《爱立信薪酬体系》课件

EricssonCompensation&Benefit

爱立信薪酬体系

2002年9月18日

EricssonCompensation&Benefit

爱立信薪酬体系

C&BvsCompanystrategy&HRmanagement 薪酬与公司管理和人力资源管理的关系

C&Bsystemestablishment,competitiveness,impactto companyfinance

薪酬体系的建立、竞争力、对公司财务管理的影响力

WhatareEricsson’sbusinessmeasurements?

爱立信业务的衡量尺度？

(它随着公司业务的转变而变化，去年可能是净销售额、客户满意度、现金流，今年则是订单数量和应收帐款等)

WhyHRneedtolookatmoney?

人力资源为什么向“钱”看？

allHRactivitiescanbeputinmoneyterm所有的人力资源管理活动都可以用钱来衡量Nofinancialmind-set&analysis,HRisblind.没有财务分析和头脑，人力资源管理是盲目的。

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KeyelementsofHRoperation

人力资源运作的关键要素

组织设置Organizationaldesign\M&A人员配置、人才招聘resourceplanning&staffing薪酬体系C&B设定目标/指标量化Settingobjectives&measurement培训和能力发展Training&competencedevelopment绩效评估和反馈Performanceevaluation&feedbackMotivationcharacteristicsofSuccessfulCompanies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,fitintoindividual’sdesires

因人而异MOTIVATION激励机制企业运作环境Businessenvironment(industry,globalization,marketcompetitiveness)企业文化Companyculture品牌brand员工的价值Valueofstaff工作，机会，工资，奖金，奖励，股票，国外工作机会，教育，培训，管理风格，工作环境，组织结构，工作效率

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

既灵活又抽象，为我所用C&BProgramManagementCycle

薪酬体系管理流程Organization’sStrategy组织战略HumanResourcesStrategy人力资源战略C&BStrategy薪酬战略ProgramEvaluation体系评估Administration&Implementation操作执行ProgramDesign体系设计Communication&Training沟通与培训FactorstobeconsideredinC&BStrategy薪酬战略的考虑因素CustomerValue客户价值Price价格Quality质量Service服务OrganizationValue组织价值FinancialResult财务结果Org.Performance组织结果EmployeeValue员工价值C&B薪酬Otherreturns其他回报C&BStrategy薪酬战略KeyElementsofC&B

薪酬福利的关键要素IPE(InternationalPositionEvaluation)System国际职位评估系统C&BPackage薪酬内容PerformanceManagement绩效管理IPE-InternationalPositionEvaluationIPE-国际职位评估系统

-AHumanResourcetoolwhichmeasurestheimpactandcontributionofeachposition一种人力资源的工具，用来衡量每个职位的影响和贡献Salarysurveytobenchmarkcompetitiveness用于工资调查以衡量竞争力Establishsalarylevelandstructure用于建立工资水平及结构Facilitaterecruitment用于招聘Facilitatecareerplanning用于职业发展的计划Promotionandjobrotation用于升职和工作变动时的职位评估Organizationdevelopment用于组织发展时的职位评估

TheFourIPEFactorsIPE的四个要素Factor1:Impact影响力Factor2:Communication沟通Factor3:Innovation创新精神Factor4:Knowledge知识技能

Factor2:Communication沟通Position’sresponsibilityforcommunicationsbothwithinandoutsidetheorganization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Factor3:Innovation创新精神Identify,developandmakeimprovementtonewideas,techniques,procedures,services,orproducts发现、发展、改进新的想法、技术、程序、服务或产品Complexity复杂性Innovation创新Factor4:Knowledge知识技能Teams团队Breadth宽度Knowledge知识技能Knowledgerequiredinjobtoaccomplishobjectiveandcreatevalue完成工作并增加价值所需的知识技能C&BPackage

薪酬内容

competitiveinthemarkettoattract,retainandmotivate保持市场竞争力从而吸引、保留、激励员工Compensation薪酬FixedSalary

固定工资VariablePay浮动工资

ShortTermincentive短期激励奖金SalesIncentive

销售奖金Performancebonus绩效奖金Benefits福利SocialInsurance社会保险HousingFund住房公积金Supl.HousingFund补充住房基金Sportsallowance运动补贴Leave&holiday休假Life&MedicalInsurance人寿和医疗保险OverseasTravelInsurance境外旅行保险Transportation交通Mealallowance饭补Others-welfare,rewarding其他...BaseSalary基本工资13MonthsSalary年底双薪OvertimePayment加班工资TravelAllowance出差补贴StockOption股票期权C&BPackageDesigningPrinciples

薪酬设计原则Externallycompetitive外部竞争力Internallyequitable内部公平性CostAffordable&Appropriate成本承受力及合理性Understandable员工及公司的认同性Efficienttoadminister便于操作OverallVariance总述2002Aprilfixedsalaryis3%and2%higherthan2001Apriland2001Octoberrespectively.2002年4月市场工资比2001年4月和10月分别增长了3%和2%。AtIPE60Level2002Aprilis15%higherthan2001Apriland5%morethan2001October.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：MarketSurveyDataAnalysis

举例1：市场调查数据分析-MarketMovement市场移动0500001000001500002000002500003000004243444546474849505152535455565758596090P75P50P25PIPEAnnualTotalCash-OneCompany’spositioninthemarket公司在市场上的位置

