某国际知名咨询公司—薪酬体系的设计与管理VIP

1、,薪酬体系的设计与管理,1,PPT学习交流,工资管理,2,PPT学习交流,薪酬管理的宏观战略,3,PPT学习交流,本节目标,在本节中，您会了解到以下内容： 薪酬的定义 薪酬管理的原则 薪酬总体构成 薪酬战略的组成部分 薪酬管理的步骤,4,PPT学习交流,人是任何企业中最关键的资源，没有了他/她，公司 的财力、物力均不能得到最佳的发挥 People are the key resource in any organization.Without them neither its physical resources nor the financial resources will be used

2、 to their best effect.,5,PPT学习交流,薪资的定义,薪资：由一位雇主对一位受雇者，为其已完成和将要完成的工作或已经提供或将要提供的服务，可以货币结算并由共同协议或国家法律或条例给予以确定而凭书面或口头雇佣合同致富的报酬或收入。,6,PPT学习交流,薪资的定义,薪资管理的目标 组织目标 1、保证组织可以招聘到所需要的人才； 2、稳定有绩效的员工； 3、给予员工报酬以增进绩效； 4、以工作对组织价值为取向，划定各工作之间的合理差距，并 维持薪资给付的全面平衡； 5、具有随市场及组织变动以机动调整的弹性； 6、便于解释、了解、作业及控制； 7、讲求成本效益而不耗时耗资。,7

3、,PPT学习交流,薪资的定义,薪资管理的目标 员工目标 员工觉得所获待遇合理及公平，并能配合生活费及劳动力市场之水准和职责之增加，并随之调整，进而从中建立至我期许的信心。,8,PPT学习交流,薪资的定义,工资管理的原则 公平性； 准确性； 合理性。,9,PPT学习交流,薪资的定义,薪资政策 1、薪资水准 主位 中位 随位,10,PPT学习交流,薪资的定义,薪资政策 2、薪资架构 3、薪资基准 4、薪资异动 5、薪资控制 6、薪资沟通,11,PPT学习交流,薪资的定义,薪资作业过程 政策之发展 技术 结构及给付 步骤 推行,薪资水准 薪资晋升 薪资计划 薪资沟通,工作分析 工作评价 薪资调查 薪

4、资咨询,薪资预算 工作划等 核薪 薪资审核,薪资成本 内在结构 外在趋势,薪等 给付水准 员工服益,12,PPT学习交流,薪资架构,薪资架构的理念： 对内公平性 对外公平性,13,PPT学习交流,薪资架构,薪资架构的形成： 建立公司薪资给付政策线 进行薪资调查 建立薪等薪级制度 薪等薪级的扩延,14,PPT学习交流,薪资架构,薪资架构的选择： 等幅式薪资架构 连续式扇状走向薪资架构 复式薪资架 曲线型给薪趋势线,15,PPT学习交流,薪资管理操作的必须步骤：,岗位分析 岗位评估 市场情况 薪酬政策,对内公平,对外公平,公平,16,PPT学习交流,Class Overview (课程展望）,Se

5、ssion 1: Compensation Program Management 薪酬管理概述 Session 2: Market Survey 市场调研 Session 3: Statistic Basics&Application 统计学基础及应用 Session 4: Pay Structure Design 薪酬架构的建立 Session 5: Merit Pay System 基于业绩的加薪计划 Session 6: Compensation Cost 薪酬成本计算 Session 7: Salary Administration 薪酬管理,17,PPT学习交流,Compensati

6、on Management 薪酬管理概述,18,PPT学习交流,薪酬管理的任务,To develop and deliver total compensation solution which must be： 开发与实施整体薪酬计划，从而达到以下目的： Attracting ，retaining and motivating the best talent the company have 吸引，保留及激励本企业中的最佳人才 Flexible enough to support both business strategy and employees needs 具有足够的灵活性来支持业务战

7、略及员工需求 Balanced with both competitiveness and affordability 达到具有竞争力及企业可负担的平衡 Easy to administrate/operate 便于日常管理和操作 To communicate the programs with clarity that make sure： 清晰地对计划进行沟通，从而： The program is understood/accepted 使薪酬计划能被理解 The expectations are well managed 使员工的期望值处在适当的水平,19,PPT学习交流,薪酬策略,Fo

