【实例】爱立信薪酬体系ppt课件

1、Ericsson Compensation & Benefit爱立信薪酬体系Ericsson Compensation & Benefit爱立信薪酬体系 C&B vs Company strategy & HR management 薪酬与公司管理和人力资源管理的关系 C&B system establishment, competitiveness, impact tocompany finance薪酬体系的建立、竞争力、对公司财务管理的影响力What are Ericssons business measurements?爱立信业务的衡量尺度？(它随着公司业务的转变而变化，去年能够是净销售

2、额、客户称心度、现金流，今年那么是订单数量和应收帐款等) The business measurements decide the c&B strategy 业务的衡量尺度决议公司薪酬体系的战略(如奖励机制中目的的制定直接与业务战略相关)Why HR need to look at money?人力资源为什么向“钱看？ all HR activities can be put in money term一切的人力资源管理活动都可以用钱来衡量 No financial mind-set & analysis, HR is blind.没有财务分析和头脑，人力资源管理是盲目的。 Net sales

3、 per employee人均净销售额 Net sales 净销售额total no. of employees 员工总数Employee cost vs OPEX员工费用/营运费用 OPEX run rate/total turnover 营运费用/总营业额 Employee cost/OPEX run rate 员工费用/营运费用 How to build HR management into business process?如何把HRM建立到业务流程？ HR reward systemHR奖励机制Company financial objectives公司财务目的Human capit

4、al index人力资本指数Customer satisfaction客户称心度Key elements of HR operation人力资源运作的关键要素 组织设置OrganizationaldesignM&A 人员配置、人才招聘resource planning &staffing薪酬体系C&B设定目的/目的量化Setting objectives& measurement培训和才干开展Training & competencedevelopment绩效评价和反响Performance evaluation &feedbackMotivation characteristics of S

5、uccessful Companies 胜利企业鼓励机制的特点 support company strategy and development配合公司战略和开展 fully align with company goals不偏离公司目的each motivation action has its specific objective任何一个鼓励机制都有它特定的目的 flexibility, fit into individuals desires 因人而异MOTIVATION鼓励机制 企业运作环境 Business environment (industry, globalization,m

6、arket competitiveness) 企业文化Company culture 品牌 brand员工的价值Value of staff任务，时机，工资，奖金，奖励，股票，国外任务时机，教育，培训，管理风格，任务环境，组织构造，任务效率Compensation & Benefit薪酬体系 仁者见仁，智者见智的薪酬体系 人力资源管理的灵魂 直接影响公司财务运作人力资源管理中技术/技巧难度最大的部分 管理的平台 最直白的竞争 既灵敏又笼统，为我所用C&B Program Management Cycle 薪酬体系管理流程Organizations Strategy 组织战略Human Reso

7、urces Strategy 人力资源战略C & B Strategy 薪酬战略Program Evaluation 体系评价Administration & Implementation 操作执行Program Design 体系设计Communication & Training沟通与培训Factors to be considered in C&B Strategy 薪酬战略的思索要素Customer Value客户价值Price 价钱Quality 质量Service 效力Organization Value组织价值Financial Result 财务结果Org. Performan

8、ce 组织结果Employee Value员工价值C&B 薪酬Other returns 其他报答C&B Strategy薪酬战略C&B Objectives 薪酬目的Attract 吸引Retain 保管Motivate 鼓励Employees员工Company公司Achieve Objectives到达公司目的 Key Elements of C&B 薪酬福利的关键要素IPE (International Position Evaluation) System 国际职位评价系统C&B Package 薪酬内容Performance Management 绩效管理IPE - Internat

9、ional Position EvaluationIPE - 国际职位评价系统 - A Human Resource tool which measures the impact and contribution of each position 一种人力资源的工具，用来衡量每个职位的影响和奉献Salary survey to benchmark competitiveness 用于工资调查以衡量竞争力Establish salary level and structure 用于建立工资程度及构造Facilitate recruitment 用于招聘Facilitate career plan

10、ning 用于职业开展的方案Promotion and job rotation 用于升职和任务变动时的职位评价Organization development 用于组织开展时的职位评价 The Four IPE Factors IPE 的四个要素 Factor 1: Impact 影响力Factor 2: Communication 沟通Factor 3: Innovation 创新精神Factor 4: Knowledge 知识技艺 Factor 1: Impact 影响力Contribution 奉献Impact影响力Organization 组织大小Size of organizati

11、on 组织大小Influence on its area of responsibility / operation 对于职责范围内的影响 Factor 2: Communication 沟通Positions responsibility for communications both within and outside the organization职位要求的对内部及外部的沟通Frame 架构(内部或外部)Communications 沟通Factor 3: Innovation 创新精神Identify, develop and make improvement to new ide

