薪酬体系的设计与管理PPT课件

精品课件,1,薪酬体系的设计与管理,精品课件,2,工资管理,精品课件,3,薪酬管理的宏观战略,精品课件,4,本节目标,在本节中，您会了解到以下内容：薪酬的定义薪酬管理的原则薪酬总体构成薪酬战略的组成部分薪酬管理的步骤,精品课件,5,人是任何企业中最关键的资源，没有了他/她，公司的财力、物力均不能得到最佳的发挥Peoplearethekeyresourceinanyorganization.Withoutthemneitheritsphysicalresourcesnorthefinancialresourceswillbeusedtotheirbesteffect.,精品课件,6,薪资的定义,薪资：由一位雇主对一位受雇者，为其已完成和将要完成的工作或已经提供或将要提供的服务，可以货币结算并由共同协议或国家法律或条例给予以确定而凭书面或口头雇佣合同致富的报酬或收入。,精品课件,7,薪资的定义,薪资管理的目标组织目标1、保证组织可以招聘到所需要的人才；2、稳定有绩效的员工；3、给予员工报酬以增进绩效；4、以工作对组织价值为取向，划定各工作之间的合理差距，并维持薪资给付的全面平衡；5、具有随市场及组织变动以机动调整的弹性；6、便于解释、了解、作业及控制；7、讲求成本效益而不耗时耗资。,精品课件,8,薪资的定义,薪资管理的目标员工目标员工觉得所获待遇合理及公平，并能配合生活费及劳动力市场之水准和职责之增加，并随之调整，进而从中建立至我期许的信心。,精品课件,9,薪资的定义,工资管理的原则公平性；准确性；合理性。,精品课件,10,薪资的定义,薪资政策1、薪资水准主位中位随位,精品课件,11,薪资的定义,薪资政策2、薪资架构3、薪资基准4、薪资异动5、薪资控制6、薪资沟通,精品课件,12,薪资的定义,薪资作业过程政策之发展技术结构及给付步骤推行,薪资水准薪资晋升薪资计划薪资沟通,工作分析工作评价薪资调查薪资咨询,薪资预算工作划等核薪薪资审核,薪资成本内在结构外在趋势,薪等给付水准员工服益,精品课件,13,薪资架构,薪资架构的理念：对内公平性对外公平性,精品课件,14,薪资架构,薪资架构的形成：建立公司薪资给付政策线进行薪资调查建立薪等薪级制度薪等薪级的扩延,精品课件,15,薪资架构,薪资架构的选择：等幅式薪资架构连续式扇状走向薪资架构复式薪资架曲线型给薪趋势线,精品课件,16,薪资管理操作的必须步骤：,岗位分析岗位评估市场情况薪酬政策,对内公平,对外公平,公平,精品课件,17,ClassOverview(课程展望）,Session1:CompensationProgramManagement薪酬管理概述Session2:MarketSurvey市场调研Session3:StatisticBasics&Application统计学基础及应用Session4:PayStructureDesign薪酬架构的建立Session5:MeritPaySystem基于业绩的加薪计划Session6:CompensationCost薪酬成本计算Session7:SalaryAdministration薪酬管理,精品课件,18,CompensationManagement薪酬管理概述,精品课件,19,薪酬管理的任务,Todevelopanddelivertotalcompensationsolutionwhichmustbe：开发与实施整体薪酬计划，从而达到以下目的：Attracting，retainingandmotivatingthebesttalentthecompanyhave吸引，保留及激励本企业中的最佳人才Flexibleenoughtosupportbothbusinessstrategyandemployeesneeds具有足够的灵活性来支持业务战略及员工需求Balancedwithbothcompetitivenessandaffordability达到具有竞争力及企业可负担的平衡Easytoadministrate/operate便于日常管理和操作Tocommunicatetheprogramswithclaritythatmakesure：清晰地对计划进行沟通，从而：Theprogramisunderstood/accepted使薪酬计划能被理解Theexpectationsarewellmanaged使员工的期望值处在适当的水平,精品课件,20,薪酬策略,Focusontotalcompensationprograms专注于整体薪酬体系的设计Leverageeffectivemarketsurveytogetcompetitivemarketinformation有效利用市场调研提供的市场信息Differentiatepaywiththefollowingtomakesureequity制定两极分化的薪酬制度，使薪酬与以下因素相联系SkillsUsingaskillsbasedjobsystem技能技巧工作设置系统Performancelinkingwithperformancemgmtsystem工作表现绩效考评系统Valuetothebusinessusingretentionprogramsfortoptalent对业务的价值留才计划Efficientlaborcostmanagement“Usingthemoneywisely”有效的人才成本管理花钱的智慧,精品课件,21,薪酬管理目标-平衡,Employee员工：,Balancepoint平衡点：,Competitiveness竞争性Affordability可负担性Flexibility灵活性,Company公司：,Equity公平性Consistency一致性Valuable自我价值的体现,Laborcostmanagement劳动力成本管理Meritsystem绩效工资体系,精品课件,22,薪酬管理角色分工,Compensationposition工资政策Competitiveposition竞争水平Laborcost人力资源成本,CompanyExecutive-Decision高层经理决策,HumanResources-Proposal人力资源部提议,Managers-Execution中层主管执行,JobEvaluationsystem职位评估系统CompensationSystem工资体系Benchmarking市场调研Laborcostanalysis人力成本分析,Jobdescriptionevaluation职位描述，评估Performanceevaluation工作表现评估Salaryincreasedecision工资增长幅度的决定,精品课件,23,Discussion（讨论）,Whatmakesyoutobeacompensationprofessional?