零售企業(yè)工資架構(gòu)的設(shè)計(jì)與福利管理

薪酬體系的設(shè)計(jì)與管理工資管理薪酬管理的宏觀戰(zhàn)略本節(jié)目標(biāo)在本節(jié)中，您會(huì)了解到以下內(nèi)容：薪酬的定義薪酬管理的原則薪酬總體構(gòu)成薪酬戰(zhàn)略的組成部分薪酬管理的步驟人是任何企業(yè)中最關(guān)鍵的資源，沒(méi)有了他/她，公司的財(cái)力、物力均不能得到最佳的發(fā)揮Peoplearethekeyresourceinanyorganization.Withoutthemneitheritsphysicalresourcesnorthefinancialresourceswillbeusedtotheirbesteffect.薪資的定義薪資：由一位雇主對(duì)一位受雇者，為其已完成和將要完成的工作或已經(jīng)提供或?qū)⒁峁┑姆?wù)，可以貨幣結(jié)算并由共同協(xié)議或國(guó)家法律或條例給予以確定而憑書面或口頭雇傭合同致富的報(bào)酬或收入。薪資的定義薪資管理的目標(biāo)組織目標(biāo)1、保證組織可以招聘到所需要的人才；2、穩(wěn)定有績(jī)效的員工；3、給予員工報(bào)酬以增進(jìn)績(jī)效；4、以工作對(duì)組織價(jià)值為取向，劃定各工作之間的合理差距，并維持薪資給付的全面平衡；5、具有隨市場(chǎng)及組織變動(dòng)以機(jī)動(dòng)調(diào)整的彈性；6、便于解釋、了解、作業(yè)及控制；7、講求成本效益而不耗時(shí)耗資。薪資的定義薪資管理的目標(biāo)員工目標(biāo)

員工覺(jué)得所獲待遇合理及公平，并能配合生活費(fèi)及勞動(dòng)力市場(chǎng)之水準(zhǔn)和職責(zé)之增加，并隨之調(diào)整，進(jìn)而從中建立至我期許的信心。薪資的定義工資管理的原則公平性；準(zhǔn)確性；合理性。薪資的定義

薪資政策1、薪資水準(zhǔn)主位中位隨位薪資的定義

薪資政策2、薪資架構(gòu)3、薪資基準(zhǔn)4、薪資異動(dòng)5、薪資控制6、薪資溝通薪資的定義薪資作業(yè)過(guò)程政策之發(fā)展技術(shù)結(jié)構(gòu)及給付步驟推行?薪資水準(zhǔn)?薪資晉升?薪資計(jì)劃?薪資溝通?工作分析?工作評(píng)價(jià)?薪資調(diào)查?薪資咨詢?薪資預(yù)算?工作劃等?核薪?薪資審核?薪資成本?內(nèi)在結(jié)構(gòu)?外在趨勢(shì)?薪等?給付水準(zhǔn)?員工服益薪資架構(gòu)

薪資架構(gòu)的理念：對(duì)內(nèi)公平性對(duì)外公平性薪資架構(gòu)

薪資架構(gòu)的形成：建立公司薪資給付政策線進(jìn)行薪資調(diào)查建立薪等薪級(jí)制度薪等薪級(jí)的擴(kuò)延薪資架構(gòu)

