管理（薪酬增长/薪酬变化）提供一个框架?To manage cost of resources为了便于资源成本的管理To protect the confidential and proprietary information included in this material,it may not be disclosed or provided to any third par

15、ties without the approval of Hewitt Associates LLC.Linking Reward to Business Strategy薪酬与经营战略相匹配May,20109Compensation Program Overview薪酬体系概述薪酬体系概述Reward Strategy薪酬战略Reward Strategy薪酬战略Job Documentation职位文档Job Documentation职位文档Annual Communication and Maintenance年度的沟通与维护Annual Communication and Maint

16、enance年度的沟通与维护Job Evaluation职位评估Job Evaluation职位评估Pay Structures薪酬架构Pay Structures薪酬架构Pay Delivery 薪酬支付 Fixed pay 固定薪酬 Short-term incentives浮动奖金 Long-term incentives长期激励Pay Delivery 薪酬支付 Fixed pay 固定薪酬 Short-term incentives浮动奖金 Long-term incentives长期激励Market Pricing市场定价Market Pricing市场定价May,201010Re

17、wards Strategy-a Definition薪酬战略薪酬战略 定义定义A statement of philosophies and objectives that defines how employees would get rewarded in the organization.This should: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:Be consistent with business objectives与经营目标相一致 Be cognizant of employee needs认识到员工的需求 Provide direction for adm

18、inistration and design为薪酬的管理和设计提供指导方向 Provide a basis for communication提供沟通的基础 Act as a standard for program evaluation and monitoring on an ongoing basis作为今后制度评估和管理的标准May,201011Reward Strategy Design Components:10 Ps薪酬策略设计组件：薪酬策略设计组件：10 Ps薪酬策略设计薪酬策略设计Reward Strategy Design9.薪酬政策薪酬政策Pay Policy8.薪酬时间

19、范围薪酬时间范围Pay Time Horizon10.薪酬沟通薪酬沟通Pay Communication7.薪酬浮动薪酬浮动Pay Volatility6.业绩指标业绩指标Performance Measures5.薪酬支付薪酬支付Pay for“What”3.薪酬一致薪酬一致Pay Uniformity4.薪酬公平薪酬公平Pay Fairness2.薪酬定位薪酬定位Pay Positioning 1.薪酬构成薪酬构成Pay ComponentsHewitts FrameworkMay,20101210-1.Pay Components10-1.薪酬构成薪酬构成Total Cash全面现金收入

20、全面现金收入Total Cash全面现金收入全面现金收入Total Remuneration全面薪酬全面薪酬Total Remuneration全面薪酬全面薪酬Base Salary基本工资基本工资Base Salary基本工资基本工资12 Months Base Salary 12 个月的基本工资个月的基本工资Fixed Pay 现金津贴现金津贴Fixed Pay 现金津贴现金津贴Meal Allowance伙食津贴伙食津贴,Transportation Allowance交通津贴交通津贴Variable Pay 浮动收入浮动收入Variable Pay 浮动收入浮动收入Performanc

21、e Based Bonus基于业绩的奖金基于业绩的奖金Guaranteed Cash固定收入固定收入Guaranteed Cash固定收入固定收入Benefits&Perquisites福利及特殊待遇福利及特殊待遇Benefits&Perquisites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Provident Fund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Fixed Bonus

22、固定奖金固定奖金Fixed Bonus 固定奖金固定奖金13th.Month Salary第第13个月的工资个月的工资Base Pay基本工资基本工资Base Pay基本工资基本工资Extrinsic Rewards外在激励LTI长期激励长期激励LTI长期激励长期激励LTI长期激励长期激励 Stock Options股票股票Total Rewards全面激励全面激励Total Rewards全面激励全面激励Rewards激励激励Rewards激励激励Quality of work工作质量工作质量Culture文化文化Work-life balance工作与生活的平衡工作与生活的平衡Recogn