12、as, techniques,procedures, services, or products发现、开展、改良新的想法、技术、程序、效力或产品Complexity 复杂性Innovation 创新Factor 4: Knowledge 知识技艺Teams 团队Breadth宽度Knowledge 知识技艺Knowledge required in job to accomplish objective and create value完成任务并添加价值所需的知识技艺Steps to set IPE System 设定IPE的步骤Step 1Establish working committe

13、e 建立任务组Management team review and approve 管理层审核并同意Step 6Calculate IPE score and second interview line manager 算出IPE分数并与经理第二轮面谈Step 5First interview line manager 与经理第一轮面谈Step 4Review job description and design checklist questions回想任务描画并设计相关问卷 Step 3Understand IPE system and define role of each party

14、了解IPE系统并规定每一方的职责Step 2C&B Package 薪酬内容 competitive in the market to attract, retain and motivate坚持市场竞争力从而吸引、保管、鼓励员工Compensation薪酬 Fixed Salary 固定工资Variable Pay 浮开工资 Short Term incentive 短期鼓励奖金 Sales Incentive 销售奖金 Performance bonus 绩效奖金Benefits 福利Social Insurance 社会保险Housing Fund 住房公积金Supl. Housing

15、Fund 补充住房基金Sports allowance 运动补贴Leave & holiday 休假Life&Medical Insurance人寿和医疗保险Overseas Travel Insurance 境外游览保险Transportation 交通Meal allowance 饭补 Others - welfare, rewarding 其他.Base Salary 根本工资13 Months Salary 年底双薪Overtime Payment加班工资Travel Allowance 出差补贴Stock Option 股票期权C&B Package Designing Princi

16、ples 薪酬设计原那么Externally competitive 外部竞争力Internally equitable 内部公平性Cost Affordable & Appropriate 本钱接受力及合理性Understandable 员工及公司的认同性Efficient to administer 便于操作Externally Competitive 外部竞争力Select competitors. 选定竞争对手Select the appropriate type of survey 选择适当的市场调查Determine current market position 了解目前在市场上

17、的位置Set target on Market positioning 设定市场定位目的 (e.g. 25P, 50P, 75P or 90P) Adjust C&B policies accordingly 相关薪酬政策调整Who are our reference? 我们和谁比较？XX的薪酬参照物？Overall Variance 总述2002 April fixed salary is 3% and 2% higher than 2001 April and 2001 October respectively. 2002年4月市场工资比2001年4月和10月分别增长了3%和2%。At I

18、PE 60 Level 2002 April is 15% higher than 2001 April and 5% more than 2001 October.IPE60的员工，2002年4月市场工资比2001年4月和10月分别增长了15%和5%。 Example1：Market Survey Data Analysis 举例1：市场调查数据分析 - Market Movement市场挪动0500001000001500002000002500003000004243444546474849505152535455565758596090P75P50P25PIPEAnnual Total

19、 Cash- One Companys position in the market 公司在市场上的位置 Example2：Market Survey Data Analysis 举例2：市场调查数据分析 Internally Equitable 内部公平性Base Pay - Systematic Salary Structure 根本工资 - 系统的工资构造Variable Pay - based on Co.s achievement. 浮动奖金 - 与公司业绩挂钩Benefits - secure program for every employee 福利方案 - 为每位员工提供保证S

20、tock Options - to retain & motivate key contributors 股票期权 - 保管和鼓励关键员工 Performance Management - Standard measurements 绩效管理 - 一致的衡量规范Internal equity is reflected in the following areas : 内部公平性反映在以下方面：Cost Affordable & Appropriate 本钱接受力及合理性- Financial Analysis 费用的管理C&B Cost Forecast - decides if its af

21、fordable 薪酬费用预算 - 决议公司能否有才干支付OPEX Forecast - decides if its appropriate and acceptable by Management 营运本钱与净销售额的比值(OPEX)的预算 - 决议薪酬能否合理，并能为管理层所接受Understandable 员工及公司的认同性Win-Win Principle 双赢原那么Employees create value for Company 员工为公司发明价值Company provides employees competitive compensation and helps empl

22、oyees to achieve individual objectives. 公司为员工提供有竞争性的薪酬并协助员工实现个人目的。Efficient Communication 有效的沟通Efficient to administer 便于操作Negative Example :负面例子：Base Salary Setting 根本工资设定Salary Structure Setting 工资构造的设定Salary revision 调薪实例1：Salary Structure Setting 工资构造的设定abc = Mid-Point Progression 中值变化 a1 - a2=

