&,.,.:():852-21152088;:CopyrightMercerExecutiveResourcesConsulting,Asia設定薪酬結構CopyrightMercerExecutiveResourcesConsulting,Asia設定薪酬結構之考慮因素根本薪酬政策決定具有競爭性的標準工資制定工資幅度幅度重疊工資幅度的重要性?多少個結構?高出/底於工資幅度CopyrightMercerExecutiveResourcesConsulting,Asia薪酬政策$级别
标准
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工资定下最经济的标准工资以支付公司架构图建立最少增加幅度之标准工资CopyrightMercerExecutiveResourcesConsulting,Asia中國市場數據-上海製造業(1)199990百分比9075百分比75中位數25百分比2510百分比10CopyrightMercerExecutiveResourcesConsulting,Asia中國市場數據-上海製造業(2)1999CopyrightMercerExecutiveResourcesConsulting,Asia貴公司以及市場比較75百分比75中位數25百分比25貴公司回歸線CopyrightMercerExecutiveResourcesConsulting,Asia貴公司以及市場比較CopyrightMercerExecutiveResourcesConsulting,Asia年初年中年末年初年中年末落后领先落后-领先之间根本薪金政策13201100900120010008001320110080013201100800CopyrightMercerExecutiveResourcesConsulting,Asia建立竞争工资4142434445464748495051525354555657一个等级=一个标准工资=标准工资=竞争报酬=招聘标准==CopyrightMercerExecutiveResourcesConsulting,Asia利用幅度制定工资架构abc=中点增加率a1-a2=b1-b2=幅度c1-c2=:(%)???}GradeCopyrightMercerExecutiveResourcesConsulting,Asia制定幅度由中点开始(或标准工资)()决定幅度定最低工资定最高工资CopyrightMercerExecutiveResourcesConsulting,Asia定最低工资最低中点1+2=((E.g.Rmb1,0001+50%2=((Rmb1,0001.25=Rmb800=Rmb1,0001+50%2((=1+(25%)=1+=1+0.25=1.2525100幅度CopyrightMercerExecutiveResourcesConsulting,Asia定最高工资最高最低幅度=x(1+)=800x(1+50%)=1,200幅度=800最低1,000中点1,200最高1+50%=1+=1+(0.5)=1.550100((CopyrightMercerExecutiveResourcesConsulting,Asia中点增加率逐渐的稳健的陡斜的10%10%15%15%30%30%多级别少级别CopyrightMercerExecutiveResourcesConsulting,Asia幅度重叠1,2001,0008001,8001,5001,2001,8002,2502,700Grade1,2001,0008001,3501,1259001,0001,2501,500Grade1,2001,0008001,5001,2501,0001,2501,5631,875没有重叠50%每晋升,增加50%大局部重叠12.5%每晋升,增加12.5%重叠局部=67%1,200-9003001,350-900450==67%适度重叠25%每晋升,增加25%重叠局部=40%1,200-1,0002001,500-1,000500==40%CopyrightMercerExecutiveResourcesConsulting,Asia幅度重叠(2)?多少一个级别的幅度一般不超过三个其他级别的重叠CopyrightMercerExecutiveResourcesConsulting,Asia幅度的重要性Q4Q2Q3Q1中点=竞争性工资=最高点最低点一般期望=标准工资=-工作表现-技能-效劳年期CopyrightMercerExecutiveResourcesConsulting,Asia多少结构?市场特色内部平衡外部竞争力管理概念CopyrightMercerExecutiveResourcesConsulting,Asia$中值前进mid-pointprogressionReferenceSalary标准工资Grades等级超过/低过工资幅度OversandUnders用什么策略?WhatStrategies?CopyrightMercerExecutiveResourcesConsulting,Asia演讲完毕，谢谢观看！CopyrightMercerExecutiveResourcesConsulting,Asia
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