23、ition Award特殊表彰特殊表彰Intrinsic Rewards内在激励May,201013组成薪资的要素基本工资员工福利特殊津贴短期激励长期激励组成薪资的要素基本工资员工福利特殊津贴短期激励长期激励对员工的影响对员工的影响吸引保留激励高高中低低中中中中中中高高低低吸引保留激励高高中低低中中中中中中高高低低全面薪酬构成要素的角色全面薪酬构成要素的角色May,201014员工敬业度驱动因素员工敬业度驱动因素敬业度的驱动因素敬业度的驱动因素 翰威特通过对员工、企业和行为方式的广泛调研以及所积累的经验总结出员工敬业的驱动因素，它有利于提高公司影响员工态度和行为方式的能力。规程规程?政策?人力

24、资源管理操作?绩效评估?多元化?公司声誉全面奖酬全面奖酬?薪酬?福利?认可人员人员?直接上司?同事?外部客户机遇机遇?职业发展机会?学习与发展生活质量生活质量?工作/生活平衡?工作环境（硬件）敬业度敬业度工作工作?工作内容?资源?流程May,20101510-2.Pay Positioning10-2.薪酬定位薪酬定位Highly competitive market,very difficult to find and retain talent.高度竞争的市场，寻找和留用人才非常困难。Compensation plays a very critical role in the attrac

25、tion and retention of talent.在吸引和保留人才方面，薪酬起到了非常关键的作用。75th%ile75分位分位Moderate competitive market,talent is available in general适度竞争的市场，人才通常可求。Compensation is important in talent attraction and retention,but not a strategic tool,need support of other HR systems,such as training and development,career a

26、nd employer branding etc.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。Median中位值中位值Talent Market人才市场人才市场Role of Compensation薪酬作用薪酬作用Pay Target薪酬目标薪酬目标May,201016A mathematical average of a set of numbers or measurements,with the mean equaling the sum of the numbers divided by the number of

27、 units.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)/6=89.17Mean(X)=X/NWhere:X=Sum of all values of variable X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=Number of observationsN=数字的数量之和数字的数量之和Pay Positioning-What is Mean?薪酬定位薪酬定位-什么是平均值？什么是平均值？May,201017Pay Positioning-What is Me

28、dian?薪酬定位薪酬定位-什么是中位值？什么是中位值？It is the middle value of an ordered sequence of values.If you place the series in ascending or descending order,the median is the number that divides the series into two parts each containing the same number of data points.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

29、数目数值的那个数字。Basically,the median is the 50th percentile value below which 50%of the values in the sample fall.It splits the observation into two halves.基本上，中位值是位于第五十百分位的数值，样本数据中有50%在它之下。它将所有的数据分成两半。It is also termed as the“positional average”.它也被称为“位置平均数”May,201018Pay Positioning-What is Percentile?薪酬

30、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May,201019Pay Positioning-Mean Vs.Median薪酬定位薪酬定位-平均值平均值 VS 中位值中位值7个小矮人身高(单位:cm)平均值：Average(32+38+33+42+43+37+30)=36.436.4中位值：Median(30,32,33,37,38,42,43)=3737加上姚明身高之后(单位:cm)平均值：Average(32+38+33+42+43+37+30+229)=60.560.5中位值

31、：Median(30,32,33,37,38,42,43,229)=37.537.5May,201020Mean vs.Median 平均值平均值 vs.中位值中位值Mean is better when:Sample Size is smallComputing year-to-year changesMedian is better when:A sample has widely varying valuesYou want to identify a“typical”pay rateIn most cases,the MEDIAN is the best value to use!Ma

32、y,201021Pay Positioning Market Practices薪酬定位薪酬定位 市场操作市场操作4.0%39.2%51.6%4.8%0.4%Total Compensation全面薪酬全面薪酬2.2%25.4%60.3%8.5%3.6%Benefit&Perquisites福利与特殊待遇福利与特殊待遇3.2%26.6%56.4%6.9%6.9%Long-term Incentive长期激励长期激励2.0%27.3%56.6%9.8%4.4%Short-term Incentive短期激励短期激励3.9%34.9%55.7%5.1%0.4%Base Salary基本工资基本工资

