創(chuàng)業(yè)管理華為-薪酬結(jié)構(gòu)之考慮課件

1、Pay & Reward forHuawei Technologies, Co., Ltd.By:Elaine NgMercer Executive Resources Consulting (MERC)Tel: 852-2115 2088; Email: enskcrg設(shè)定薪酬結(jié)構(gòu)Developing Salary Structure設(shè)定薪酬結(jié)構(gòu)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(jìng)爭(zhēng)性的標(biāo)準(zhǔn)工資Decide

2、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(gè)結(jié)構(gòu)?Overs and Unders高出/底於工資幅度 薪 酬 政 策 Compensation Policy$Grade 級(jí) 別標(biāo) 準(zhǔn) 工 資ReferenceSalary定下最經(jīng)濟(jì)的標(biāo)準(zhǔn)工資以支付公司架構(gòu)圖Define the most economic reference salary to pay for the organization chart建立最少增加幅度之標(biāo)準(zhǔn)工資Establi

3、sh the smallest possible increase of reference salary中國(guó)市場(chǎng)數(shù)據(jù) Market Data on China - 上海製造業(yè) Shanghai Manufacturing WOFE (2) Data as at April 1999貴公司以及市場(chǎng)比較Your Company vs the Market Comparison75百分比75th Percentile中位數(shù)Median25百分比25th Percentile貴公司回歸線Your company trendlineRMBPosition Class年初年中年末Start YearMi

4、d End Year年初年中年末Start YearMid End YearLAG 落后LEAD 領(lǐng)先LEAD-LAG 落后-領(lǐng)先之間基本薪金政策Base Pay Policy13201100900120010008001320110080013201100800 建 立 競(jìng) 爭(zhēng) 工 資 Develop Competitive SalariesRMBGradePC41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57Grade or Position Class 一 個(gè) 等 級(jí) = 一 個(gè) 標(biāo) 準(zhǔn) 工 資One Grade = One Refere

5、nce Salary 標(biāo) 準(zhǔn) 工 資 = 競(jìng) 爭(zhēng) 報(bào) 酬 = 招 聘 標(biāo) 準(zhǔn)Reference Salary = Competitive Pay = Recruitment Standard利用幅度制定工資架構(gòu)Develop Salary Structure with Rangesabc = Mid-Point Progression 中點(diǎn)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

6、should the ranges be?How much should the range overlap?GradeRMB制定幅度Developing Salary Range由中點(diǎn)開始 (或標(biāo)準(zhǔn)工資)Start with Mid-Point (or Reference Salary)決定幅度Decide Range Spread定最低工資Establish Minimum定最高工資Establish Maximum定最低工資Establishing Minimum最低MinimumMid-Point 中點(diǎn)1 +Range2=(E.g.Rmb 1,0001 +50%2=(Rmb 1,000

7、1.25=Rmb 800=Rmb 1,0001 +50%2(= 1 + (25%)= 1 += 1 + 0.25= 1.2525100幅度定最高工資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 中點(diǎn)Maximum Rmb 1,200 最高 1 + 50%= 1 + = 1 + (0.5)= 1.550100(幅度重疊Range Overlap1,20

8、01,0008001,8001,5001,2001,8002,2502,700Grade1,2001,0008001,3501,1259001,0001,2501,500Grade1,2001,0008001,5001,2501,0001,2501,5631,875GradeNo overlap 沒有重疊50% jump each promotion每晉升, 增加 50%Big overlap 大部分重疊12.5% jump each promotion每晉升, 增加 12.5%Range overlap 重疊部分= 67%1,200 - 900 3001,350 - 900 450= = 6

9、7%Moderate overlap 適度重疊25% jump each promotion每晉升, 增加 25%Range overlap 重疊部分 = 40%1,200 - 1,000 2001,500 - 1,000 500= = 40%RMBRMBRMB幅度重疊Range Overlap (2) How much ? 多少一個(gè)級(jí)別的幅度一般不超過三個(gè)其他級(jí)別的重疊The range span of any one grade should not overlap much more than three other grades多少結(jié)構(gòu) How Many Structures?市場(chǎng)特色Market Characteristics內(nèi)部平衡Internal Equity外部競(jìng)爭(zhēng)力Externa