爱立信薪酬体系ppt课件.ppt

Netsalesperemployee人均净销售额Netsales净销售额totalno.ofemployees员工总数,EmployeecostvsOPEX员工费用/营运费用,OPEXrunrate/totalturnover营运费用/总营业额Employeecost/OPEXrunrate员工费用/营运费用,HowtobuildHRmanagementintobusinessprocess?如何把HRM建立到业务流程？,KeyelementsofHRoperation人力资源运作的关键要素,MotivationcharacteristicsofSuccessfulCompanies成功企业激励机制的特点,supportcompanystrategyanddevelopment配合公司战略和发展fullyalignwithcompanygoals不偏离公司目标eachmotivationactionhasitsspecificobjective任何一个激励机制都有它特定的目的flexibility,fitintoindividualsdesires因人而异,MOTIVATION激励机制,仁者见仁，智者见智的薪酬体系,C(IPE43-49)行政人员-每个级别差约5-10%；8-15%betweengradesforprofessionalandmanagement(IPE50-57)专业技术或管理人员-每个级别差约8-15%；30-35%betweengradesforexecutivelevels(IPE58+)高级管理人员-每个级别差约30-35%；,RangeSpread幅度范围,Narrowrange(30-50%)foradm.staff;窄幅(30-50%)适用于行政人员；Widerrange(40-60%)forprofessionalstaff;稍宽幅度适用于专业技术人员；Widestrange(60%-300%)formanagerial由中值差别与幅度范围决定Overlapoffivegradesiscommon.五个级别内的重叠为正常Broadbandingmayproducesubstantialoverlap.“宽级”会造成很大的范围重叠。,FactorsInfluenceSalaryRevision影响个人工资调整的因素,PerformanceRating表现评估得分IndividualPayPositiontoSalaryStructure相比工资结构，个人的工资水平salaryexceedingthemaximum:lumpsum工资超过最高值，付一笔金额，无工资增长salarybeneaththeminimum:specialadjust工资低于最低值，特殊调整CompetenceandMarketValue能力与市场价值CostofLiving物价水平,IncentiveSetting奖金设定,IncentivevsGuaranteedPay奖金与固定薪酬的比重Incentiveobjectivessetting奖金目标的设定,实例2：,IncentivevsGuaranteedPay奖金与固定薪酬的比重,-MarketMovement(example)市场移动(举例),IncentiveObjectivesSetting奖金目标的设定-SalesIncentive销售奖金,TurnOver(orderbooking,netsales)营业额(定单，净销售额)MarketShare市场份额CashFlow现金流ProductMix产品组合,1999,TurnOver(orderbooking,netsales)营业额(定单，净销售额)MarketShare市场份额CashFlow现金流ProductMix产品组合,2000,2001,MUChinaNetSales(compulsory)中国市场净销售额(必须)MUChinaCashFlow(compulsory)中国市场现金流(必须)CustomerSatisfaction客户满意度.(half-yearevaluation整体目标如净销售额、定单量、市场损益、质量等由上自下设定Oneofmanagersobjectivesshouldbesharedbysubordinates下属须有一个目标与经理分担。,2001,2002,Maximum5objectives最多5个目标MUChinaNetSales(compulsory)中国市场净销售额(必须)MUChinaCashFlow(compulsory)中国市场现金流(必须)Others其他(half-yearevaluation&payment)(半年评估一次),IncentiveObjectivesSetting奖金目标的设定-STI&PerformanceBonus短期激励奖金和绩效奖金,C&BProgramEvaluation薪酬体系评估,Impactonorganizationsperformance(CustomersSatisfaction,Profit,externalimage,etc.)对公司业绩的影响(客户满意度，赢利，外部形象，等)Costs费用Employeeturnoverrate员工离职率HumanResourcesEffectiveness人力资本指数,PerformanceManagement绩效管理,PDDiscussion(Q1)个人发展谈话Reviewjobdescription回顾工作描述SetObjectivesMeasurements设定目标及衡量标准CompetenceProfile技能要求Individualdevelopmentplan个人发展计划,DevelopmentActions发展行动(Q1-Q4)Training培训Coaching教练Counseling咨询Review审核,PerformanceAppraisal(Q4)绩效评估EvaluateObjectiveachievementsAssesspersonalperformancefactors评估目标达到情况，其结果将：InputfornextyearsPDDiscussion作为次年个人发展谈话参考Abaseforsalaryrevision作为调薪的基础Abaseforcareeradvancement作为事业发展的基础,PDDiscussion个人发展谈话,WhenToHavePDDiscussion?何时进行个人发展谈话？,Firstquarteroftheyear每年的第一季度6monthsafternewemployeeonboard(Objectivecanbesetonceemployeeonboard)新员工入职后的6个月(目标设定可于员工入职后即完成)Employeestatuschange员工情况变化时Promotion升职Demotion降职Transfer工作调转.,Step1ReviewJobDescription回顾工作描述Step2SetObjective/Goals-SMART设定SMART目标Step3SetStandardsandMeasurement设定衡量标准Step4DiscussCompetenceProfile讨论技能要求Step5IndividualDevelopmentPlan设定个人发展计划,PDDiscussionSteps个人发展谈话步骤,SettingObjectives,StandardsandMeasurements目标及衡量标准设定,Examples举例:,TheEricssonCompetenceModel爱立信技能模式,Examples举例:,CompetenceProfile综合技能评定表,IndividualDevelopmentPlan个人发展计划,Examples举例:,DevelopmentActions发展行动,Training培训CoachingandFeedback教练、反馈Counseling咨询Review审核,DevelopmentActions发展行动,Coaching&Feedback教练、反馈,GoodCommunicationSkill良好的沟通技巧,Coaching教练Coachingisthefollowingupoffeedback,incl.Solvingtheproblemandactionplan.教练是对反馈的跟进，包括解决问题及行动计划等。,Feedback反馈Effectivefeedbackdescribesthebehaviorsunderspecificsituation有效的反馈是对于员工具体情境下行为的反馈,Feedback:TheIDEALState给予反馈的理想状态,F=Frequent时常A=Accurate准确S=Specific明确具体T=Timely及时,Preferredapproach“Yourpresentationthismorningwentwell.Youconveyedveryclearlythesupportingrationale.Infact,theteamagreedwithyourrecommendationandwellbemovingahead.OnesuggestionIdmakeforfuturepresentationsisspendinglesstimeonthealternativesconsidered.Thatwaytheaudienceremainsclearonwhatsbeingproposed.”,Oneapproach“Thatwasagreatjobonthepresentationyoudidlastmonth.Igotafewcommentsabouthowitcouldhavebeenshorter,butoverallyoudidfine.Keepupthegoodwork!”,Someexamples例子.,PerformanceAppraisal绩效评估,Whattobeappraised?评估什么,Results&achievements工作结果评估Objectives目标Responsibilities/keyresultsareas职责Performancefactors表现因素评估Attitudeinperforming工作态度Competence能力,RatingandWeighting分值与权重TheoverallratingofPerformanceAppraisalshouldderivefrombothratingofobjectives/responsibilitiesandperformancefactors.表现评估的最终结果来自目标/职责及表现因素的评估。Weighting权重：Objectives/Responsibilities=60%目标/职责占60%Performancefactors=40%表现因素占40%,Performanceappraisal绩效评估,.Initiative主动性.Problemsolving解决问题能力.Customeroriented客户导向.Teamwork团队精神.Communication沟通技巧,PerformanceFactors表现因素Examp