薪酬管理人员的素质,精品课件,24,薪酬管理人员的素质,Internalunderstanding内部气候的了解Understandthecompanybusinessstrategyandpriorities公司业务战略及重点Understandorganizationstructureandjobsintheorganization公司组织结构及业务分布Externalunderstanding外部环境的了解Economicenvironment经济环境Labormarketsituationandtrend人力资源市场状况及趋势Laborlaw/policyupdate劳动法规政策的变化Networking/interpersonalskills人际关系网Havearesourcespooltoleverageforinformationsharingforothercompanyspractices可以有可信的资料来源Analyticalskillsforinterpretingthemarketinformation分析能力及解释市场信息Havefunwithnumbers!与数字共舞Goodcommunicationskillsbothoralandwriting良好的口头，笔头沟通能力,精品课件,25,ProgramManagementCycle项目管理周期,CompanysStrategyandplan公司策略,HumanResourcesStrategy人力资源策略,CompensationStrategy薪酬策略,Evaluation评估,Design设计,Communication&Training沟通与培训,Administration管理,Implementation实施,精品课件,26,MarketSurvey市场调查,精品课件,27,市场调查的种类,Selfconductedsurvey由本公司执行进行Buysurveyreport购买调查报告Companysponsoredsurvey公司召集的调查Participantingroupsponsoredsurvey参加小组召集的调查,精品课件,28,衡量各种市场调查的方法的投资回报率,Easytoconduct实施的难易度Dataquality数据的质量Cost成本Turnovertime周期,精品课件,29,不同调查方法之间的比较,精品课件,30,服务申请的提出,Purposeofthesurvey调研目的Targetmarket目标市场Targetjobs目标工作种类Informationrequired所需要的信息Dataofdeliveryexpected所需要的时间Contentsofreportrequired/Format所需要的内容形式Additionalrequest,ifany其他要求等,精品课件,31,服务申请的提出-练习,YourcompanyisaITmulti-nationalcompanybasedinBeijing,thecompanyisgongtosetupaR&DcenterinTianjin,youdonothavebranchtherecurrently.Asacompensationprofessional,youareinvitedbytheprojectofficetogivecomeadviseonhowtosetupTianjinR&Dcenterscompensationandbenefitsterms.AsyoudonothavecontactinTianjin,youdecidetogetsomeinformationfromconsultingcompany.RaiseaROStostateyourneeds贵公司是一家全球行的信息公司的北京分公司，现在天津并没有任分支机构。现要在天津建立一个研发中心，筹建处要求你帮助建立研发中心的薪酬福利体系，鉴于你在天津没有任何联系，你希望咨询公司可以帮助你拿到一些资料请练习提出服务申请,精品课件,32,自我实施的调研,Purpose目的Targetmarket目标市场Informationneeded所需信息Methodofsurvey方法Telephonecalls电话访谈Emailquestionnaire问卷Designyourquestionnaire设计问题/问卷Report报告Resultanalysis结果分析,精品课件,33,Defineyourmarket定义市场,Yourcompanysbasicprofile你公司的基本情况Industryyouarein行业Typeoforganization组织形式Majorcompetitors主要竞争对手Otherconsiderationsintalentcompeting,imagecompeting,managementsystemcompeting,etc其他竞争，人才，形象，管理风格等Sizeofthemarket市场的大小Nolessthan10companies不能少于10家公司Consistencyconsideration连贯性Shouldmaintain