薪資架構(gòu)的選擇：等幅式薪資架構(gòu)連續(xù)式扇狀走向薪資架構(gòu)復(fù)式薪資架曲線型給薪趨勢(shì)線薪資管理操作的必須步驟：崗位分析崗位評(píng)估市場(chǎng)情況薪酬政策對(duì)內(nèi)公平對(duì)外公平公平ClassOverview(課程展望）Session1:CompensationProgramManagement薪酬管理概述Session2:MarketSurvey市場(chǎng)調(diào)研Session3:StatisticBasics&Application統(tǒng)計(jì)學(xué)基礎(chǔ)及應(yīng)用Session4:PayStructureDesign薪酬架構(gòu)的建立Session5:MeritPaySystem基于業(yè)績(jī)的加薪計(jì)劃Session6:CompensationCost薪酬成本計(jì)算Session7:SalaryAdministration薪酬管理CompensationManagement薪酬管理概述薪酬管理的任務(wù)Todevelopanddelivertotalcompensationsolutionwhichmustbe：開發(fā)與實(shí)施整體薪酬計(jì)劃，從而達(dá)到以下目的：Attracting，retainingandmotivatingthebesttalentthecompanyhave吸引，保留及激勵(lì)本企業(yè)中的最佳人才Flexibleenoughtosupportbothbusinessstrategyandemployeesneeds具有足夠的靈活性來(lái)支持業(yè)務(wù)戰(zhàn)略及員工需求Balancedwithbothcompetitivenessandaffordability達(dá)到具有競(jìng)爭(zhēng)力及企業(yè)可負(fù)擔(dān)的平衡Easytoadministrate/operate便于日常管理和操作Tocommunicatetheprogramswithclaritythatmakesure：清晰地對(duì)計(jì)劃進(jìn)行溝通，從而：Theprogramisunderstood/accepted使薪酬計(jì)劃能被理解Theexpectationsarewellmanaged使員工的期望值處在適當(dāng)?shù)乃叫匠瓴呗訤ocusontotalcompensationprograms專注于整體薪酬體系的設(shè)計(jì)Leverageeffectivemarketsurveytogetcompetitivemarketinformation有效利用市場(chǎng)調(diào)研提供的市場(chǎng)信息Differentiatepaywiththefollowingtomakesureequity制定兩極分化的薪酬制度，使薪酬與以下因素相聯(lián)系Skills–Usingaskillsbasedjobsystem技能技巧–工作設(shè)置系統(tǒng)Performance–linkingwithperformancemgmtsystem工作表現(xiàn)–績(jī)效考評(píng)系統(tǒng)Valuetothebusiness–usingretentionprogramsfortoptalent對(duì)業(yè)務(wù)的價(jià)值–留才計(jì)劃Efficientlaborcostmanagement–“Usingthemoneywisely”有效的人才成本管理–花錢的智慧薪酬管理目標(biāo)----平衡Employee員工：Balancepoint平衡點(diǎn)：Competitiveness競(jìng)爭(zhēng)性Affordability可負(fù)擔(dān)性Flexibility靈活性Company公司：Equity公平性Consistency一致性Valuable自我價(jià)值的體現(xiàn)Laborcostmanagement勞動(dòng)力成本管理Meritsystem績(jī)效工資體系薪酬管理角色分工Compensationposition工資政策Competitiveposition競(jìng)爭(zhēng)水平Laborcost人力資源成本CompanyExecutive-Decision高層經(jīng)理–決策HumanResources-Proposal人力資源部–提議Managers-Execution中層主管–執(zhí)行JobEvaluationsystem職位評(píng)估系統(tǒng)CompensationSystem工資體系Benchmarking市場(chǎng)調(diào)研Laborcostanalysis人力成本分析Jobdescriptionevaluation職位描述，評(píng)估Performanceevaluation工作表現(xiàn)評(píng)估Salaryincreasedecision工資增長(zhǎng)幅度的決定Discussion（討論）Whatmakesyoutobeacompensationprofessional?薪酬管理人員的素質(zhì)薪酬管理人員的素質(zhì)Internalunderstanding內(nèi)部氣候的了解Understandthecompanybusinessstrategyandpriorities公司業(yè)務(wù)戰(zhàn)略及重點(diǎn)Understandorganizationstructureandjobsintheorganization公司組織結(jié)構(gòu)及業(yè)務(wù)分布Externalunderstanding外部環(huán)境的了解Economicenvironment經(jīng)濟(jì)環(huán)境Labormarketsituationandtrend人力資源市場(chǎng)狀況及趨勢(shì)Laborlaw/policyupdate勞動(dòng)法規(guī)政策的變化Networking/interpersonalskills人際關(guān)系網(wǎng)Havearesourcespooltoleverageforinformationsharingforothercompany’spractices可以有可信的資料來(lái)源Analyticalskillsforinterpretingthemarketinformation分析能力及解釋市場(chǎng)信息Havefunwithnumbers!與數(shù)字共舞Goodcommunicationskillsbothoralandwriting良好的口頭，筆頭溝通能力ProgramManagementCycle項(xiàng)目管理周期Company’sStrategyandplan公司策略HumanResourcesStrategy人力資源策略CompensationStrategy薪酬策略Evaluation評(píng)估Design設(shè)計(jì)Communication&Training溝通與培訓(xùn)Administration管理Implementation實(shí)施MarketSurvey市場(chǎng)調(diào)查市場(chǎng)調(diào)查的種類Selfconductedsurvey由本公司執(zhí)行進(jìn)行Buysurveyreport購(gòu)買調(diào)查報(bào)告Companysponsoredsurvey公司召集的調(diào)查Participantingroupsponsoredsurvey參加小組召集的調(diào)查衡量各種市場(chǎng)調(diào)查的方法的投資回報(bào)率Easytoconduct實(shí)施的難易度Dataquality數(shù)據(jù)的質(zhì)量Cost成本Turnovertime周期不同調(diào)查方法之間的比較Easytoconduct易于實(shí)施Cost費(fèi)用Dataquality數(shù)據(jù)質(zhì)量Turnovertime時(shí)效性Conductyourownsurvey本公司自己進(jìn)行Buysurveyreport購(gòu)買調(diào)查報(bào)告Attendgroupsponsoredsurvey參加小組召集的調(diào)查Companysponsoredsurvey本公司召集的調(diào)查服務(wù)申請(qǐng)的提出Purposeofthesurvey調(diào)研目的Targetmarket目標(biāo)市場(chǎng)Targetjobs目標(biāo)工作種類Informationrequired所需要的信息Dataofdeliveryexpected所需要的時(shí)間Contentsofreportrequired/Format所需要的內(nèi)容形式Additionalrequest,ifany其他要求等服務(wù)申請(qǐng)的提出----練習(xí)YourcompanyisaITmulti-nationalcompanybasedinBeijing,thecompanyisgongtosetupaR&DcenterinTianjin,youdonothavebranchtherecurrently.Asacompensationprofessional,youareinvitedbytheprojectofficetogivecomeadviseonhowtosetupTianjinR&Dcenter’scompensationandbenefitsterms.AsyoudonothavecontactinTianjin,youdecidetogetsomeinformationfromconsultingcompany.RaiseaROStostateyourneeds貴公司是一家全球行的信息公司的北京分公司，現(xiàn)在天津并沒(méi)有任分支機(jī)構(gòu)。現(xiàn)要在天津建立一個(gè)研發(fā)中心，籌建處要求你幫助建立研發(fā)中心的薪酬福利體系，鑒于你在天津沒(méi)有任何聯(lián)系，你希望咨詢公司可以幫助你拿到一些資料請(qǐng)練習(xí)提出服務(wù)申請(qǐng)自我實(shí)施的調(diào)研Purpose目的Targetmarket目標(biāo)市場(chǎng)Informationneeded所需信息Methodofsurvey方法Telephonecalls電話訪談Emailquestionnaire問(wèn)卷Designyourquestionnaire設(shè)計(jì)問(wèn)題/問(wèn)卷Report報(bào)告Resultanalysis結(jié)果分析Defineyourmarket定義市場(chǎng)Yourcompany’sbasicprofile你公司的基本情況Industryyouarein行業(yè)Typeoforganization組織形式Majorcompetitors主要競(jìng)爭(zhēng)對(duì)手Otherconsiderationsintalentcompeting,imagecompeting,managementsystemcompeting,etc其他競(jìng)爭(zhēng)，人才，形象，管理風(fēng)格等Sizeofthemarket市場(chǎng)的大小Nolessthan10companies不能少于10家公司Consistencyconsideration連貫性Shouldmaintain80%repeatedrateeveryeartokeepconsistency每年80％的一致性Contentsofsurvey