8、cus on total compensation programs 专注于整体薪酬体系的设计 Leverage effective market survey to get competitive market information 有效利用市场调研提供的市场信息 Differentiate pay with the following to make sure equity 制定两极分化的薪酬制度，使薪酬与以下因素相联系 Skills Using a skills based job system 技能技巧 工作设置系统 Performance linking with performa

9、nce mgmt system 工作表现 绩效考评系统 Value to the business using retention programs for top talent 对业务的价值 留才计划 Efficient labor cost management “Using the money wisely” 有效的人才成本管理 花钱的智慧,20,PPT学习交流,薪酬管理目标 - 平衡,Employee 员工：,Balance point 平衡点：,Competitiveness 竞争性 Affordability 可负担性 Flexibility 灵活性,Company 公司：,Equ

10、ity 公平性 Consistency 一致性 Valuable 自我价值的体现,Labor cost management 劳动力成本管理 Merit system 绩效工资体系,21,PPT学习交流,薪酬管理角色分工,Compensation position 工资政策 Competitive position 竞争水平 Labor cost 人力资源成本,Company Executive -Decision 高层经理 决策,Human Resources -Proposal 人力资源部 提议,Managers -Execution 中层主管 执行,Job Evaluation syst

11、em 职位评估系统 Compensation System 工资体系 Benchmarking 市场调研 Labor cost analysis 人力成本分析,Job description evaluation 职位描述，评估 Performance evaluation 工作表现评估 Salary increase decision 工资增长幅度的决定,22,PPT学习交流,Discussion （讨论）,What makes you to be a compensation professional? 薪酬管理人员的素质,23,PPT学习交流,薪酬管理人员的素质,Internal und

12、erstanding 内部气候的了解 Understand the company business strategy and priorities 公司业务战略及重点 Understand organization structure and jobs in the organization 公司组织结构及业务分布 External understanding 外部环境的了解 Economic environment 经济环境 Labor market situation and trend 人力资源市场状况及趋势 Labor law /policy update 劳动法规政策的变化 Net

13、working / interpersonal skills 人际关系网 Have a resources pool to leverage for information sharing for other companys practices 可以有可信的资料来源 Analytical skills for interpreting the market information 分析能力及解释市场信息 Have fun with numbers! 与数字共舞 Good communication skills both oral and writing 良好的口头，笔头沟通能力,24,PP

14、T学习交流,Program Management Cycle 项目管理周期,Companys Strategy and plan 公司策略,Human Resources Strategy 人力资源策略,Compensation Strategy 薪酬策略,Evaluation 评估,Design 设计,Communication &Training 沟通与培训,Administration 管理,Implementation 实施,25,PPT学习交流,Market Survey 市场调查,26,PPT学习交流,市场调查的种类,Self conducted survey 由本公司执行进行 B

15、uy survey report 购买调查报告 Company sponsored survey 公司召集的调查 Participant in group sponsored survey 参加小组召集的调查,27,PPT学习交流,衡量各种市场调查的方法的投资回报率,Easy to conduct 实施的难易度 Data quality 数据的质量 Cost 成本 Turn over time 周期,28,PPT学习交流,不同调查方法之间的比较,29,PPT学习交流,服务申请的提出,Purpose of the survey 调研目的 Target market 目标市场 Target job

16、s 目标工作种类 Information required 所需要的信息 Data of delivery expected 所需要的时间 Contents of report required/Format 所需要的内容形式 Additional request,if any 其他要求等,30,PPT学习交流,服务申请的提出- 练习,Your company is a IT multi-national company based in Beijing ,the company is gong to set up a R&D center in Tianjin ,you do not hav

17、e branch there currently.As a compensation professional,you are invited by the project office to give come advise on how to set up Tianjin R&D centers compensation and benefits terms. As you do not have contact in Tianjin , you decide to get some information from consulting company. Raise a ROS to s

