2. 如何把企业战略策略与人力资源策略联系在一起?How to link business strategy with HR strategy together ?远景战略目标人/财/物
岗位设置;A市人才
供求状况;薪酬水平长期目标短期目标商业活动(1)
开拓X产品在A城市的市场资源十年内成为国内市场上的 三甲五年内在国内市场上的市场占有率15% 三年内销售额增长一倍本年度产品X在市场上的份额增长两倍
11. 薪酬的理念(续)Why:为什么我们需要薪酬计划?该计划的首要目标是什么?
Attract吸引:
Motivate激励:
Retain保留:
Align一致:
Recognize承认:
Provide Security提供保障:
12. 薪酬的理念(续)What:我们支付什么?付酬的因素是什么?Organizational Objectives 组织的目标(关键业绩指标)
Departmental/Team Objective部门/团队目标
Personal Objective个人目标
Role Requirements职位要求(职位所要求的知识、经验、技能等)
Personal Development个人发展(教育、培训和发展)
38. Median is normally less than the Mean.
(一般情况先,中位值低于平均值)Salary ContinuumLowHighMedianMeanMean Vs. Median
39. Mean is better when:
什么时候用平均值
sample size is small
样本量较少的情况下
computing year-to-year changes
计算年与年变化的时候
Median is better when:
什么时候用平均值
a sample has widely varying values
样本量足够大的时候
you want to identify a “typical” pay rate
在识别“典型”数字的时候
In most cases, the median is the best value to use.
通常情况下,中位值最具有代表价值
40. Quartiles (75th, 50th , 25th)Formula : P (n + 1)
n =23
25th percentile 75th percentile
= (0.25) (23 + 1) = (0.75) (23 + 1)
= (0.25) (24) = (0.75) (24)
= 6th data point = 18th data point
= 420 = 462
44. Median By Job Size选取所有序列的中点$Job Size05101520253035050100150200250300350
45. 最大拟合线Line of Best Fit$Job Size0510152025303540050100150200250300350
46. 指数回归Exponential RegressionRate of Pay increases by Geometric Progression$Job Sizey = a*(1+i)n-1
Pay = a*(1+i)job size-1
47. 标准工资例 如:基 本 工 资职级基本工资市场供求造成
48. 中点增加率Mid-Point Progression0510152025303540050100150200250300350$Increase by
X percent
e.g. 21%Increase by
the same
X percent
e.g. 21%Job Size10% 渐进 适用职级较多的大公司
15% 稳健
30% 陡峭 适用职级较少的办事处
80. 制定薪酬方案的考虑因素(1) Consideration in Compensation Design宏观影响因素 Macro Factor
经济因素 Economic Issue:
例如GDP、Inflation、CPI、RPI、Unemployment rate
政府因素 Government Issue:
例如什么行业受政府支持、国家税收政策变化等
人口统计学因素 Demographic Issues:
劳动力市场结构(青年、老年、妇女等比例)、老龄化趋势
社会因素 Social Issue:
工会今后的地位
81. 制定薪酬方案的考虑因素(2) Consideration in Compensation Design微观影响因素 Micro Factor
公司所处行业 Industry
例如High-Tech公司工资水平远远高于消费品行业
竞争对手 Competitor:
例如竞争对手Market position, Growth rate, Profitability, Labor cost, Employee relations, Mix of compensation and benefits
公司商业计划和所处生命周期 Business plan and life cycles
公司财务状况 Financial Condition
例如利润率,支付能力
公司内员工关系 外部内部
89. 个人技能工资Pay for Competency!XXX 的 薪 酬 支 付 理 念 (2)Median
中位数Max
最大值Min
最小值Q1 Developed
达到能创造和有贡献阶段Q2 Developing
合格能胜任本岗位Q3 Learning
在学习阶段 competency, seniority, performance
Skills
Previous work experience
How long the individual has been in the job
Education
ContributionsSurvey results, Internal normal distribution
92. 制定工资政策 (1)
Decide Pay Policy 落后政策 Lag Policy
标准工资在年头相等最新的市场工资Your Reference Salary EQUAL Updated Market Benchmark at start of year
领先政策 Lead Policy
标准工资在年头百分之百领先最近新的市场工资 Your Reference Salary FULLLY AHEAD of Updated Market Benchmark at start of year
落后-领先政策(妥协政策) Lead-Lag Policy
标准工资在年头百分之五十领先最近新的市场工资 Your Reference Salary HALFWAY AHEAD of Updated Market Benchmark at start of year
93. 制定工资政策 (2)
Decide Pay Policy1. 我们与哪一个市场比,同市场上的那一个位置比?
What market do we compare to, and at what level in the market?
2. 我们对于所有的岗位,在所有的地区都支付相同的薪酬吗?
Do we pay the same for all professions? In all locations?
3. 多少个级别?
How many grades?
4. 对这些级别来讲,工资范围应该有多宽?
How wide are salary ranges for the grades?
5. 个人的工资数额是如何在一定的范围内进行定位和调整的?(根据绩效,素质或市场价位?)
How are individual’s salary positioned and adjusted within the ranges? (by performance, competency, market pricing?)
6. 每年几月薪酬调整?几年进行一次薪酬策略和结构调整?
When begins salary reviews in each year? When begins salary strategy and structure review?