調(diào)研內(nèi)容CashCompensationitems現(xiàn)金項(xiàng)目Benefitspractice福利政策Paypolicies工資政策Retentionpolicies留才計(jì)劃Companyprofiles公司的情況Defineyourquestions

問(wèn)題設(shè)定Usecommonterms,putinexplanationsifnecessary用通用的術(shù)語(yǔ)，必要時(shí)有解釋UseclosedquestionwithYONanswerinsteadofopenendedquestions用是否問(wèn)題，不要用自由發(fā)揮問(wèn)題Makechoicesavailableforparticipants盡量使用選擇題Exercise（練習(xí)）Companywanttorevisittherelocationallowancepolicyasthenumberofrelocationisgrowingandtheallowanceisrelativehighandwithoutupdatefor3yearsPleasedesignaquestionnairesothatyoucouldringaroundtogetsomemarketinformation公司現(xiàn)有的派遣津貼已經(jīng)有年沒(méi)有變化了，并且隨著業(yè)務(wù)量的增加，派遣人員總數(shù)不斷上升，公司擔(dān)負(fù)不斷增加，想調(diào)整津貼金額請(qǐng)?jiān)O(shè)計(jì)調(diào)查問(wèn)卷以收集市場(chǎng)信息ImportanceofJobMatching

工作類比的重要性Understandthemethodologyofsurveycompany’sbenchmarkingsystem了解調(diào)研公司的類比系統(tǒng)及方法Understandthebenchmarkingjobdescriptionprovidedbysurveycompany了解調(diào)研公司提供的標(biāo)準(zhǔn)工作描述Understandinternalorganizationandjobdescription了解本公司的組織及工作種類及工作內(nèi)容Invitebusinessmanagertoparticipantinjobmatchingactivities–why?必要時(shí)要邀請(qǐng)業(yè)務(wù)經(jīng)理參加工作類比會(huì)議--為什么？Surveydatacategories

調(diào)研數(shù)據(jù)的分類Basepay基本薪資Monthlybasesalarytimes12基本月薪*12Guaranteedpay固定收入Includingallowances,yearendbonuswithoutmeasurements包括津貼，年底固定獎(jiǎng)金Totalcash全部現(xiàn)金收入Includinganyvariablebonus,incentivewithmeasurements抱愧浮動(dòng)獎(jiǎng)金，銷售獎(jiǎng)金TotalcompensationAnycashpaymentorbenefitsportion包括其它及福利TotalRemunerationBenefitsIncentivepayvariablebonusAllowance(s)Fixedbonus(es)BasepayTotalRemTotalCashGuaranteedCashAnalysisofSurveyData

分析調(diào)研數(shù)據(jù)Tounderstand理解Howdatawascollected數(shù)據(jù)采集的方法Howtoreadthesurveyreport如何解讀調(diào)研報(bào)告Whatthedatarepresentsfor數(shù)字會(huì)說(shuō)話Howcanweusethedata如何運(yùn)用數(shù)據(jù)Yourcompetitiveposition你公司的競(jìng)爭(zhēng)水平Defineyourfuturesalarystructure制定薪酬架構(gòu)Surveyreportscontents

調(diào)查報(bào)告內(nèi)容Executivesummary概述Ahighleveleconomic/labormarkettrendreport對(duì)經(jīng)濟(jì)情況及人才市場(chǎng)走勢(shì)的概述DetailedremunerationdataUsuallybyjobfamilies分工作種類MarketpositioncomparisonWhatisyourcompany’spayposition你公司與市場(chǎng)平均水平的比較Questionnaireanalysis問(wèn)卷分析Salaryadministrationpolicies薪酬政策Benefitsprograms福利項(xiàng)目Retentionprograms留才計(jì)劃StatisticBasics&Application統(tǒng)計(jì)學(xué)基礎(chǔ)及應(yīng)用StatisticsTerms統(tǒng)計(jì)學(xué)基礎(chǔ)Mean平均值Unweightedmean不加權(quán)平均值Weightedmean加權(quán)平均值Median中值Percentile百分位值Quartile區(qū)間Mean平均值Theaverageofasetofdatapoints.itissumofthedatadividedbytheno.ofpoints一組數(shù)據(jù)的綜合除以個(gè)數(shù)Unweightedmean不加權(quán)平均值Obtainedbycomputingtheaverageofthevaluesofthedatapoints直接平均法Weightedmean加權(quán)平均值Obtainedbyweightingeachvaluebytheno.ofdataoccurredthencomputingtheaverage考慮每個(gè)數(shù)據(jù)的個(gè)數(shù)因素然后加以平均ExampleofComputingMeanCompanyAverageSalary(RMB)No.ofIncumbentsAveragesalaryXNo.OfIncumbentsA100,000202,000,000B120,000101,200,000C140,000101,400,000Total360,000404,600,000Unweightedmean(直接平均值）ofthe3companies:360000/3=120000Weightedmean（間接平均值）ofthe3companies:4600000/40=115000ExerciseofComputingMean

