43. Unless companies have a strategy of retaining or regaining their entrepreneurial vigor, they will not survive over time. Unless they have a compensation strategy of keeping their pay practices entrepreneurial, they will not retain or regain that vigor. To a real extent, the future of organizations in today's chaotic business world is in the hands of the compensation professional.
44. More than four-fifths (81 percent) of respondents report some type of restructuring in their organization during the past three years, and more than two-thirds (71 percent) foresee more of the same in the next three years. Significantly, most also see gains from their restructuring efforts across a wide range of areas, citing improvements in productivity, profitability, teamwork, customer satisfaction and leadership.
47. 二、什么是战略?战略是:
一个企业的目标和达成目标的手段。
Strategy=do right things+do things right。
战略是差异化的选择。(波特)
战略是对影响绩效的最重要因素的认定和改进。(PIMS)
战略是对治理结构、资源、企业领导和产品与服务四个方面存在的问题的认定和改进过程。(GREP)
战略是内部能力的认定并用能力决定方向和手段的决策。(Hamel and Prapalad《核心能力战略——从内部寻求竞争优势》)
72. (一)导论1、什么是基本工资?
(1)根据Handbook of compensation management一书的定义,基本薪酬是:Wage provided to employee before any add-on such as shift differencial,performance bonus,clothing allowance,or overtime.
(2)基本含义
A 维持基本生活需要的;
B 相对固定不变的,所以,有人说是FIXED PAY。
C 我认为是第一次交易的价格。
73. 基本薪酬的四种支付方式1、pay for job :根据个人从事的职位的价值支付的报酬
2、pay for competence or pay for person:根据个人的技能、知识和行为支付的报酬
3、pay for performance :根据个人的业绩支付的报酬。
4、pay for market rates:根据市场工资率来支付
81. FIGURE 1: Commonly Used Terms Within Compensation
Occupation – A generalized job or job family common to multiple industries/organizations
Job Family – A group of jobs having the same nature of work (e.g., accounting) but
requiring different levels of skill, effort, responsibility or working conditions (e.g., accounts payable accountant, accounting supervisor)
Job – The total collection of tasks, duties and responsibilities assigned to one or more
individuals whose work is of the same nature and is performed at the same level
Position – The total work assignment of an individual employee, comprised of a specific
set of duties/responsibilities. The total number of positions in an organization equals the number of employees plus the number of vacancies.
Job Responsibility – A duty or group of duties that describes the major purpose or
reasons for the existence of a job
Job Duty – A group of tasks that constitutes one of the distinct and major activities
involved in the work performed
Task – One or more elements constituting a distinct activity that forms a logical and
necessary step in the performance of work by an employee
Task Elements – The smallest step into which it is practical to subdivide any work
activity without analyzing separate motions, movements or mental processes.
85. The first generic factor “skill” usually requires a short description when used in
a job evaluation plan. This is because skill factors include the following:
• Experience – which typically relates to actual experience performing the job,
either gained through the employer or through previous employers
• Knowledge – refers to the educational knowledge needed to perform the job;
usually the minimum knowledge needed to perform the job
• Manual dexterity – relates to specific movements required
• Analytical ability – if the job requires the incumbent to analyze, decipher
or explore other possibilities
86. Creativity – typically found in jobs of a creative nature (Web design, graphic
design, marketing manager, advertising)
Communication
- Verbal – refers to the level of verbal communication needed to perform the
job (a phone customer-service representative may require a higher level of
verbal communication than a janitor)
87. - Written – refers to the level of written communication needed to perform the job(a journalist would need a higher level of written communication than a cashier)
• Complexity of the job – defines the overall use of specific “skills” needed to
perform the job. It is important to note complexity of the job does not always
relate to the level of the job; a machinist job could potentially be more complex
than an administrative assistant.
The effort factors usually refer to the following:
• Physical demands of the job – how much exertion is need for this job (lifting,
walking, running, sitting)
• Mental exertion – relates to the amount of mental effort required to perform
the job. This could contain both decision-making and/or concentration.
Responsibility factors include the following:
• Supervisory duties – How many direct reports the position has could
potentially place the job higher within the job worth hierarchy.
• Budget – The amount of budgetary responsibility the incumbent has could
reflect a higher position within the hierarchy.
• Decision-making – This typically relates to the impact of the decisions made
on the organization.
88. • Mental exertion – relates to the amount of mental effort required to perform the job. This could contain both decision-making and/or concentration.
Responsibility factors include the following:
• Supervisory duties – How many direct reports the position has could potentially place the job higher within the job worth hierarchy.
• Budget – The amount of budgetary responsibility the incumbent has could reflect a higher position within the hierarchy.
• Decision-making – This typically relates to the impact of the decisions made on the organization.