Example2：MarketSurveyDataAnalysis

举例2：市场调查数据分析InternallyEquitable内部公平性BasePay-SystematicSalaryStructure基本工资--系统的工资结构VariablePay-basedonCo.’sachievement.浮动奖金--与公司业绩挂钩Benefits-secureprogramforeveryemployee福利计划-为每位员工提供保障StockOptions-toretain&motivatekeycontributors股票期权--保留和激励关键员工PerformanceManagement-Standardmeasurements绩效管理--统一的衡量标准Internalequityisreflectedinthefollowingareas:内部公平性反映在以下方面：CostAffordable&Appropriate成本承受力及合理性-FinancialAnalysis费用的管理C&BCostForecast-decidesifit’saffordable薪酬费用预算--决定公司是否有能力支付OPEXForecast-decidesifit’sappropriateandacceptablebyManagement营运成本与净销售额的比值(OPEX)的预算--决定薪酬是否合理，并能为管理层所接受Understandable

员工及公司的认同性Win-WinPrinciple双赢原则EmployeescreatevalueforCompany员工为公司创造价值Companyprovidesemployeescompetitivecompensationandhelpsemployeestoachieveindividualobjectives.公司为员工提供有竞争性的薪酬并帮助员工实现个人目标。EfficientCommunication有效的沟通Efficienttoadminister便于操作NegativeExample:负面例子：BaseSalarySetting基本工资设定SalaryStructureSetting工资结构的设定Salaryrevision调薪实例1：SalaryStructureSetting

工资结构的设定a b c=Mid-PointProgression中值变化a1-a2 =RangeSpread幅度范围s1-s2 =RangeOverlap范围重叠

050001000015000200002500030000350004000045000IPEGradesa1a2abcdeSalaryPolicyLine工资线cs1s2SalaryPolicyLine工资线marketdata¤tsalariesarereference;以市场数据和现行工资为参考Useregressedtrendline;用回归曲线ConsistentwiththeC&Bstrategyoftheorganization与公司薪酬战略保持一致Midpoint-to-midpointDifferential中值之间的差别5-10%betweengradesforAdm.staff;(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&executivestaff.最宽幅度适用于管理人员RangeOverlap范围重叠Afunctionofmidpointdifferentialsandrangespreads;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)100%100%100%100%100%100%10%10%15%23%30%28%0%20%40%60%80%100%120%140%SalesMgr.SalesProf.SalesgeneralstaffMgr.&Prof.GeneralstaffAdmin/Sec.GuaranteedCashVariablePaymentIncentiveObjectivesSetting

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1999TurnOver(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20002001MUChinaNetSales(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&payment)(半年评估一次)2002Max.4Objectives:最多4个目标OrdersBooked(compulsory)定单量(必须)NetSales(compulsory)净销售额(必须)MarketContribution(formanagers)市场损益(针对经理)ProductMix(strategicproducts&services)产品组合CustomerSatisfaction客户满意度AccountReceivable应收帐款IncentiveObjectivesSetting

奖金目标的设定

-SalesIncentive销售奖金Basedon5businessperspectivesoffinancial,customer,employee,innovation,internalefficiency,Y2K基于财务、客户、员工、创新、效率等5个方面，以及Y2K。25%offinancialobjectives,75%ofKPIswithfinancial&non-financial须至少有25%为财务指标Norestrictionsonnumberofobjectives对目标的设定无数量限制。1999Maximum4objectives最多4个目标Atleast1objectiveisfinancial至少一个是财务目标1objectivefromtheunitinwhichtheemployeeworks有一个员工所在部门的目标1objectivefromtheunitoflinemanagerworks有一个员工经理所在部门的目标Eachorganizationdecideobjectiveweight各组织自己决定各项目标的权重“Grandfather”principlereinforcesobjectivealignment两层经理批准以确保目标的一致性2000IncentiveObjectivesSetting

奖金目标的设定

-STI&PerformanceBonus短期激励奖金和绩效奖金Maximum4objectives最多4个目标OverallobjectivesofNetSales/OrdersBooked,MarketContribution,Quality/TQMiscascadeddown;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Oneofmanager’sobjectivesshouldbesharedbysubordinates下属须有一个目标与经理分担。20012002Maximum5objectives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Impactonorganization’sperformance(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：

Inputfornextyear’sPDDiscussion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...Step1 ReviewJobDescription回顾工作描述

Step2 SetObjective/Goals-SMART设定SMART目标

Step3 SetStandardsandMeasurement设定衡量标准

Step4 DiscussCompetenceProfile讨论技能要求

Step5 IndividualDevelopmentPlan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PriorityObjectives/Standards/RatingWeightResponsibilitiesMeasurement(1-5)

30%.20%.15%.DeliverprojectXXXaccording Deliveredby15thofApr02totimeplanandprojectspec. IncreaseCustomer.Satafter deliveringbyover3,8.IndividualOPEXdecreasedby By31stofDec02Kr25.000,-/year. Documentedinthefinancial system,costcenterXXXImplementPerformance MeasuredbyDialog,Dec01:ManagementwithinXXX. Allemployeeshavesetgoals. AllemployeeshavePD-disc. IncreasedEmpowerment indexbyover30%Examples举例:Technical/ProfessionalCompetenceHumanCompetenceBusinessCompetenceIndividualCapacities

Competenciesrelevanttointeractionwithpeople.ManagingPeopleNegotiatingSkill...Competenciesspecificforacertainfunction,roleortask.3GCompetence2.5GCompetence...Competenciesrelatedtotheunderstandingofthebusiness.UnderstandingofTelecomMarket...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ActionsandCourses PlannedTimeCompleteTime

行动/课程 计划时间完成时间

AttendtheLCCcourse June2001May2002Participateintheglobalprojectof…Feb2001Oct.2001ImplementthePMprogramin…departmentMay2001Dec.2001Rotateto…positiontogetfurtherunderstandingofbusinessoperationJan2002May2002Examples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,theteamagreedwithyourrecommendationandwe’llbemovingahead.OnesuggestionI’dmakeforfuturepresentationsisspendinglesstimeonthealternativesconsidered.Thatwaytheaudienceremainsclearonwhat’sbeingproposed.”

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