RefertoSurveyData計(jì)算平均值的練習(xí)ExerciseofCalculatingMean

計(jì)算平均值的練習(xí)unweightedweightedpositionlevelincumbents50pmeanmeanJunioraccountant11056000secretary12160000HRAssistant11469000Median中值Thepointalonganordereddatapointsatwhichanequalno.ofdatapointsfallaboveandbelow在一組數(shù)據(jù)中，排序后有一半的數(shù)據(jù)在此之上，一半的數(shù)據(jù)在此之下Foranoddno.ofdatapoints,medianisthemiddledatapoints在奇數(shù)個(gè)數(shù)據(jù)中，中值就是排在最中間的那個(gè)數(shù)的值Foranevenno.ofdatapoints,medianistheaverageofthe2middle-mostdatapoints在偶數(shù)個(gè)數(shù)據(jù)中，中值就是排在最中間的兩個(gè)數(shù)的平均值Exampleofcomputingmedian(1)

計(jì)算中值的練習(xí)（1）UnordereddataOrdereddatamedian74000625005450042800332002600013100Exampleofcomputingmedian(2)

計(jì)算中值的練習(xí)（2）UnordereddataOrdereddatamedian8300074000625005450042800332002600013100ComputingPercentile

計(jì)算百分位Definitions(定義)Px,thedesiredpercentilepoints,wherePx,為所需的百分位點(diǎn)x,thepercentilerankdesired(e.g.10,25,etc..)x,為所需的百分位v,therankorderposition(frombottom)forthepercentilepointvalueofinterest,viscalculatedasfollows:V=x/100*(n+1)v，為從上至下排序后百分位點(diǎn)的位置V=x/100*(n+1)n,thenumberofdatapointsinthesamplen，為數(shù)據(jù)的總量ExampleofComputingPercentile(1)

計(jì)算百分位的練習(xí)（1）ComputingP25v=25/100*(7+1)=2P25shouldbethe2nddatapointP25為下數(shù)第二個(gè)數(shù)據(jù)Whichis2800So,p25=2800PleasecalculatingP75byself請(qǐng)計(jì)算P75SalaryRank40007350063200531004300032800225001ExampleofComputingPercentile(2)

計(jì)算百分位的練習(xí)（2）ComputingP25v=25/100*(8+1)=2.25P25shouldbethe2.25thdatapointwhichinbetween2ndand3rddata,P25為下數(shù)第2.25個(gè)數(shù)據(jù),也就是在第2與第3數(shù)據(jù)之間的一個(gè)數(shù)值Whichisinbetween2800and3000So,p25=2800+0.25*(3000-2800)=2850PleasecalculatingP75byself請(qǐng)計(jì)算P75SalaryRank6000840007350063200531004300032800225001Quartiles區(qū)間Incompensationanalysis,percentilesareoftenexpressedintermsofquartiles.thereare4quartilesinasetofdatapoints把每一個(gè)區(qū)域分成4個(gè)區(qū)間1stquartile:theAREAwherethebottom25percentofvaluesoccur,correspondsto25thpercentile第一區(qū)間，市場(chǎng)上最低的25％數(shù)據(jù)2ndquartile:theAREAwherethe2nd25percentofvaluesoccur,correspondsto50thpercentile第二區(qū)間，市場(chǎng)上25P-50P之間的數(shù)據(jù)3rdquartile:theAREAwherethe3rd25percentofvaluesoccur,correspondsto75thpercentile第三區(qū)間，市場(chǎng)上50P-75P之間的數(shù)據(jù)4thquartile:theAREAwherethetop25percentofvaluesoccur,correspondstothe100thpercentile第四區(qū)間，市場(chǎng)上最高的25％的數(shù)據(jù)Marketsurveyanalysis

市場(chǎng)調(diào)研結(jié)果分析Read&understandthereports運(yùn)用統(tǒng)計(jì)學(xué)知識(shí)讀懂報(bào)告Datacomparison–appletoapple數(shù)據(jù)比較Time:agemarketdata與時(shí)俱進(jìn)的市場(chǎng)數(shù)據(jù)Value:marketcomparablebasepay可比性工資Positiontomarket:marketindex市場(chǎng)系數(shù)Analysissurveyresult