96. 基本薪酬确定方法之要素比较法1、定义
2、要素比较法的步骤
获取职位信息
确定基本职位BENCHMARK JOBS KEY JOBS
根据报酬要素将关键职位排序
根据报酬要素确定每个职位的工资率
根据工资率将基准职位排序
比较两种排序结果并调整
建立基准职位报酬等级
建立其他职位的等级
97. Factors for comparing Key Jobs
(关键职位的比较因素)Job Title
职位名称Current Pay Rate
现行工资率Technical Knowledge
技术知识Complexity of work
工作复杂性Responsibility
工作责任A$22.00/h7.805.508.70B$16.50/h6.604.954.95C$13.00/h5.854.552.60
149. 为什么要对技能支付报酬?对技能支付报酬的基本意思
工资支付的基础:职位价值、业绩和技能。Pay for skill,pay for competence1)pay for general competence;(2)pay for core competence
对技能支付报酬的理由
1、技能对企业竞争的重要性
2、基于职位价值支付报酬的问题
3、有些职位只能用技能或者更加适合技能(如研发)
151. Compensation approach
提供报酬的方法Design methodology
设计方法Most common organization settings
主要适用的组织Implicit Assumption
隐含假设Skill-based
基于技术Pure base pay, not a set of bonuses or add-ons to job-base pay
基本工资,不是基于职位的工资体系的奖金或附加Analyze and catalogue needed skills(分析组织所需技能并分类之)
Package into skill blocks(组成技术包)
Develop assessment procedures(开发技术评测方法)Manufacturing or manufacturing-like service setting(制造或与制造相似的服务业)
Cover employees at lower level of organizational hierarchy(主要针对公司层级低的员工)Require a significant start-up investment(前期需要投入大量的人力物力,在大型组织里,一般需6-18个月准备时间)
Organization stability is needed to realize of payback on the investment(组织必须有相当的稳定性)Competency-based
基于能力Study superior performers to collect extensive data to determine how top performers are different from average or poor performers(研究绩效好的员工,从中抽取出他们与绩效一般和绩效差的员工的差别)
Package these difference to competencies(将上述差别打包成能力)Often applied to systems that cover managers, supervisors, professional, and technical personnel(常应用于管理者、监督者、专业技术人员)The same as above(同上)
Performance at the organization level will increase if more employees emulate the behavior and values of superior individual performers(如果员工模仿高绩效者的行为,那么组织的绩效将得到改善。这是这一方案得以成功的最基本的假设,无此,则该方案失去意义)Strategic Competency
基于战略性核心能力***Top down(自上而下)Although experience is limited, it seems likely that the pay of managers and professionals is most likely to be touched(虽然实践经验有限,但最可能的是应用于管理者和专业技术人员)Highly abstract strategic competencies that may not be within the experience of most employees can serve as the basis for an effective pay plan(在不普通员工经验范畴之内的抽象的战略性能力也作可为薪酬方案的基础)
153. Link SKCs to PayFocus of competency definition能力定义的焦点Job职位Role角色Person人员Method of Linkage连结方法Evaluation价值评估Point factor plans and grade structures体现在点因素和等结构中Role classification systems into broader pay bands在角色分类体系中考虑能力,使其成为一系列更宽的“带”Person-based pay setting in very broad bands在相当宽的带里基于员工的工资决定机制Pay adjustment工资调整Skill/competence pay steps in ranges基于技术/能力的等内晋级制
Formula-based increases基于公式的工资增长Pay increases based on assessment of results and competencies根据工作成果和能力的评估结果增资Pay increases based wholly/largely on personal competence工资增长全部/绝大部分地取决于员工个人的能力提高Bonus and recognition奖金和认可Bonuses related to assessment of results and competencies与成果和能力评估结果相关的奖金Recognition awards for personal behaviors in line with corporate values奖励/认可员工符合公司公司价值观的行为
158. Design SKCsMinimum Requirements最低要求Career opportunities/paths职位晋升机会/路径Pricing定价Budgeting预算Etc等等Method: Job performance vs. test
方法:职位要求 vs.测试Who assess? 谁来评估?Timing 评估时间Recertification 再认证Etc等等Method: on-the-job vs. classroom
方法:在岗培训 vs.课堂教学Budgeting 培训预算Timing 培训时间Etc等等Design of compensable Unit设计报酬单元Compensation management薪酬管理Assessment of SKC Unit Acquisition 技能单元认证Training Relevant to Unit技能单元认证
200. 薪酬项目分布(Compensation Elements)比率金额直接薪酬(Direct Compensation):固定薪酬(Actual Salary)70%$46200可变薪酬(Annual Incentive)3%$1900小计:73%$48100间接薪酬(Indirect/Non Cash Compensation)带薪假期(Paid Time off,including statutory holidays)7%$4500法定保险(Statutory/Legally required)7%$4400退休金(Retirement Benefits)7%$4600企业补充保险(Private Group Benefits)5%$3500额外补贴及其他(Perquisites and Other benefits)1%$800小计:27%$17800总计100%$65900加拿大薪酬项目分布(2000)资料来源:Hay Group Compensation and Benefits Database.说明:这一数据来自于加拿大的工业、金融业等450家企业中层管理者的薪酬福利调查