华为薪酬设计

nullPay & Reward for Huawei Technologies, Co., Ltd.Pay & Reward for Huawei Technologies, Co., Ltd. By: Elaine Ng Mercer Executive Resources Consulting (MERC) Tel: 852-2115 2088; Email: enskcrg@netvigator.com 設定薪酬結構 Developing Salary Structure設定薪酬結構 Developing Salary Structure設定薪酬結構之考慮因素 Developing Salary Structure- Considerations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 薪 酬 政 策 Compensation Policy 薪 酬 政 策 Compensation Policy$Grade 级 别标 准 工 资 Reference Salary定下最经济的 标准 excel标准偏差excel标准偏差函数exl标准差函数国标检验抽样标准表免费下载红头文件格式标准下载 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中國市場數據 Market Data on China - 上海製造業 Shanghai Manufacturing WOFE (1) Data as at April 1999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中國市場數據 Market Data on China - 上海製造業 Shanghai Manufacturing WOFE (2) Data as at April 1999中國市場數據 Market Data on China - 上海製造業 Shanghai Manufacturing WOFE (2) Data as at April 1999貴公司以及市場比較 Your Company vs the Market Comparison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貴公司以及市場比較 Your Company vs the Market Comparison貴公司以及市場比較 Your Company vs the Market Comparisonnull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 建 立 竞 争 工 资 Develop Competitive Salaries 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利用幅度制定工资架构 Develop Salary Structure with Ranges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?}RMB制定幅度 Developing Salary Range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定最低工资 Establishing Minimum定最低工资 Establishing Minimum最低 MinimumMid-Point 中点1 +Range2=((幅度定最高工资 Establishing Maximum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 最高中点增加率 Mid-Point Progression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 少级别幅度重叠 Range Overlap幅度重叠 Range Overlap1,2001,0008001,5001,2501,0001,2501,5631,875GradeNo 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 450Moderate 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 500RMBRMBRMB幅度重叠 Range Overlap (2)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幅度的重要性 Significance of Salary Range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 服务年期多少结构 How Many Structures?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 Philosophynull $中值前进 mid-point progressionReference Salary标准工资超过/低过 工资幅度 Overs and Unders用什么策略? What Strategies?