分析調(diào)查報(bào)告Data數(shù)據(jù)Information信息Knowledge知識(shí)Evaluation評(píng)估

MgmtDecision管理決策Agingmarketdata

市場(chǎng)數(shù)據(jù)的與時(shí)俱進(jìn)Determineannualagingfactor增長(zhǎng)指數(shù)的計(jì)定Datacomingfromsurveyreports,salaryincreaseplan%reportedbyparticipatingcompanies從市場(chǎng)報(bào)告中對(duì)未來(lái)年薪資增長(zhǎng)的預(yù)料Determinedatetowhichtoagedata設(shè)定市場(chǎng)數(shù)據(jù)預(yù)估時(shí)間Effectivedateofsalarystructure新的工資架構(gòu)的生效日期或數(shù)據(jù)的日期Lead,lag,orlead/lagphilosophy用Lead,lag,orlead/lag方法Lead,structurewillcompetetheyearendmarketLead,工資結(jié)構(gòu)與年底的市場(chǎng)水平看齊Lag,structurewillcompetetheyearendmarketLag,工資結(jié)構(gòu)與年初的市場(chǎng)水平看齊Lead/lag,structurewillcompetethemidyearmarketLead/lag,工資結(jié)構(gòu)與年中的市場(chǎng)水平看齊Exampleofagingmarketdata

預(yù)估市場(chǎng)數(shù)據(jù)的例子SurveydataeffectivedateisOctober1,2002市場(chǎng)調(diào)查報(bào)告生效日為2002年10月1日Annualagingfactoris8%for2002,6%for2003預(yù)估值為2002年8％，2003年6％Thecompany’sstructurewilleffectiveJuly1,2003新的工資架構(gòu)生效日為2003年7月1日Pleasecalculatetheagingfactorsseparatelyforlead,lag,andlead/lagpolicy請(qǐng)用lead,lag,andlead/lag的方式分別計(jì)算市場(chǎng)預(yù)估指數(shù)Comeoutmarketcomparablebasepay

把市場(chǎng)數(shù)據(jù)轉(zhuǎn)化成與本公司的工資有可比性Yougetannualpaydatafromsurvey,whichneedtobeconvertedtoyourcompany’smonthlysalaryamount從市場(chǎng)報(bào)告中你得到年底薪酬，你需把它轉(zhuǎn)化成月薪Whatisyourcompany’spaypolicy?你公司的工資結(jié)構(gòu)是什么？Whatisthemarketannualpayincludes?你的市場(chǎng)數(shù)據(jù)包括了什么內(nèi)容？BasepayGuaranteedcashTotalcashTotalremunerationABCCompanyPayPractices

ABC公司的工資結(jié)構(gòu)ABCcompanypaypracticesABC公司的工資結(jié)構(gòu)12monthssalaryannually每年12個(gè)月月薪1monthyearendfixedbonus年底1個(gè)月固定獎(jiǎng)金1monthvariablebonusmeasuredbycompanyperformance年底1個(gè)月浮動(dòng)獎(jiǎng)金根據(jù)公司的業(yè)績(jī)MonthlyallowanceofRMB500permonth每月500元津貼Housingsubsidyof10%monthlysalarypaidbycash每月10％月薪的現(xiàn)金住房補(bǔ)貼CalculatingMarketComparableBasePay

計(jì)算市場(chǎng)可比性工資BenchmarkPositionABCLevelMeanComparableBasePayJunioraccountantI56000AccountantH81000SrAccountantG109000FinanceSupervisorF170000FinanceManagerD270000MarketIndex

市場(chǎng)系數(shù)Comparecompanyaveragesalarywithmarketaveragesalary本公司平均工資與市場(chǎng)平均工資的比較MakeAppletoApplecomparison要完全同須知的比較Samepointoftime同一時(shí)間Samejob同一工作Samepaycomponents同樣的工資內(nèi)容Basetobase,totalcashtototalcash基本月薪，或全部年薪Anexerciseofdatacomparison數(shù)據(jù)比較的練習(xí)MarketIndex

市場(chǎng)系數(shù)PositionLevelNumberofEEsAverageSalaryMarketMeanMarketIndexJunioraccountantI833003289AccountantH546004934SrAccountantG265006776FinanceSupervisorF1900010789FinanceManagerD11700017368PayStructureDesign

設(shè)計(jì)工資架構(gòu)Somethingaboutpaystructure

關(guān)于工資架構(gòu)AnIdealCompensationProgram

理想的薪酬設(shè)計(jì)Internalequity內(nèi)部公平性Externalcompetitiveness外部競(jìng)爭(zhēng)性Affordability可負(fù)擔(dān)性Legallydefensible合法的Understandable/salable可理解的/易服人的Efficienttoadminister易管理的Safeguardstheorganization’sresources對(duì)公司資源的保護(hù)Flexible靈活的Meetstheorganization’suniqueneeds為企業(yè)特別定制的GeneralandSpecificFactorsAffectingPayStructures

影響工資架構(gòu)的一般與特殊因素Corporatecultureandvalues企業(yè)文化及價(jià)值觀Managementphilosophy管理宗旨Externaleconomicenvironment外部經(jīng)濟(jì)環(huán)境Labormarketdemandandsupply市場(chǎng)的供求比Corporatestrategyandpolicy公司的戰(zhàn)略與政策Centralizedcompensationpolicy統(tǒng)一的工資政策Decentralizedcompensationpolicy分管的工資政策Short-termvs..Long-termconsideration短期與長(zhǎng)期的考慮ExampleofaPayStructure

工資架構(gòu)的例子

876543217800680058004800380028008800GradePayStructureDesign

工資架構(gòu)的設(shè)計(jì)Basepaypolicyline基本工資政策線Numberofjobgrades/bands級(jí)別的設(shè)置Midpointprogression級(jí)差Rangespreads級(jí)寬Rangeoverlap級(jí)間重疊區(qū)Numberofpaystructures工資架構(gòu)的數(shù)目ProfileofaBasePayStructure