33、Above 75th Percentile高于高于75分位分位50th-75th Percentile50-75分位分位Median中位值中位值25th-50th Percentile25-50分位分位Less than 25th Percentile低于低于25分位分位Component of Pay薪酬构成薪酬构成May,201022Pay Positioning Market Practices薪酬定位薪酬定位 市场操作市场操作3.7%20.9%60.4%13.4%1.6%Manual Workforce手工操作人员手工操作人员2.3%25.2%63.6%8.9%0.0%General

34、Staff一般职员一般职员3.9%36.0%55.0%4.7%0.4%Junior Manager/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6.3%46.7%45.9%0.8%0.4%Middle Management中级管理层中级管理层10.1%53.8%36.1%0.0%0.0%Senior Management高级管理层高级管理层13.1%53.5%32.2%0.5%0.0%Top Executive 最高管理层最高管理层Above 75th Percentile高于高于75分位分位50th-75th Percentile50-7

35、5分位分位Median中位值中位值25th-50th Percentile25-50分位分位Less than 25th Percentile低于低于25分位分位Position Level职位级别职位级别May,20102310-3.Pay Uniformity10-3.薪酬一致薪酬一致Should we use different salary structure?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？By Operation Type 按运营类型按运营类型 Manufacturing vs.Non-Manufacturing生产 vs.非生产By Job Famil

36、y按部门按部门 Production vs.Sales vs.R&D生产 vs.销售 vs.研发By City Tier按城市类别按城市类别 1st.Tier City vs.2nd.Tier city1类城市 vs.2类城市By Level按级别按级别 Management vs.Non-Management管理层 vs.非管理层May,201024一套薪酬架构一套薪酬架构 举例举例987654321大级别大级别181716151413121110987654321小级别小级别9B9A8B8A7B7A6B6A5B5A4B4A3B3A2B2A1B1A小级别小级别2166000180500014

37、44000 1805000 144400010830001444000 1203400962700 1203300 9627007222001006400 816800627200 816800 627200437600606700 485400364000 485400 364100242700311100 248900186700 248900 186700124500151800 12320094600 123200 946006600092000 7470057300 74700 574004000055800 4530034700 45300 3480024200 33700 274

38、0021000 27400 2110014700 最大值最大值中位值中位值最小值最小值举例举例May,201025多套薪酬架构多套薪酬架构 举例举例0400000800000120000016000002000000240000028000003200000IR1IR2IR3IR4IR5IR6IR7010000020000030000040000050000060000070000080000090000010000001100000120000013000001400000S1S2S3S4S5S6举例举例May,20102610-4.Pay Fairness10-4.薪酬公平薪酬公平Inte

39、rnal Equity vs External Competitiveness,which is more important?内部公平与外部竞争，哪个更为重要？When external competitiveness and internal consistency are in conflict,which should take precedence?当外部竞争与内部公平产生矛盾，哪方面会更优先考虑？May,20102710-5.Pay for“What”10-5.薪酬支付薪酬支付Appropriate basis of work to be compensatedPay for th

40、e job按岗定薪按岗定薪Improve cost control by making compensation costs more predictable通过提高薪酬成本的可预测性而提供成本控制的有效性The same or comparable jobs相同或可比的岗位That they must promote employees to provide significant pay increases为了员工的薪酬有显著的增长，他们必须晋升员工More traditional approach更加传统的方式Pay for the person按人定薪按人定薪Provides grea

41、test motivation to Individuals to acquire additional skills assure additional responsibilities最大程度的激励员工获取更多的技能、承担更多的职责Requires orienting of compensation and performance management systems towards skills competenciesand bands需要实行以技能、宽带为基础的薪酬、绩效管理More flexible approach更灵活的管理方式May,20102810-6.Performanc

