创业管理华为-薪酬结构之考虑ppt课件

1、 Copyright Mercer Executive Resources Consulting, AsiaPay & Reward forHuawei Technologies, Co., Ltd.By:Elaine NgMercer Executive Resources Consulting (MERC): 852-2115 2088; : enskcrgnetvigator Copyright Mercer Executive Resources Consulting, Asia設定薪酬結構Developing Salary Structure Copyright Mercer

2、 Executive Resources Consulting, Asia設定薪酬結構之考慮要素Developing Salary Structure- ConsiderationsoBase Pay Policy 根本薪酬政策根本薪酬政策oDecide Competitive Reference Salary o 決定具有競爭性的標準工資決定具有競爭性的標準工資oDecide Salary Ranges 制定工資幅度制定工資幅度oRange Overlap 幅度重疊幅度重疊oSignificance of Salary Range 工資幅度的重要性工資幅度的重要性oHow many stru

3、ctures? 多少個結構多少個結構?oOvers and Unders高出高出/底於工資幅度底於工資幅度 Copyright Mercer Executive Resources Consulting, Asia 薪薪 酬酬 政政 策策 Compensation Policy$Grade 级级 别别标标 准准 工工 资资ReferenceSalary定下最经济的规范工资以支付公司架构图Define the most economic reference salary to pay for the organization chart建立最少添加幅度之规范工资Establish the sma

4、llest possible increase of reference salary Copyright Mercer Executive Resources Consulting, Asia中國市場數據中國市場數據 Market Data on China - 上海製造業上海製造業 Shanghai Manufacturing WOFE (1)Data as at April 1999050,000100,000150,000200,000250,000300,000350,000400,0004143454749515355575990百分比90th Percentile75百分比75t

5、h Percentile中位數Median25百分比25th Percentile10百分比10th PercentileRMBPosition Class Copyright Mercer Executive Resources Consulting, Asia中國市場數據中國市場數據 Market Data on China - 上海製造業上海製造業 Shanghai Manufacturing WOFE (2) Data as at April 1999Position ClassNo. of Obs.Yr of ExpRegressed 10th PercentileRegressed

6、 25th PercentileRegressed MedianRegressed 75th PercentileRegressed 90th PercentileActual MeanActual Median415312,329 13,806 15,628 20,164 27,759 15,509 16,606 4217314,077 15,925 18,272 23,383 31,768 19,044 20,056 4341616,073 18,369 21,363 27,116 36,356 22,114 23,400 4432618,352 21,189 24,978 31,445

7、41,607 23,803 24,298 4547820,954 24,441 29,203 36,465 47,615 29,904 30,000 4646623,924 28,192 34,144 42,286 54,492 32,685 33,161 4759527,316 32,519 39,921 49,036 62,362 43,131 43,680 4858431,189 37,510 46,675 56,865 71,368 48,467 48,942 4959535,611 43,267 54,571 65,942 81,676 58,325 58,265 5054540,6

8、60 49,908 63,804 76,470 93,471 54,821 55,566 5164446,425 57,568 74,599 88,677 106,971 59,268 58,600 5259553,007 66,404 87,219 102,834 122,419 74,535 73,410 5357560,522 76,596 101,975 119,250 140,099 96,645 97,136 5428669,103 88,352 119,228 138,287 160,333 113,331 104,250 5539678,900 101,913 139,399

9、160,364 183,488 129,435 124,800 5623890,087 117,555 162,984 185,964 209,988 185,869 162,500 57109102,859 135,598 190,558 215,652 240,315 226,892 212,079 58129117,443 156,410 222,797 250,079 275,022 245,599 215,615 59415134,094 180,416 260,490 290,002 314,741 254,505 255,075 60210153,105 208,108 304,

10、561 336,298 360,196 443,284 443,284 Copyright Mercer Executive Resources Consulting, Asia貴公司以及市場比較Your Company vs the Market Comparison050,000100,000150,000200,000250,000300,000350,000400,0004142 4344 4546 4748 4950 5152 5354 5556 5758 5960Your Company TrendlineRegressed 25th PercentileRegressed Med

11、ianRegressed 75th Percentile75百分比75th Percentile中位數Median25百分比25th Percentile貴公司回歸線Your company trendlineRMBPosition Class Copyright Mercer Executive Resources Consulting, Asia貴公司以及市場比較Your Company vs the Market ComparisonPosition ClassYour Company TrendlineRegressed 25th PercentileRegressed MedianR

12、egressed 75th PercentileP25P50P754114,526 13,806 15,628 20,164 5%-7%-28%4217,023 15,925 18,272 23,383 7%-7%-27%4319,949 18,369 21,363 27,116 9%-7%-26%4423,378 21,189 24,978 31,445 10%-6%-26%4527,397 24,441 29,203 36,465 12%-6%-25%4632,107 28,192 34,144 42,286 14%-6%-24%4737,626 32,519 39,921 49,036