典型的工資架構(gòu)a:Rangemin最低點(diǎn)d–c:Rangeoverlap級(jí)間重疊區(qū)b:Rangemax最高點(diǎn)e-f,f-g:Rangeprogression級(jí)差a-b:Rangespread級(jí)寬e-f-g:Basepaypolicyline基本工資政策線

agcbdefBasePayPolicyLine$JobValueRangeSpreads

級(jí)寬Plusandminusmidpointpercent中點(diǎn)距兩極的距離(1+％desired)/(1-%desired)-1=rangespread(1+20%)(1-20%)=0.5or50%Minimumtomaximum最低點(diǎn)與最高點(diǎn)的距離(max–min)/min=rangespread(4500-3000)/3000=0.5or50%ExerciseonMidpointandRangeSpread

由級(jí)差算出中點(diǎn)距兩極的距離的練習(xí)RangeSpreadSpreadoneithersideofMidpoint30%40%45%50%60%70%ExerciseforcalculatingMin/MaxfromMidpoint

從中點(diǎn)算出最高最低點(diǎn)的練習(xí)PositionRangeSpreadMinimumMidpointMaximumAccountingManager30%1000040%1000050%1000060%10000RangeProgression

級(jí)差Percentagedifferencebetweengrademidpoints兩極中點(diǎn)的差距百分比Toconsiderthefollowingwhendesignthejump在制定級(jí)差時(shí)應(yīng)考慮的因素Marketcompetitiveness市場(chǎng)競(jìng)爭(zhēng)性Costofpromotions升值的成本Midpoint-to-midpointdifferentialguidelines(idealsituation)級(jí)差的規(guī)定（理想狀態(tài)）5-10%forclerical/production5-10％職員/生產(chǎn)線8-15%forprofessionalandmanagement8-15％專業(yè)人員及經(jīng)理層15-25%betweensupervisorandsubordinates15-25％主管及下屬之間30-35%forexecutivelevels30-35％高級(jí)管理層TypicalRangeSpreads

典型的級(jí)寬EmployeeGroupTypicalRangeSpreadServices,productionandmaintenance服務(wù)，生產(chǎn)以及維護(hù)Narrowranges20-30%窄20-30％Clerical,technicalandsupervisory職員，技工及主管Relativelynarrow30-50%相對(duì)窄30-50％Professionalandadministrative專業(yè)及行政人士Widerranges50%寬50％Managerialandexecutive經(jīng)理及高層經(jīng)理Widestranges50%+最寬50％以上DevelopingaPayStructure

制作工資架構(gòu)Internalequity內(nèi)部公平性Jobevaluationsystem職位定級(jí)系統(tǒng)Equitywithinajobfamily在同一工作族群之間的公平Equityamongvariousjobfamilies在不通工作族群之間的公平Crossfunctional/locationconsistency跨部門及地區(qū)的一致性Externalcompetitiveness外部競(jìng)爭(zhēng)力Achieveattract,retainandmotivepurpose完成吸引，保留及激勵(lì)人才的目的Getmostrecentmarketdata拿到最近的市場(chǎng)數(shù)據(jù)DevelopingaPayStructure

制作工資架構(gòu)Defineinternalpaygrads制定內(nèi)部的工資級(jí)數(shù)Slotjobsintopaygrads把工作與級(jí)別相對(duì)應(yīng)Decideyourpaypolicies決定工資政策Lead,lagorlead/lagLead,lag或lead/lagCompetitivenessposition(whichmarkettrendlinetofollow,25th,50th,or75th競(jìng)爭(zhēng)水平（你公司在市場(chǎng)上的定位，25p,50p,75p)Howmanystructuresyouneed需要多少個(gè)工資結(jié)構(gòu)DevelopingaPayStructure

制作工資架構(gòu)Applymostupdatemarketdata用最近的市場(chǎng)數(shù)據(jù)Agethemarketdataaccordingtopaypolicies預(yù)估市場(chǎng)工資水平Groupingmarketdatabyjobfamiliesyouneedforspecificstructure把市場(chǎng)數(shù)據(jù)按工作族群分類Calculatingthemeanofthosemarketdata算出市場(chǎng)數(shù)據(jù)的中值Findoutmarketinconsistenciesandsmoothoutgrademidpoints找到市場(chǎng)的不協(xié)調(diào)點(diǎn)并用平滑方法決定中點(diǎn)Reviewdifferencesbetweenmidpointsandmarketdata回顧中點(diǎn)及市場(chǎng)中值的差距Resolveinconsistenciesbetweeninternalandexternalequity對(duì)外部及內(nèi)部的不一致性進(jìn)行平衡Developingpayrangesaroundtheproposedmidpoints用決定好的中值定出級(jí)寬及最低最高點(diǎn)exerciseondevelopingacompany'spaystructureBuildingYourStructure

制定你的工資架構(gòu)Decideyourmidpoint決定中點(diǎn)Smoothoutwhereyoulackofmarketdata如沒(méi)有市場(chǎng)數(shù)據(jù)，用平滑方法決定Decideyourrangespread決定級(jí)寬Calculatetheminimumandmaximum計(jì)算最低和最高點(diǎn)Calculatethemidpointprogression計(jì)算中點(diǎn)的級(jí)差Furthersmoothouttherangebyappropriateprogressionandrangespread用適當(dāng)?shù)募?jí)差，級(jí)寬來(lái)最后平衡BuildYourStructure–Assumptions