18、tate your needs 贵公司是一家全球行的信息公司的北京分公司，现在天津并没有任分支机构。现要在天津建立一个研发中心，筹建处要求你帮助建立研发中心的薪酬福利体系，鉴于你在天津没有任何联系，你希望咨询公司可以帮助你拿到一些资料 请练习提出服务申请,31,PPT学习交流,自我实施的调研,Purpose 目的 Target market 目标市场 Information needed 所需信息 Method of survey 方法 Telephone calls 电话访谈 Email questionnaire 问卷 Design your questionnaire 设计问题/问卷 R

19、eport 报告 Result analysis 结果分析,32,PPT学习交流,Define your market 定义市场,Your companys basic profile 你公司的基本情况 Industry you are in 行业 Type of organization 组织形式 Major competitors 主要竞争对手 Other considerations in talent competing,image competing,management system competing,etc 其他竞争，人才，形象，管理风格等 Size of the market

20、 市场的大小 No less than 10 companies 不能少于10家公司 Consistency consideration 连贯性 Should maintain 80% repeated rate ever year to keep consistency 每年80的一致性,33,PPT学习交流,Contents of survey 调研内容,Cash Compensation items 现金项目 Benefits practice 福利政策 Pay policies 工资政策 Retention policies 留才计划 Company profiles 公司的情况,34

21、,PPT学习交流,Define your questions 问题设定,Use common terms,put in explanations if necessary 用通用的术语，必要时有解释 Use closed question with YON answer instead of open ended questions 用是否问题，不要用自由发挥问题 Make choices available for participants 尽量使用选择题,35,PPT学习交流,Exercise （练习）,Company want to revisit the relocation allo

22、wance policy as the number of relocation is growing and the allowance is relative high and without update for 3 years Please design a questionnaire so that you could ring around to get some market information 公司现有的派遣津贴已经有年没有变化了，并且随着业务量的增加，派遣人员总数不断上升，公司担负不断增加，想调整津贴金额 请设计调查问卷以收集市场信息,36,PPT学习交流,Importa

23、nce of Job Matching 工作类比的重要性,Understand the methodology of survey companys benchmarking system 了解调研公司的类比系统及方法 Understand the benchmarking job description provided by survey company 了解调研公司提供的标准工作描述 Understand internal organization and job description 了解本公司的组织及工作种类及工作内容 Invite business manager to part

24、icipant in job matching activities why? 必要时要邀请业务经理参加工作类比会议-为什么？,37,PPT学习交流,Survey data categories 调研数据的分类,Base pay 基本薪资 Monthly base salary times 12 基本月薪*12 Guaranteed pay 固定收入 Including allowances ,year end bonus without measurements 包括津贴，年底固定奖金 Total cash 全部现金收入 Including any variable bonus,incent

25、ive with measurements 抱愧浮动奖金，销售奖金 Total compensation Any cash payment or benefits portion 包括其它及福利,Total Remuneration,Total Rem,Total Cash,Guaranteed Cash,38,PPT学习交流,Analysis of Survey Data 分析调研数据,To understand 理解 How data was collected 数据采集的方法 How to read the survey report 如何解读调研报告 What the data rep

26、resents for 数字会说话 How can we use the data 如何运用数据 Your competitive position 你公司的竞争水平 Define your future salary structure 制定薪酬架构,39,PPT学习交流,Survey reports contents 调查报告内容,Executive summary 概述 A high level economic /labor market trend report 对经济情况及人才市场走势的概述 Detailed remuneration data Usually by job fam

27、ilies 分工作种类 Market position comparison What is your companys pay position 你公司与市场平均水平的比较 Questionnaire analysis 问卷分析 Salary administration policies 薪酬政策 Benefits programs 福利项目 Retention programs 留才计划,40,PPT学习交流,Statistic Basics & Application 统计学基础及应用,41,PPT学习交流,Statistics Terms 统计学基础,Mean 平均值 Unweigh

28、ted mean 不加权平均值 Weighted mean 加权平均值 Median 中值 Percentile 百分位值 Quartile 区间,42,PPT学习交流,Mean 平均值,The average of a set of data points .it is sum of the data divided by the no. of points 一组数据的综合除以个数 Unweighted mean 不加权平均值 Obtained by computing the average of the values of the data points 直接平均法 Weighted m