23、Range Spread 幅度范围s1 - s2= Range Overlap 范围重叠 050001000015000200002500030000350004000045000IPE Gradesa1a2abcdeSalary Policy Line工资线cs1s2Salary Policy Line 工资线market data & current salaries are reference; 以市场数据和现行工资为参考Use regressed trend line; 用回归曲线 Consistent with the C&B strategy of the organization

24、 与公司薪酬战略坚持一致Midpoint-to-midpoint Differential 中值之间的差别5-10% between grades for Adm. staff; (IPE43-49) 行政人员-每个级别差约5-10%；8-15% between grades for professional and management (IPE50 - 57)专业技术或管理人员-每个级别差约8-15%；30-35% between grades for executive levels (IPE58+) 高级管理人员-每个级别差约30-35%；Range Spread幅度范围Narrow

25、range (30-50%) for adm. staff; 窄幅(30-50%)适用于行政人员；Wider range (40-60%) for professional staff; 稍宽幅度适用于专业技术人员；Widest range (60%-300%) for managerial & executive staff. 最宽幅度适用于管理人员Range Overlap 范围重叠A function of midpoint differentials and range spreads; 由中值差别与幅度范围决议Overlap of five grades is common. 五个级

26、别内的重叠为正常Broad banding may produce substantial overlap. “宽级会呵斥很大的范围重叠。Factors Influence Salary Revision 影响个人工资调整的要素Performance Rating 表现评价得分Individual Pay Position to Salary Structure 相比工资构造，个人的工资程度salary exceeding the maximum: lump sum 工资超越最高值，付一笔金额，无工资增长salary beneath the minimum: special adjust 工资

27、低于最低值，特殊调整Competence and Market Value 才干与市场价值Cost of Living 物价程度Incentive Setting 奖金设定Incentive vs Guaranteed Pay 奖金与固定薪酬的比重Incentive objectives setting 奖金目的的设定实例2：Incentive vs Guaranteed Pay奖金与固定薪酬的比重- Market Movement (example) 市场挪动(举例)100%100%100%100%100%100%10%10%15%23%30%28%0%20%40%60%80%100%120

28、%140%Sales Mgr.Sales Prof.Sales general staffMgr.&Prof.General staffAdmin/Sec.Guaranteed CashVariable PaymentIncentive Objectives Setting 奖金目的的设定 -Sales Incentive销售奖金Turn Over(order booking, net sales) 营业额(定单，净销售额)Market Share市场份额Cash Flow现金流Product Mix产品组合1999Turn Over(order booking, net sales)营业额(

29、定单，净销售额)Market Share市场份额Cash Flow现金流Product Mix产品组合20002001MU China Net Sales (compulsory) 中国市场净销售额(必需)MU China Cash Flow (compulsory)中国市场现金流(必需)Customer Satisfaction客户称心度.(half-year evaluation & payment) (半年评价一次)2002Max. 4 Objectives: 最多4个目的Orders Booked (compulsory)定单量(必需)Net Sales (compulsory) 净销

30、售额(必需)Market Contribution (for managers) 市场损益(针对经理)Product Mix (strategic products & services)产品组合Customer Satisfaction客户称心度Account Receivable 应收帐款Incentive Objectives Setting 奖金目的的设定 -Sales Incentive销售奖金Based on 5 business perspectives of financial, customer, employee, innovation, internal efficien

31、cy, Y2K 基于财务、客户、员工、创新、效率等5个方面，以及Y2K。25% of financial objectives, 75% of KPIs with financial & non-financial 须至少有25%为财务目的No restrictions on number of objectives 对目的的设定无数量限制。1999Maximum 4 objectives 最多4个目的At least 1 objective is financial至少一个是财 务目的1 objective from the unit in which the employee works

32、有一个员工所在部门的目的1 objective from the unit of line manager works 有一个员工经理所在部门的目的Each organization decide objective weight 各组织本人决议各工程标的权重“Grandfather principle reinforces objective alignment 两层经理同意以确保目的 的一致性2000Incentive Objectives Setting 奖金目的的设定 -STI & Performance Bonus短期鼓励奖金和绩效奖金Maximum 4 objectives 最多4

33、个目的Overall objectives of Net Sales/Orders Booked, Market Contribution, Quality/TQM is cascaded down; 整体目的如净销售额、定单量、市场损益、质量等由上自下设定One of managers objectives should be shared by subordinates 下属须有一个目的与经理分担。20012002Maximum 5 objectives最多5个目的MU China Net Sales (compulsory)中国市场净销售额(必需)MU China Cash Flow (