制定工資架構(gòu)－假設(shè)情況Marketmovement市場(chǎng)動(dòng)向8%for20026%for2003projectionStructurepolicy工資政策Lead領(lǐng)先Lagpolicy滯后Lead/lagpolicy跟隨ASampleSalaryStructure

工資架構(gòu)的樣本MinMidpMaxSpreadProgresI32503900455040％H42905150601040％32％G54406800816050％32％F762095201142050％40％E10250133301641060％40％D14350186602297060％40％MeritPaySystem績(jī)效工資系統(tǒng)LinkPerformanceWithPay工資及表現(xiàn)的結(jié)合MeritPaySystem

績(jī)效工資Paydifferentiationbyindividualperformance根據(jù)不通的工作表現(xiàn)拉開工資差距Linkpaywithperformancemanagement績(jī)效評(píng)估系統(tǒng)與工資的結(jié)合Internalequity內(nèi)部公平性的體現(xiàn)SalaryRangeProfile

工資幅度的典型4thQuartileConsistentlyoutstanding3rdQuartileExceedsstandards2ndQuartileMeetsstandards1stQuartileDoesnotfullymeetstandards75%Midpoint25%payPerformancedefinitionsPositioninRange在級(jí)別中的位置

PayProgressionwithRange在同級(jí)中工資的進(jìn)度25%DoesNotMeetStandards0%50%MeetStandards75%ExceedStandards100%OutstandingPayRangeMinimumRangePenetrationPayRangeMaximumPayTimeQuartilesofaRange

工資幅度的區(qū)間1Q2Q3Q4QI3250-35743575-38993900-42244225-4550H4290-47194750-51495151-55795580-6010G5440-61196120-67996800-74797480-8160F7620-85698570-95199520-1046910470-11420E10250-1178911790-1332913330-1486914870-16410D14350-1650416505-1865918660-2081420815-22970PositioninRange在工資幅度中的位置

Compa-RatioCalculationsCompa–Ratio的計(jì)算MarketIndex(actualtomarket)MidpointIndividualCompa-Ratio(actualtostructure)AverageSalaryMarketAverageOrganisational/UnitCompa-Ratio(actualtostructure)Salary=-----------------------------------------------------------------------Midpoint==AverageSalaryExerciseonCalculatingCompa-ratio

計(jì)算Compa-Ratio的練習(xí)PositionLvNo.OfEEsAverageSalaryNewSalaryMidptCompa-RatioJunioraccountantI833003900AccountantH546005150SraccountantG265006800FinancesupervisorF190009520FinancemanagerD11700018660PositioninRange工資幅度中的位置

RangePenetrationControl工資百分位值120090080010008001200RangePenetration=PayRate-MinimumMaximum-Minimum-------------------------ExerciseonCalculatingPenetration

計(jì)算工資百分位值的練習(xí)positionlevelNumberofEEsAveragesalarypenetrationJunioraccountantI83300AccountantH54600SraccountantG26500FinancesupvervisorF19000FinancemanagerD117000MeritIncreaseGuidelines

績(jī)效工資增長(zhǎng)規(guī)定Performanceonly只與表現(xiàn)掛鉤Performanceandpositioninrange與表現(xiàn)及在工資架構(gòu)中的位置一起掛鉤BasedonPerformanceOnly–IncreaseanPercentofBasePay只與表現(xiàn)掛鉤—基本工資增長(zhǎng)幅度PerformanceRatingFixedIncreaseAmountDiscretionaryIncreaseRangeOutstanding10%7-12%ConsistentlyExceedsStandards7%6-8%MeetsStandards4%3-5%DoesnotFullyMeetStandards0%0%BasedonPerformanceandPositioninRange

與表現(xiàn)及在幅度中的位置相掛鉤FixedIncreaseAmountPerformanceRating1stQuartileorbelow2ndQuartile3rdQuartile4thQuartileOutstanding12%9%6%3%ConsistentlyExceedsStandards8%5%3%0-2%MeetsStandards5%3%0-2%0%DoesnotFullyMeetStandards0-3%0%0%0%FactorswhenDefiningtheIncreasePercentage

決定漲工資幅度的因素Averageincreasebudget漲工資的預(yù)算Salarystructuremovementpercentage工資架構(gòu)增長(zhǎng)的比例Performanceratingdistribution工作表現(xiàn)分?jǐn)?shù)的分布Averagepaypositioninrange平均工資在幅度中的位置Compa-ratioPenetrationquartilePaydifferentiation差距的大小SalaryIncreaseBudget

工資增長(zhǎng)預(yù)算PercentnecessarytomatchmarketasofJanuary1追趕一月一日市場(chǎng)的增長(zhǎng)百分比Anticipatedpercentofnextyear’smarketmovement(lead,lag,lead/lag)預(yù)期的市場(chǎng)增長(zhǎng)比例，考慮領(lǐng)先或滯后策略Desiredpositionaboveorbelowthemarket(paypolicy)想要比市場(chǎng)高或低的百分比（市場(chǎng)定位）PercentageIncreaseExample

工資增長(zhǎng)比例的例子PercentIncrease=8%Percenttomatchmarket0.2%Totalmarketsalaries/Totalcompanysalaries–1Marketmovement3%Companypaypolicy5%ExerciseforSalaryIncreaseMatrix

