美世--华为薪酬设计方案
- 1. Pay & Reward for Huawei Technologies, Co., Ltd. By: Elaine Ng Mercer Executive Resources Consulting (MERC) Tel: 852-2115 2088; Email: enskcrg@netvigator.com
- 2. 設定薪酬結構 Developing Salary Structure
- 3. 設定薪酬結構之考慮因素 Developing Salary Structure- ConsiderationsBase 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
- 4. 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
- 5. 中國市場數據 Market Data on China - 上海製造業 Shanghai Manufacturing WOFE (1) Data as at April 199990百分比 90th Percentile75百分比 75th Percentile中位數 Median25百分比 25th Percentile10百分比 10th PercentileRMBPosition Class
- 6. 中國市場數據 Market Data on China - 上海製造業 Shanghai Manufacturing WOFE (2) Data as at April 1999
- 7. 貴公司以及市場比較 Your Company vs the Market Comparison75百分比 75th Percentile中位數 Median25百分比 25th Percentile貴公司回歸線 Your company trendlineRMBPosition Class
- 8. 貴公司以及市場比較 Your Company vs the Market Comparison
- 9. 年初 年中 年末 Start Year Mid End Year年初 年中 年末 Start Year Mid End YearLAG 落后 LEAD 领先 LEAD-LAG 落后-领先之间基本薪金政策 Base Pay Policy1320 1100 9001200 1000 8001320 1100 8001320 1100 800
- 10. 建 立 竞 争 工 资 Develop Competitive SalariesRMBGrade PC41 42 43 44 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 Standard
- 11. 利用幅度制定工资架构 Develop Salary Structure with Rangesa b c = 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?}GradeRMB
- 12. 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
- 13. 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 = 1.2525 100幅度
- 14. 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) = 1.550 100((
- 15. 中点增加率 Mid-Point ProgressionGradual 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
- 16. 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 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%RMBRMBRMB
- 17. 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
- 18. 幅度的重要性 Significance of Salary RangeQ4Q2Q3Q1中点 = 竞争性工资 Mid-Point = Competitive PayMaximum 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
- 19. 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
- 20. $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?
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