80%repeatedrateeveryeartokeepconsistency每年80的一致性,精品课件,34,Contentsofsurvey调研内容,CashCompensationitems现金项目Benefitspractice福利政策Paypolicies工资政策Retentionpolicies留才计划Companyprofiles公司的情况,精品课件,35,Defineyourquestions问题设定,Usecommonterms,putinexplanationsifnecessary用通用的术语，必要时有解释UseclosedquestionwithYONanswerinsteadofopenendedquestions用是否问题，不要用自由发挥问题Makechoicesavailableforparticipants尽量使用选择题,精品课件,36,Exercise（练习）,Companywanttorevisittherelocationallowancepolicyasthenumberofrelocationisgrowingandtheallowanceisrelativehighandwithoutupdatefor3yearsPleasedesignaquestionnairesothatyoucouldringaroundtogetsomemarketinformation公司现有的派遣津贴已经有年没有变化了，并且随着业务量的增加，派遣人员总数不断上升，公司担负不断增加，想调整津贴金额请设计调查问卷以收集市场信息,精品课件,37,ImportanceofJobMatching工作类比的重要性,Understandthemethodologyofsurveycompanysbenchmarkingsystem了解调研公司的类比系统及方法Understandthebenchmarkingjobdescriptionprovidedbysurveycompany了解调研公司提供的标准工作描述Understandinternalorganizationandjobdescription了解本公司的组织及工作种类及工作内容Invitebusinessmanagertoparticipantinjobmatchingactivitieswhy?必要时要邀请业务经理参加工作类比会议-为什么？,精品课件,38,Surveydatacategories调研数据的分类,Basepay基本薪资Monthlybasesalarytimes12基本月薪*12Guaranteedpay固定收入Includingallowances,yearendbonuswithoutmeasurements包括津贴，年底固定奖金Totalcash全部现金收入Includinganyvariablebonus,incentivewithmeasurements抱愧浮动奖金，销售奖金TotalcompensationAnycashpaymentorbenefitsportion包括其它及福利,TotalRemuneration,TotalRem,TotalCash,GuaranteedCash,精品课件,39,AnalysisofSurveyData分析调研数据,Tounderstand理解Howdatawascollected数据采集的方法Howtoreadthesurveyreport如何解读调研报告Whatthedatarepresentsfor数字会说话Howcanweusethedata如何运用数据Yourcompetitiveposition你公司的竞争水平Defineyourfuturesalarystructure制定薪酬架构,精品课件,40,Surveyreportscontents调查报告内容,Executivesummary概述Ahighleveleconomic/labormarkettrendreport对经济情况及人才市场走势的概述DetailedremunerationdataUsuallybyjobfamilies分工作种类MarketpositioncomparisonWhatisyourcompanyspayposition你公司与市场平均水平的比较Questionnaireanalysis问卷分析Salaryadministrationpolicies薪酬政策Benefitsprograms福利项目Retentionprograms留才计划,精品课件,41,StatisticBasics&Application统计学基础及应用,精品课件,42,StatisticsTerms统计学基础,Mean平均值Unweightedmean不加权平均值Weightedmean加权平均值Median中值Percentile百分位值Quartile区间,精品课件,43,Mean平均值,Theaverageofasetofdatapoints.itissumofthedatadividedbytheno.ofpoints一组数据的综合除以个数Unweightedmean不加权平均值Obtainedbycomputingtheaverageofthevaluesofthedatapoints直接平均法Weightedmean加权平均值Obtainedbyweightingeachvaluebytheno.ofdataoccurredthencomputingtheaverage考虑每个数据的个数因素然后加以平均,精品课件,44,ExampleofComputingMean,精品课件,45,ExerciseofComputingMeanRefertoSurveyData,计算平均值的练习,精品课件,46,ExerciseofCalculatingMean计算平均值的练习,精品课件,47,Median中值,Thepointalonganordereddatapointsatwhichanequalno.ofdatapointsfallaboveandbelow在一组数据中，排序后有一半的数据在此之上，一半的数据在此之下Foranoddno.ofdatapoints,medianisthemiddledatapoints在奇数个数据中，中值就是排在最中间的那个数的值Foranevenno.ofdatapoints,medianistheaverageofthe2middle-mostdatapoints在偶数个数据中，中值就是排在最中间的两个数的平均值,精品课件,48,Exampleofcomputingmedian(1)计算中值的练习（1）,精品课件,49,Exampleofcomputingmedian(2)计算中值的练习（2）,精品课件,50,ComputingPercentile计算百分位,Definitions(定义)Px,thedesiredpercentilepoints,wherePx,为所需的百分位点x,thepercentilerankdesired(e.g.10,25,etc.)x,为所需的百分位v,therankorderposition(frombottom)forthepercentilepointvalueofinterest,viscalculatedasfollows:V=x/100*(n+1)v，为从上至下排序后百分位点的位置V=x/100*(n+1)n,thenumberofdatapointsinthesamplen，为数据的总量,精品课件,51,ExampleofComputingPercentile(1)计算百分位的练习（1）,ComputingP25v=25/100*(7+1)=2P25shouldbethe2nddatapointP25为下数第二个数据Whichis2800So,p25=2800PleasecalculatingP75byself请计算P75,精品课件,52,ExampleofComputingPercentile(2)计算百分位的练习（2）,ComputingP25v=25/100*(8+1)=2.25P25shouldbethe2.25thdatapointwhichinbetween2ndand3rddata,P25为下数第2.25个数据,也就是在第2与第3数据之间的一个数值Whichisinbetween2800and3000So,p25=2800+0.25*(3000-2800)=2850PleasecalculatingP75byself请计算P75,精品课件,53,Quartiles区间,Incompensationanalysis,percentilesareoftenexpressedintermsofquartiles.thereare4quartilesinasetofdatapoints把每一个区域分成4个区间1stquartile:theAREAwherethebottom25percentofvaluesoccur,correspondsto25thpercentile第一区间，市场上最低的25数据2ndquartile:theAREAwherethe2nd25percentofvaluesoccur,correspondsto50thpercentile第二区间，市场上25P-50P之间的数据3rdquartile:theAREAwherethe3rd25percentofvaluesoccur,correspondsto75thpercentile第三区间，市场上50P-75P之间的数据4thquartile:theAREAwherethetop25percentofvaluesoccur,correspondstothe100thpercentile第四区间，市场上最高的25的数据,精品课件,54,Marketsurveyanalysis市场调研结果分析,Read&understandthereports运用统计学知识读懂报告Datacomparisonappletoapple数据比较Time:agemarketdata与时俱进的市场数据Value:marketcomparablebasepay可比性工资Positiontomarket:marketindex市场系数,精品课件,55,Analysissurveyresult分析调查报告,Data数据,Information信息,Knowledge知识,Evaluation评估,MgmtDecision管理决策,精品课件,56,Agingmarketdata市场数据的与时俱进,Determineannualagingfactor增长指数的计定Datacomingfromsurveyreports,salaryincreaseplan%reportedbyparticipatingcompanies从市场报告中对未来年薪资增长的预料Determinedatetowhichtoagedata设定市场数据预估时间Effectivedateofsalarystructure新的工资架构的生效日期或数据的日期Lead,lag,orlead/lagphilosophy用Lead,lag,orlead/lag方法Lead,structurewillcompetetheyearendmarketLead,工资结构与年底的市场水平看齐Lag,structurewillcompetetheyearendmarketLag,工资结构与年初的市场水平看齐Lead/lag,structurewillcompetethemidyearmarketLead/lag,工资结构与年中的市场水平看齐,精品课件,57,Exampleofagingmarketdata预估市场数据的例子,SurveydataeffectivedateisOctober1,2002市场调查报告生效日为2002年10月1日Annualagingfactoris8%for2002,6%for2003预估值为2002年8，2003年6ThecompanysstructurewilleffectiveJuly1,2003新的工资架构生效日为2003年7月1日Pleasecalculatetheagingfactorsseparatelyforlead,lag,andlead/lagpolicy请用lead,lag,andlead/lag的方式分别计算市场预估指数,精品课件,58,Comeoutmarketcomparablebasepay把市场数据转化成与本公司的工资有可比性,Yougetannualpaydatafromsurvey,whichneedtobeconvertedtoyourcompanysmonthlysalaryamount从市场报告中你得到年底薪酬，你需把它转化成月薪Whatisyourcompanyspaypolicy?