工資增長(zhǎng)矩陣的練習(xí)Averagesalaryincreasebudget8%平均加薪幅度預(yù)算為8％Performanceevaluationdistribution績(jī)效考評(píng)分?jǐn)?shù)分布Outstanding10%Meetalltarget50%Meetmosttarget30%Doesnotfullymeettarget10%Maximumincreasepercentage16%最高加薪幅度16％Populationdistributioninsalaryrange在薪酬架構(gòu)中人員的分布1Q40%,2Q30%,3Q20%,4Q10%Flexibilityadder2%靈活加薪幅度ExerciseonMeritMatrix工資增長(zhǎng)矩陣的練習(xí)

Populationineachcell每小格的人數(shù)1Q40%2Q30%3Q20%4Q10%Outstanding10%4%3%2%1%Meetalltarget50%20%15%10%5%Meetmosttarget30%12%9%6%3%Doesnotfullymeettarget10%4%3%2%1%ExerciseonMeritMatrix工資增長(zhǎng)矩陣的練習(xí)

Merit%Assumption增長(zhǎng)比例設(shè)定1Q40%2Q30%3Q20%4Q10%Outstanding10%4%(16%)3%(13%)2%(8%)1%(5%)Meetalltarget50%20%(13%)15%(9%)10%(6%)5%(3%)Meetmosttarget30%12%(7%)9%(5%)6%(0%)3%(0%)Doesnotfullymeettarget10%4%(3%)3%(0%)2%(0%)1%(0%)ASampleofPayStructure&MeritMatrix

工資架構(gòu)與績(jī)效工資增長(zhǎng)的例子1Q40%2Q30%3Q20%4Q10%I3250-35743575-38993900-42244225-4550H4290-47194750-51495151-55795580-6010G5440-61196120-67996800-74797480-8160F7620-85698570-95199520-1046910470-11420E10250-1178911790-1332913330-1486914870-16410D14350-1650416505-1865918660-2081420815-22970110%16%13%8%5%250%13%9%6%3%330%7%5%0%0%410%3%0%0%0%SalaryIncreaseProgramCost

加薪預(yù)算Pointintimecostforamonth加薪當(dāng)月成本Annualizedcostconsideringimpacttootheritems年度加薪成本，考慮到其它因素的影響IfthereisanyimpacttootherpayprogramsYearendbonus（年終獎(jiǎng)金）Salesincentive（銷售獎(jiǎng)金）Benefitscost（福利成本）SalaryIncreaseProgramCcost

加薪預(yù)算Pointintimecostforamonth加薪當(dāng)月成本Totalpayrollincrease%basedonmeritincrease%calculationE.g.theexampleshowsthetotalpayrollwillincreaseby8%fromJuly1Whatistheaverageincrease%foreligibleemployees?AllocatingSalaryIncreaseBudget

加薪預(yù)算8%averagecompanysalaryincreasebudgettoallocateto3BUs8％的加薪預(yù)算分給3個(gè)部門Method1:Give8%toeachBUequally平分Method2:AllocatingbudgetconsidertheBUaverageCompa-ratio根據(jù)部門平均Compa-ratio來(lái)分Acompa–ratiois80%8%/80%=10%Acompa–ratiois100%8%/100%=8%Acompa–ratiois120%8%/120%=6.7%Needtocalculatethetotaltomakesurewithinbudget分后重算總數(shù)以保證不超預(yù)算LaborCostCalculation

人力成本的計(jì)算AnnualLaborCostCalculation

年度人力成本計(jì)算Salaryincreaseprogramcost加薪成本Promotioncost升職成本Resourceschangescost人員變動(dòng)成本AnnualCashFlowCostofMonthlyPayroll

月工資變動(dòng)對(duì)全年的影響Januarypayrollincreasewillgenerate100%costimpacttotheyear(8%)increasefromJanuarywillcost8%annually一月的加薪對(duì)全年造成100％的影響Julyincreasewillgenerate50%impacttotheyear(8%increasefromJulywillcost4%annually)七月的加薪對(duì)全年造成50％的影響Promotionalcostcalculation

升職成本的計(jì)算Howmany%populationwillgetpromoted?升職人數(shù)比例Whatistheaverageincrease%平均加薪比例Doespromotionhappenanytimeduringtheyear?升職何時(shí)會(huì)發(fā)生Annualpromotional%=%populationxavginc%xcashflowfactorResourcesChangesConsideration

人員變動(dòng)對(duì)成本的影響NewHiresCost(+)新員工加入增加成本NewhireaveragesalaryxNo.ofnewhirexnewhirecashflowfactor(averageonboardmonthsofnewhires/12mths)SeparationsCost(-)離職人員節(jié)省成本SeparationaveragesalaryxNo.ofseparationsfortheyearxseparationcashflowfactor(averagemonthsleftduringtheyear/12mths)SalaryAdministration

薪酬管理ObjectiveofSalaryAdministration

薪酬管理的目的Maintainhealthyaveragecompa-ratio保持良好的平均compa-ratioOverallsalaryprogramefficiency薪酬計(jì)劃的有效性O(shè)verallcompetitiveness整體的競(jìng)爭(zhēng)性Maintainhealthyresourcestructure保持良好的人員結(jié)構(gòu)Wayoflaborcostmanagement勞動(dòng)成本管理的一種方法Promotionguideline

升職政策Criteria條件Careerdriven/skillsPerformanceTimestayincurrentlevelBusinessneedsResourcesstructureSalaryincrease%漲薪幅度ConsidertherangeprogressionrateLastincreasedateCostofpromotion