HR专业薪酬管理!.

1、HR 专业薪酬管理 !1HR 专业薪酬管理symptoms and pr oblems. Party Committee shoul d do a good job lea dershi p lear ning at the same time, gui da nce t o branch base d on the development of learning programmes, a nd urged the implementati on of three lessons system a nd im plementi ng learni ng requirements. To ta

2、ke re ports, cust omized rese arch, partici pate in discussions, atte nd meeti ngs of the Organizati on, such a s supervisi on, and effective transmission of pressure. About consoli dation of weak a nd lax party branche s, thr ough tr ue strong team, pr omote transformation impr oving bra nch to iss

3、ue t hat stands out, to be dealt with first i n pla ce, further study and educati on. 6. play the lead r ole. Leader shi p, leading ca dres should set an exampl e, and to lea d by exampl e, layers of drive n model, layer upon layer, formation of the shots, t he overall ge neral eff ect of linkage. L

4、ea ding cadres shoul d learn first a nd be in f ront, aski ng others to do you first do it, a sks of others a nd not themselves determine d not to do, we cannot lamp black, and flashlight ma n as himse lf. To enforce a rigi d double about the life of the system, lead st udy discussion, lead i n talk

5、ing about ex periences, give a Party lectur e, report, leadi ng to parti cipate in organisati ona l life, democratic appraisal, lea d in duty of due diligence, a ccor ding to positions, contri bute to r ole play wit h learni ng, pr omoting lear ning e ducation soli d and effective. 7. grasp the i nt

6、egrated. To stick around the Cente r, servi ng the overall situation, the two combi ning e ducation and com pleted various task s, and implement t he County Thirte en-Five com bine s pla nni ng, and the XX com binati on ofscientific devel opment a nd lea ping development, bot h hands, tw o, avoi din

7、g two peels. By studyi ng educati on, i nspire party members a nd cadres undertaking e nthusiasm, i n establi shi ng and implementi ng five development phil osophy, solid i ndustrial restructuri ng, de epeni ng reform, poverty all eviation crucial, impr oving peoples liveli hood a nd ot her w ork in

8、 the front, for example. Promotion of ca dres work hard, aggre ssive, push devel opme nt to test the effectiveness of e ducati onal work.Township tw o learn a do lear ning arra ngements spe cific programme the Party (total) branch: for advance full stri ctly rule party, a ccor ding to XX m uni cipal

9、 on in city members i n the carri ed out learn Constit ution Party rule s, and learn series spee ch, do qualified mem bers learni ng education impl ementation programme, and XX muni cipal organizati on Department on two lear n a do learning arra ngements of spe cific1.1 职位薪酬体系定义职位薪酬体系，就是首先对职位本身的价值作出

10、客观的评价，然后再根据 这种评价的结果来赋予承担这一职位工作的人与该职位的价值相当的薪酬这样 一种基本薪酬决定制度。特点：薪酬与职位挂钩，不是与任职者挂钩。职位薪酬体系的优缺点优点：实现了真正意义上的同工同酬；有利于按照职位系列进行薪酬管理，操作比较简单，管理成本较低。缺点： 员工晋升无望时，没有机会获得大幅度加薪，工作积极性会受挫，甚至会出现消极怠工或者离职的现象。1.2 职位的内容规范化、稳定 职位的内容基本稳定，职责和工作内容具体可描述1.3 按个人能力安排职位或工作岗位 员工本人的能力与所担职位的能力要求不匹配会导致不公平的现象发生 个人能力发生变动，职位也应随之变动。1.4 企业中存

11、在相对较多的职级 确保企业能够为员工提供一个随着个人能力的提升从低级职位向高级职位晋升的机会2.1 职位薪酬体系的设计步骤 一是搜集关于特定工作的性质的信息即进行工作分析 二是按照工作的实际执行情况对其进行确认、界定以及描述，即编写职位说明书三是对职位进行价值评价即进行职位评价或工作评价 四是根据工作的内容和相对价值对它们进行排序即建立职位结构3.1 职位评价概述职位评价是指系统地确定职位之间的相对价值从而为组织建立一个职位结 构的过程。3.2 职位评价方法非量化方法是指那些仅仅从总体上来确定不同职位之间的相对价值顺序 的职位评价方法。排序法 (r a n k i n g m e t h o

12、d s)分类法 (c l a s s i f i c a t i o n)量化方法则是试图通过一套等级尺度系统来确定一种职位的价值比另外 一种职位的价值高多少或低多少。?要素比较法 (f a c t o r c o m p a r i s o n m e t h o d)?要素计点法 (p o i n t-f a c t o r m e t h o d) 。3.3 排序法排序法是根据?总体上界定的职位的相对价值?或者职位对于组织成功所作出的贡献将职位进行从高到低的排列 排序法又可以划分成三种类型：?直接排序法?交替排序法?配对比较法3.4 直接排序法直接排序法是指简单地根据职位的价值大小从高到

