Addtheauthorandtheaccompanyingtitle薪酬设计設定薪酬結構DevelopingSalaryStructure設定薪酬結構之考慮因素DevelopingSalaryStructure-ConsiderationsBasePayPolicy基本薪酬政策DecideCompetitiveReferenceSalary決定具有競爭性的標準工資DecideSalaryRanges制定工資幅度RangeOverlap幅度重疊SignificanceofSalaryRange工資幅度的重要性Howmanystructures?多少個結構?OversandUnders高出/底於工資幅度薪酬政策CompensationPolicy$Grade级别标准工资ReferenceSalary定下最经济的标准工资以支付公司架构图Definethemosteconomicreferencesalarytopayfortheorganizationchart建立最少增加幅度之标准工资Establishthesmallestpossibleincreaseofreferencesalary中國市場數據MarketDataonChina-上海製造業ShanghaiManufacturingWOFE(1)DataasatApril199990百分比90thPercentile75百分比75thPercentile中位數Median25百分比25thPercentile10百分比10thPercentileRMBPositionClass中國市場數據MarketDataonChina-上海製造業ShanghaiManufacturingWOFE(2)DataasatApril1999貴公司以及市場比較YourCompanyvstheMarketComparison75百分比75thPercentile中位數Median25百分比25thPercentile貴公司回歸線YourcompanytrendlineRMBPositionClass貴公司以及市場比較YourCompanyvstheMarketComparison年初年中年末StartYearMidEndYear年初年中年末StartYearMidEndYearLAG落后LEAD领先LEAD-LAG落后-领先之间基本薪金政策BasePayPolicy13201100900120010008001320110080013201100800建立竞争工资DevelopCompetitiveSalariesRMBGradePC4142434445464748495051525354555657GradeorPositionClass一个等级=一个标准工资OneGrade=OneReferenceSalary标准工资=竞争报酬=招聘标准ReferenceSalary=CompetitivePay=RecruitmentStandard利用幅度制定工资架构DevelopSalaryStructurewithRangesabc=Mid-PointProgression中点增加率a1-a2=b1-b2=RangeSpread幅度c1-c2=Question:Howmuchshouldbethemid-pointprogression(%)betweengrades?Howwideshouldtherangesbe?Howmuchshouldtherangeoverlap?}GradeRMB制定幅度DevelopingSalaryRange由中点开始(或标准工资)StartwithMid-Point(orReferenceSalary)决定幅度DecideRangeSpread定最低工资EstablishMinimum定最高工资EstablishMaximum定最低工资EstablishingMinimum最低MinimumMid-Point中点1+Range2=((E.g.Rmb1,0001+50%2=((Rmb1,0001.25=Rmb800=Rmb1,0001+50%2((=1+(25%)=1+=1+0.25=1.2525100幅度定最高工资EstablishingMaximum最高最低幅度Maximum=Minimumx(1+Range)=Rmb800x(1+50%)=Rmb800x1.5=Rmb1,200幅度Range=MinimumRmb800最低Mid-PointRmb1,000中点MaximumRmb1,200最高1+50%=1+=1+(0.5)=1.550100((中点增加率Mid-PointProgressionGradual逐渐的Moderate稳健的Steep陡斜的10%10%15%15%30%30%Moregrades多级别Lessgrades少级别幅度重叠RangeOverlap1,2001,0008001,8001,5001,2001,8002,2502,700Grade1,2001,0008001,3501,1259001,0001,2501,500Grade1,2001,0008001,5001,2501,0001,2501,5631,875GradeNooverlap没有重叠50%jumpeachpromotion每晋升,增加50%Bigoverlap大部分重叠12.5%jumpeachpromotion每晋升,增加12.5%Rangeoverlap重叠部分=67%1,200-9003001,350-900450==67%Moderateoverlap适度重叠25%jumpeachpromotion每晋升,增加25%Rangeoverlap重叠部分=40%1,200-1,0002001,500-1,000500==40%RMBRMBRMB幅度重叠RangeOverlap(2)Howmuch?多少一个级别的幅度一般不超过三个其他级别的重叠Therangespanofanyonegradeshouldnotoverlapmuchmorethanthreeothergrades幅度的重要性SignificanceofSalaryRangeQ4Q2Q3Q1中点=竞争性工资Mid-Point=CompetitivePayMaximum最高点Minimum最低点一般期望=标准工资StandardExpectation=ReferenceSalary-Performance工作
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关于同志近三年现实表现材料材料类招标技术评分表图表与交易pdf视力表打印pdf用图表说话 pdf
现-Competencies技能-Yearsinservice服务年期多少结构HowManyStructures?市场特色MarketCharacteristics内部平衡InternalEquity外部竞争力ExternalCompetitiveness管理概念ManagementPhilosophyAddtheauthorandtheaccompanyingtitle生活图标元素商务图标元素商务图标元素商务图标元素商务图标元素
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