13、16%-6%-23%4844,094 37,510 46,675 56,865 18%-6%-22%4951,673 43,267 54,571 65,942 19%-5%-22%5060,556 49,908 63,804 76,470 21%-5%-21%5170,965 57,568 74,599 88,677 23%-5%-20%5283,164 66,404 87,219 102,834 25%-5%-19%5397,460 76,596 101,975 119,250 27%-4%-18%54114,213 88,352 119,228 138,287 29%-4%-17%5513

14、3,846 101,913 139,399 160,364 31%-4%-17%56156,854 117,555 162,984 185,964 33%-4%-16%57183,818 135,598 190,558 215,652 36%-4%-15%58215,416 156,410 222,797 250,079 38%-3%-14%59252,445 180,416 260,490 290,002 40%-3%-13%60295,840 208,108 304,561 336,298 42%-3%-12%Deviation fromMarket Data Copyright Merc

15、er Executive Resources Consulting, Asia年初年中年末Start YearMid End Year年初年中年末Start YearMid End YearLAG 落后落后LEAD 领先领先LEAD-LAG 落后落后-领先之间领先之间根本薪金政策根本薪金政策Base Pay Policy13201100900120010008001320110080013201100800 Copyright Mercer Executive Resources Consulting, Asia 建 立 竞 争 工 资 Develop Competitive Salaries

16、0500001000001500002000002500001234567891011121314151617RMBGradePC41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57Grade or Position Class 一 个 等 级 = 一 个 标 准 工 资One Grade = One Reference Salary 标 准 工 资 = 竞 争 报 酬 = 招 聘 标 准Reference Salary = Competitive Pay = Recruitment StandardC RG PCRmb4112893421534

17、943182744421756452590146308374736713484370849520375067146517994052951745311330854134899551606045619120657227640 Copyright Mercer Executive Resources Consulting, Asia利用幅度制定工资架构Develop Salary Structure with Ranges050001000015000200002500030000350004000045000abcdeabc = Mid-Point Progression 中点添加率a1 - a

18、2 =b1 - b2 = Range Spread 幅度c1 - c2 =Question: How much should be the mid-point progression (%) between grades?How wide should the ranges be?How much should the range overlap?GradeRMB Copyright Mercer Executive Resources Consulting, Asia制定幅度Developing Salary Range由中点开场 (或规范工资)Start with Mid-Point (o

19、r Reference Salary)决议幅度Decide Range Spread定最低工资Establish Minimum定最高工资Establish Maximum Copyright Mercer Executive Resources Consulting, Asia定最低工资Establishing Minimum最低MinimumMid-Point 中中点点1 +Range2=(E.g.Rmb 1,0001 +50%2=(Rmb 1,0001.25=Rmb 800=Rmb 1,0001 +50%2(= 1 + (25%)= 1 += 1 + 0.25= 1.2525100幅度

20、Copyright Mercer Executive Resources Consulting, Asia定最高工资定最高工资Establishing MaximumEstablishing 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 中点Maximum Rmb 1,200 最高 1 + 50%= 1 + = 1 + (0.5)= 1.550100( Copyright M

21、ercer Executive Resources Consulting, Asia中点添加率Mid-Point ProgressionGradual逐渐的逐渐的Moderate稳健的稳健的Steep陡斜的陡斜的10%10%15%15%30%30%More grades多级别多级别Less grades少级别少级别 Copyright Mercer Executive Resources Consulting, Asia幅度重叠幅度重叠Range OverlapRange Overlap1,2001,0008001,8001,5001,2001,8002,2502,700Grade1,2001

22、,0008001,3501,1259001,0001,2501,500Grade1,2001,0008001,5001,2501,0001,2501,5631,875GradeNo overlap 没有重叠没有重叠50% jump each promotion每提升每提升, 添加添加 50%Big overlap 大部分重叠大部分重叠12.5% jump each promotion每提升每提升, 添加添加 12.5%Range overlap 重叠部分重叠部分= 67%1,200 - 900 3001,350 - 900 450= = 67%Moderate overlap 适度重叠适度重叠25% jump each promotion每提升每提升, 添加添加 25%Range overlap 重叠部分重叠部分 = 40%1,200 - 1,000 2001,500 - 1,000 500= = 40%RMBRMBRMB Copyright Mercer Executive Resources Consulting, Asia幅度重叠Range Overlap (2) How much ? 多少多少一个级别的幅度普通不超越三个其他级别的重叠一个级别的幅度普