13、低或从低到高对职位进 行总体上的排队。3.5 交替排序法?首先从待评价职位中找出价值最高的一个职位?然后再找出价值最低的一个职位 ?再接着从剩余的职位中找出价值最高的职位和价值最低的职位如此循环， 直到所有的职位都被排列起来为止。3.6 配对比较法?首先将每一个需要被评价的职位都与其他所有职位分别加以比较 ?然后根据职位在所有比较中的最终得分来划分职位的等级顺序 ?评分的标准是价值较高者得一分 ,价值较低者不得分。3.7 排序法的优缺点排序法最大的优点在于快速、简单、费用比较低，而且容易和员工进行沟 通。但是，排序法也存在很多问题：?在排序方面各方可能很难达成共识，尤其是在一些价值差异不是很明

14、显的 职位之间?在评价过程中夹杂个人的主观意志甚至偏见?具体的价值差距大小无法确定?在职位的数量太多时排序法的使用难度会很高3.8 分类法分类法是一种将各种职位放入事先确定好的不同职位等级之中的一种职位 评价方法。symptoms and pr oblems. Party Committee shoul d do a good job lea dershi p lear ning at the same time, gui da nce t o branch base d on the development of learning programmes, a nd urged the imp

15、lementati on of three lessons system a nd im plementi ng learni ng requirements. To take re ports, cust omized rese arch, partici pate in discussions, atte nd meeti ngs of the Organizati on, such a s supervisi on, and effective transmission of pressure. About consoli dation of weak a nd lax party br

16、anche s, thr ough tr ue strong team, pr omote transformation impr oving bra nch to issue t hat stands out, to be dealt with first i n pla ce, further study and educati on. 6. play the lead r ole. Leader shi p, leading ca dres should set an exampl e, and to lea d by exampl e, layers of drive n model,

17、 layer upon layer, formation of the shots, t he overall ge neral eff ect of linkage. Lea ding cadres shoul d learn first a nd be in f ront, aski ng others to do you first do it, a sks of others a nd not themselves determine d not to do, we cannot lampblack, and flashlight ma n as himse lf. To enforc

18、e a rigi d double about the life of the system, lead st udy discussion, lead i n talking about ex periences, give a Party lectur e, report, leadi ng to parti cipate in organisati ona l life, democratic appraisal, lea d in duty of due diligence, a ccor ding to positions, contri bute to r ole play wit

19、 h learni ng, pr omoting lear ning e ducation soli d and effective. 7. grasp the i ntegrated. To stick around the Cente r, servi ng the overall situation, the two combi ning e ducation and com pleted various task s, and implement t he County Thirte en-Five com bine s pla nni ng, and the XX com binat

20、i on of scientific devel opment a nd lea ping development, bot h hands, tw o, avoi ding two peels. By studyi ng educati on, i nspire party members a nd cadres undertaking e nthusiasm, i n establi shi ng and implementi ng five development phil osophy, solid i ndustrial restructuri ng, de epeni ng ref

21、orm, poverty all eviation crucial, impr oving peoples liveli hood a nd ot her w ork in the front, for example. Promotion of ca dres work hard, aggre ssive, push devel opme nt to test the effectiveness of e ducati onal work.Township tw o learn a do lear ning arra ngements spe cific programme the Part

22、y (total) branch: for advance full stri ctly rule party, a ccor ding to XX m uni cipal on in city members i n the carri ed out learn Constit ution Party rule s, and learn series spee ch, do qualified mem bers learni ng education impl ementation programme, and XX muni cipal organizati on Department o

23、n two lear n a do learning arra ngements of spe cific3.9 分类法的操作步骤步骤一:确定合适的职位等级数量?企业中的职位类型越多，职位之间的差异越大，则所需要的职位等级就会越多?薪酬宽带理念的企业薪酬等级少步骤二:编写每一职位等级的定义 职位等级定义通常是对职位内涵的一种较为宽泛的描述 需要阐述的特征：?职位内容概要?所承担的责任?工作复杂程度?所需具备的知识水平与技能水平要求?所接受的指导与监督 步骤三:根据职位等级定义对职位进行等级分类 即将每一个职位的完整的职位说明书或者工作描述与上述的相关职位等级定义加以对照，将这些职位分配到一个与

24、该职位的总体情况最为贴切的职位等 级之中去，如此类推，直至所有的职位都被分配到相应的等级中去。4.0 分类法的优点 简单，容易解释，执行起来速度较快，对评价者的培训要求少，一旦职位的等级定义明确，管理起来较为容易，当存在大量类似职位时，可以很容易地 将各种职位容纳到一个系统之下。4.1 分类法的缺点很难建立起通用的职位等级定义，一些职位只能硬性塞入某一等级，与排序法一样，分类法也很难说明不同等级的职位之间的价值差距到底有多大。4.2 计点法计点法（也称要素计点法，薪点法）是一种比较复杂的量化职位评价技术自 20 世纪 40 年代开始被运用，直到今天为止一直是组织中最常用的一种 职位评价方法。要素计点法包括以下几个操作步骤1. 选取报酬要素。2. 对每一种报酬要素的各种程度或水平加以界定。3. 确定不同报酬要素在职位评价体系中所占的“权重”或者相对价值。4. 确定每一种报酬要素的不同等级或水平的点值。5. 运用这些报酬要素来分析和描述每一个职位。6. 将所有被评价职位根据点数高低排序，划分点值范围，建立职位等级结 构。步骤一：选取合适的报酬要素所谓报酬要素，是指一个组织认为在多种不同的职位中都包括的一些对其有价值的特征，这些特征有助于组织战略的实现以及组