34、compulsory)中国市场现金流(必需)Others其他(half-year evaluation & payment) (半年评价一次)Incentive Objectives Setting 奖金目的的设定 -STI & Performance Bonus短期鼓励奖金和绩效奖金C&B Program Evaluation 薪酬体系评价 Impact on organizations performance (Customers Satisfaction, Profit, external image, etc.) 对公司业绩的影响 (客户称心度，赢利，外部笼统，等)Costs 费用Em

35、ployee turnover rate 员工离任率Human Resources Effectiveness 人力资本指数Performance Management 绩效管理PD Discussion (Q1) 个人开展说话 Review job description 回想任务描画 Set Objectives Measurements 设定目的及衡量规范 Competence Profile 技艺要求 Individual development plan 个人开展方案Development Actions 开展行动(Q1-Q4) Training 培训 Coaching 教练 Cou

36、nseling 咨询 Review 审核Performance Appraisal (Q4) 绩效评价Evaluate Objective achievementsAssess personal performance factors 评价目的到达情况，其结果将： Input for next years PD Discussion 作为次年个人开展说话参考A base for salary revision 作为调薪的根底A base for career advancement 作为事业开展的根底PD Discussion 个人开展说话When To Have PD Discussion?

37、 何时进展个人开展说话？First quarter of the year 每年的第一季度6 months after new employee on board(Objective can be set once employee on board) 新员工入职后的6个月(目的设定可于员工入职后即完成)Employee status change 员工情况变化时Promotion升职Demotion 降职Transfer 任务调转.Step 1Review Job Description 回想任务描画Step 2Set Objective/Goals - SMART 设定SMART目的Ste

38、p 3Set Standards and Measurement设定衡量规范Step 4Discuss Competence Profile 讨论技艺要求Step 5Individual Development Plan 设定个人开展方案PD Discussion Steps 个人开展说话步骤Setting Objectives,Standards and Measurements目的及衡量规范设定Priority Objectives/ Standards/ RatingWeight Responsibilities Measurement (1-5)30%.20%.15%.Deliver

39、project XXX according Delivered by 15th of Apr 02to time plan and project spec. Increase Customer.Sat after delivering by over 3,8. Individual OPEX decreased by By 31st of Dec 02Kr 25.000,-/year. Documented in the financial system, cost center XXXImplement Performance Measured by Dialog, Dec 01:Mana

40、gement within XXX. All employees have set goals. All employees have PD-disc. Increased Empowerment index by over 30%Examples 举例:Technical/Professional CompetenceHuman CompetenceBusiness CompetenceIndividualCapacities Competencies relevant to interaction with people.Managing PeopleNegotiating Skill.C

41、ompetencies specific for a certain function, role or task.3G Competence2.5 G Competence.Competencies related to the understanding of the business.Understanding of Telecom Market.The Ericsson Competence Model爱立信技艺方式Examples 举例:Competence Profile综合技艺评定表Individual Development Plan 个人开展方案Actions and Cou

42、rses Planned Time Complete Time 行动/课程 方案时间 完成时间 Attend the LCC course June 2001 May 2002Participate in the global project of Feb 2001 Oct. 2001Implement the PM program in department May 2001 Dec. 2001Rotate to position to get further understandingof business operation Jan 2002 May 2002Examples 举例:De

43、velopment Actions 开展行动Training 培训Coaching and Feedback 教练、反响Counseling咨询Review 审核Development Actions 开展行动Coaching & Feedback 教练、反响Good Communication Skill良好的沟通技巧Coaching教练Coaching is the following up of feedback, incl. Solving the problem and action plan. 教练是对反响的跟进，包括处理问题及行动方案等。Feedback反响Effective f

44、eedback describes the behaviors under specific situation 有效的反响是对于员工详细情境下行为的反响 Feedback: The IDEAL State 给予反响的理想形状 F=Frequent 时常 A=Accurate 准确 S=Specific明确详细 T=Timely 及时 Preferred approach“Your presentation this morning went well. You conveyed very clearly the supporting rationale. In fact, the team

45、agreed with your recommendation and well be moving ahead. One suggestion Id make for future presentations is spending less time on the alternatives considered. That way the audience remains clear on whats being proposed. One approach“That was a great job on the presentation you did last month. I got

46、 a few comments about how it could have been shorter, but overall you did fine. Keep up the good work!Some examples例子. . . Performance Appraisal 绩效评价What to be appraised? 评价什么Results & achievements 任务结果评价 Objectives 目的 Responsibilities/key results areas 职责 Performance factors 表现要素评价 Attitude in performing 任务态度 Competence 才干Rating and Weighting 分值与权重The overall rating of Performance Appraisal should derive from both rating of objectives/resp