你公司的工资结构是什么？Whatisthemarketannualpayincludes?你的市场数据包括了什么内容？BasepayGuaranteedcashTotalcashTotalremuneration,精品课件,59,ABCCompanyPayPracticesABC公司的工资结构,ABCcompanypaypracticesABC公司的工资结构12monthssalaryannually每年12个月月薪1monthyearendfixedbonus年底1个月固定奖金1monthvariablebonusmeasuredbycompanyperformance年底1个月浮动奖金根据公司的业绩MonthlyallowanceofRMB500permonth每月500元津贴Housingsubsidyof10%monthlysalarypaidbycash每月10月薪的现金住房补贴,精品课件,60,CalculatingMarketComparableBasePay计算市场可比性工资,精品课件,61,MarketIndex市场系数,Comparecompanyaveragesalarywithmarketaveragesalary本公司平均工资与市场平均工资的比较MakeAppletoApplecomparison要完全同须知的比较Samepointoftime同一时间Samejob同一工作Samepaycomponents同样的工资内容Basetobase,totalcashtototalcash基本月薪，或全部年薪,精品课件,62,Anexerciseofdatacomparison数据比较的练习,精品课件,63,MarketIndex市场系数,精品课件,64,PayStructureDesign设计工资架构,精品课件,65,Somethingaboutpaystructure关于工资架构,精品课件,66,AnIdealCompensationProgram理想的薪酬设计,Internalequity内部公平性Externalcompetitiveness外部竞争性Affordability可负担性Legallydefensible合法的Understandable/salable可理解的/易服人的Efficienttoadminister易管理的Safeguardstheorganizationsresources对公司资源的保护Flexible灵活的Meetstheorganizationsuniqueneeds为企业特别定制的,精品课件,67,GeneralandSpecificFactorsAffectingPayStructures影响工资架构的一般与特殊因素,Corporatecultureandvalues企业文化及价值观Managementphilosophy管理宗旨Externaleconomicenvironment外部经济环境Labormarketdemandandsupply市场的供求比Corporatestrategyandpolicy公司的战略与政策Centralizedcompensationpolicy统一的工资政策Decentralizedcompensationpolicy分管的工资政策Short-termvs.Long-termconsideration短期与长期的考虑,精品课件,68,ExampleofaPayStructure工资架构的例子,Grade,精品课件,69,PayStructureDesign工资架构的设计,Basepaypolicyline基本工资政策线Numberofjobgrades/bands级别的设置Midpointprogression级差Rangespreads级宽Rangeoverlap级间重叠区Numberofpaystructures工资架构的数目,精品课件,70,ProfileofaBasePayStructure典型的工资架构,a:Rangemin最低点dc:Rangeoverlap级间重叠区b:Rangemax最高点e-f,f-g:Rangeprogression级差a-b:Rangespread级宽e-f-g:Basepaypolicyline基本工资政策线,精品课件,71,RangeSpreads级宽,Plusandminusmidpointpercent中点距两极的距离(1+desired)/(1-%desired)-1=rangespread(1+20%)(1-20%)=0.5or50%Minimumtomaximum最低点与最高点的距离(maxmin)/min=rangespread(4500-3000)/3000=0.5or50%,精品课件,72,ExerciseonMidpointandRangeSpread由级差算出中点距两极的距离的练习,精品课件,73,ExerciseforcalculatingMin/MaxfromMidpoint从中点算出最高最低点的练习,精品课件,74,RangeProgression级差,Percentagedifferencebetweengrademidpoints两极中点的差距百分比Toconsiderthefollowingwhendesignthejump在制定级差时应考虑的因素Marketcompetitiveness市场竞争性Costofpromotions升值的成本Midpoint-to-midpointdifferentialguidelines(idealsituation)级差的规定（理想状态）5-10%forclerical/production5-10职员/生产线8-15%forprofessionalandmanagement8-15专业人员及经理层15-25%betweensupervisorandsubordinates15-25主管及下属之间30-35%forexecutivelevels30-35高级管理层,精品课件,75,TypicalRangeSpreads典型的级宽,精品课件,76,DevelopingaPayStructure制作工资架构,Internalequity内部公平性Jobevaluationsystem职位定级系统Equitywithinajobfamily在同一工作族群之间的公平Equityamongvariousjobfamilies在不通工作族群之间的公平Crossfunctional/locationconsistency跨部门及地区的一致性Externalcompetitiveness外部竞争力Achieveattract,retainandmotivepurpose完成吸引，保留及激励人才的目的Getmostrecentmarketdata拿到最近的市场数据,精品课件,77,DevelopingaPayStructure制作工资架构,Defineinternalpaygrads制定内部的工资级数Slotjobsintopaygrads把工作与级别相对应Decideyourpaypolicies决定工资政策Lead,lagorlead/lagLead,lag或lead/lagCompetitivenessposition(whichmarkettrendlinetofollow,25th,50th,or75th竞争水平（你公司在市场上的定位，25p,50p,75p)Howmanystructuresyouneed需要多少个工资结构,精品课件,78,DevelopingaPayStructure制作工资架构,Applymostupdatemarketdata用最近的市场数据Agethemarketdataaccordingtopaypolicies预估市场工资水平Groupingmarketdatabyjobfamiliesyouneedforspecificstructure把市场数据按工作族群分类Calculatingthemeanofthosemarketdata算出市场数据的中值Findoutmarketinconsistenciesandsmoothoutgrademidpoints找到市场的不协调点并用平滑方法决定中点Reviewdifferencesbetweenmidpointsandmarketdata回顾中点及市场中值的差距Resolveinconsistenciesbetweeninternalandexternalequity对外部及内部的不一致性进行平衡Developingpayrangesaroundtheproposedmidpoints用决定好的中值定出级宽及最低最高点,精品课件,79,exerciseondevelopingacompanyspaystructure制定工资架构的练习,精品课件,80,BuildingYourStructure制定你的工资架构,Decideyourmidpoint决定中点Smoothoutwhereyoulackofmarketdata如没有市场数据，用平滑方法决定Decideyourrangespread决定级宽Calculatetheminimumandmaximum计算最低和最高点Calculatethemidpointprogression计算中点的级差Furthersmoothouttherangebyappropriateprogressionandrangespread用适当的级差，级宽来最后平衡,精品课件,81,BuildYourStructureAssumptions制定工资架构假设情况,Marketmovement市场动向8%for20026%for2003projectionStructurepolicy工资政策Lead领先Lagpolicy滞后Lead/lagpolicy跟随,精品课件,82,ASampleSalaryStructure工资架构的样本,精品课件,83,MeritPaySystem绩效工资系统LinkPerformanceWithPay工资及表现的结合,精品课件,84,MeritPaySystem绩效工资,Paydifferentiationbyindividualperformance根据不通的工作表现拉开工资差距Linkpaywithperformancemanagement绩效评估系统与工资的结合Internalequity内部公平性的体现,精品课件,85,SalaryRangeProfile工资幅度的典型,75%,Midpoint,25%,pay,Performancedefinitions,精品课件,86,PositioninRange在级别中的位置PayProgressionwithRange在同级中工资的进度,25%DoesNotMeetStandards,0%,50%MeetStandards,75%ExceedStandards,100%Outstanding,PayRangeMinimum,RangePenetration,PayRangeMaximum,Pay,Time,精品课件,87,QuartilesofaRange