42、e Measures10-6.业绩指标业绩指标Corporate/Group Performance Focus强调公司强调公司/团队的绩效团队的绩效Promotes effort toward overall corporate goals and profitability鼓励员工为了公司整体的目标和利润的达成而努力Can facilitate cooperation across business units能够促进公司各业务单位的合作Many employees may not feel they cansignificantly affect overall corporate pe

43、rformance很多员工可能会感觉他们无法明显的影响公司的绩效Individual performance Focus强调个人绩效强调个人绩效Rewards employees for performance over which they have the most control根据员工最有控制、影响的绩效表现奖励员工Can result in reduced cooperation among work groups and reluctance among individuals to take actions for“the greater good”of the corporat

44、ion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Can balance employees attentionto corporate/group and Individual goals/Performance使员工同时关注公司/团队与个人的目标/绩效May,20102910-7.Pay Volatility10-7.薪酬浮动薪酬浮动Fixed Pay Emphasis强调固定薪酬强调固定薪酬Provide less pay-based performanceIncentive基于绩效的薪酬激励较少Provide employees with more securit

45、yand predictability of pay提供员工更多的安全感和薪酬的可预见性May become long-term financial burden for company可能成为公司长期的财务负担Variable Pay Emphasis强调浮动薪酬强调浮动薪酬Provide more ability to vary compensation costs with profitability可以更好的根据公司盈利情况调整薪酬成本Provide some employees security andpay predictability只给部分员工提供了薪酬的安全感和可预见性Emp

46、loyees may expect significant“upside”in goods years while taking forGranted protection from“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。May,201030薪酬组合：思考框架薪酬组合：思考框架浮动比例浮动比例=高浮动薪酬高浮动薪酬 长期目标的实现长期目标的实现高浮动薪酬高浮动薪酬 短期目标的实现短期目标的实现低浮动薪酬低浮动薪酬 短期目标的实现短期目标的实现低浮动薪酬低浮动薪酬 长期目标的实现浮动薪酬固定薪酬长期目标的实现浮动薪酬固定薪酬时间时间=长

47、期激励短期激励长期激励短期激励*浮动薪酬=年度短期激励+长期激励浮动薪酬=年度短期激励+长期激励May,20103110-8.Pay Time Horizon10-8.薪酬时间范围薪酬时间范围Current Pay Emphasis强调当前的薪酬强调当前的薪酬More short-term performance Motivation更多的短期绩效激励More ability to vary compensation withprofitability能够将根据公司盈利调整薪酬May result in inappropriate short-termdecision-making可能导致不当

48、的短期决策Future Pay Emphasis强调未来的薪酬强调未来的薪酬Rewards employee loyalty and service奖励员工的忠诚度和长期服务Emphasizes long-term decision-makingand performance更多的调强长远决策和绩效Reduce current-year performancemotivation减少了对当年绩效的激励Longer-term performance emphasisCompensation costsvariable with performance but over a longer time

49、 periodBalances needs of younger/shorter service and older/longer service employeesMay,20103210-9.Pay Policy10-9.薪酬政策薪酬政策Lead/Lead领先/领先Age structure 12 months ahead of company salary adjustment date.从公司调薪日期将数据更新12个月Lead/Lag 领先/滞后Age structure 6 months ahead of company salary adjustment date.从公司调薪日期将

50、数据更新6个月Lag/Lag滞后/滞后Structure is only adjusted to current company salary adjustment date.将数据调整到当前的公司调薪日期市场数据市场数据Apr.1,2009公司调薪日公司调薪日Oct.1,2009Oct.1,2010Lead/LeadLead/LagMarketLag/LagAnnual SalaryMay,201033Aging of Data Quick Example数据的同步更新数据的同步更新例子例子Given 已知条件已知条件Study effective date:April 1,2007调研有效