工资幅度的区间,精品课件,88,PositioninRange在工资幅度中的位置Compa-RatioCalculationsCompaRatio的计算,MarketIndex(actualtomarket),Midpoint,IndividualCompa-Ratio(actualtostructure),AverageSalary,MarketAverage,Organisational/UnitCompa-Ratio(actualtostructure),Salary,=,-,-,-,Midpoint,=,=,AverageSalary,精品课件,89,ExerciseonCalculatingCompa-ratio计算Compa-Ratio的练习,精品课件,90,PositioninRange工资幅度中的位置RangePenetrationControl工资百分位值,1200,900,800,1000,800,1200,RangePenetration,=,PayRate-Minimum,Maximum-Minimum,-,精品课件,91,ExerciseonCalculatingPenetration计算工资百分位值的练习,精品课件,92,MeritIncreaseGuidelines绩效工资增长规定,Performanceonly只与表现挂钩Performanceandpositioninrange与表现及在工资架构中的位置一起挂钩,精品课件,93,BasedonPerformanceOnlyIncreaseanPercentofBasePay只与表现挂钩基本工资增长幅度,精品课件,94,BasedonPerformanceandPositioninRange与表现及在幅度中的位置相挂钩,精品课件,95,FactorswhenDefiningtheIncreasePercentage决定涨工资幅度的因素,Averageincreasebudget涨工资的预算Salarystructuremovementpercentage工资架构增长的比例Performanceratingdistribution工作表现分数的分布Averagepaypositioninrange平均工资在幅度中的位置Compa-ratioPenetrationquartilePaydifferentiation差距的大小,精品课件,96,SalaryIncreaseBudget工资增长预算,PercentnecessarytomatchmarketasofJanuary1追赶一月一日市场的增长百分比Anticipatedpercentofnextyearsmarketmovement(lead,lag,lead/lag)预期的市场增长比例，考虑领先或滞后策略Desiredpositionaboveorbelowthemarket(paypolicy)想要比市场高或低的百分比（市场定位）,精品课件,97,PercentageIncreaseExample工资增长比例的例子,PercentIncrease=8%Percenttomatchmarket0.2%Totalmarketsalaries/Totalcompanysalaries1Marketmovement3%Companypaypolicy5%,精品课件,98,ExerciseforSalaryIncreaseMatrix工资增长矩阵的练习,Averagesalaryincreasebudget8%平均加薪幅度预算为8Performanceevaluationdistribution绩效考评分数分布Outstanding10%Meetalltarget50%Meetmosttarget30%Doesnotfullymeettarget10%Maximumincreasepercentage16%最高加薪幅度16Populationdistributioninsalaryrange在薪酬架构中人员的分布1Q40%,2Q30%,3Q20%,4Q10%Flexibilityadder2%灵活加薪幅度,精品课件,99,ExerciseonMeritMatrix工资增长矩阵的练习Populationineachcell每小格的人数,精品课件,100,ExerciseonMeritMatrix工资增长矩阵的练习Merit%Assumption增长比例设定,精品课件,101,ASampleofPayStructure&MeritMatrix工资架构与绩效工资增长的例子,精品课件,102,SalaryIncreaseProgramCost加薪预算,Pointintimecostforamonth加薪当月成本Annualizedcostconsideringimpacttootheritems年度加薪成本，考虑到其它因素的影响IfthereisanyimpacttootherpayprogramsYearendbonus（年终奖金）Salesincentive（销售奖金）Benefitscost（福利成本）,精品课件,103,SalaryIncreaseProgramCcost加薪预算,Pointintimecostforamonth加薪当月成本Totalpayrollincrease%basedonmeritincrease%calculationE.g.theexampleshowsthetotalpayrollwillincreaseby8%fromJuly1Whatistheaverageincrease%foreligibleemployees?,精品课件,104,AllocatingSalaryIncreaseBudget加薪预算,8%averagecompanysalaryincreasebudgettoallocateto3BUs8的加薪预算分给3个部门Method1:Give8%toeachBUequally平分Method2:Allocatingbud