29、ean 加权平均值 Obtained by weighting each value by the no. of data occurred then computing the average 考虑每个数据的个数因素然后加以平均,43,PPT学习交流,Example of Computing Mean,44,PPT学习交流,Exercise of Computing Mean Refer to Survey Data,计算平均值的练习,45,PPT学习交流,Exercise of Calculating Mean 计算平均值的练习,46,PPT学习交流,Median 中值,The point

30、 along an ordered data points at which an equal no. of data points fall above and below 在一组数据中，排序后有一半的数据在此之上，一半的数据在此之下 For an odd no. of data points ,median is the middle data points 在奇数个数据中，中值就是排在最中间的那个数的值 For an even no. of data points ,median is the average of the 2 middle-most data points 在偶数个数据

31、中，中值就是排在最中间的两个数的平均值,47,PPT学习交流,Example of computing median(1) 计算中值的练习（1）,48,PPT学习交流,Example of computing median(2) 计算中值的练习（2）,49,PPT学习交流,Computing Percentile 计算百分位,Definitions (定义) Px , the desired percentile points,where Px , 为所需的百分位点 x , the percentile rank desired (e.g. 10 , 25 , etc.) x , 为所需的百分

32、位 v, the rank order position (from bottom ) for the percentile point value of interest , v is calculated as follows : V = x/100*(n+1) v，为从上至下排序后百分位点的位置 V = x/100*(n+1) n , the number of data points in the sample n，为数据的总量,50,PPT学习交流,Example of Computing Percentile (1) 计算百分位的练习（1）,Computing P25 v = 25

33、/100*(7+1)=2 P25 should be the 2nd data point P25为下数第二个数据 Which is 2800 So , p25 = 2800 Please calculating P75 by self 请计算P75,51,PPT学习交流,Example of Computing Percentile (2) 计算百分位的练习（2）,Computing P25 v = 25/100*(8+1)=2.25 P25 should be the 2.25th data point which in between 2nd and 3rd data, P25为下数第2

34、.25个数据,也就是在第2与第3数据之间的一个数值 Which is in between 2800 and 3000 So , p25 = 2800+0.25*(3000-2800) =2850 Please calculating P75 by self 请计算P75,52,PPT学习交流,Quartiles 区间,In compensation analysis ,percentiles are often expressed in terms of quartiles.there are 4 quartiles in a set of data points 把每一个区域分成4个区间

35、1st quartile: the AREA where the bottom 25 percent of values occur ,corresponds to 25th percentile 第一区间，市场上最低的25数据 2nd quartile: the AREA where the 2nd 25 percent of values occur,corresponds to 50th percentile 第二区间，市场上25P-50P之间的数据 3rd quartile: the AREA where the 3rd 25 percent of values occur,corre

36、sponds to 75th percentile 第三区间，市场上50P-75P之间的数据 4th quartile: the AREA where the top 25 percent of values occur,corresponds to the 100th percentile 第四区间，市场上最高的25的数据,53,PPT学习交流,Market survey analysis 市场调研结果分析,Read & understand the reports 运用统计学知识读懂报告 Data comparison apple to apple 数据比较 Time :age marke

37、t data 与时俱进的市场数据 Value:market comparable base pay 可比性工资 Position to market :market index 市场系数,54,PPT学习交流,Analysis survey result 分析调查报告,Data 数据,Information 信息,Knowledge 知识,Evaluation 评估,Mgmt Decision 管理决策,55,PPT学习交流,Aging market data 市场数据的与时俱进,Determine annual aging factor 增长指数的计定 Data coming from su

38、rvey reports , salary increase plan % reported by participating companies 从市场报告中对未来年薪资增长的预料 Determine date to which to age data 设定市场数据预估时间 Effective date of salary structure 新的工资架构的生效日期或数据的日期 Lead , lag , or lead/lag philosophy 用Lead , lag , or lead/lag 方法 Lead , structure will compete the year end

39、market Lead , 工资结构与年底的市场水平看齐 Lag , structure will compete the year end market Lag , 工资结构与年初的市场水平看齐 Lead /lag , structure will compete the midyear market Lead /lag , 工资结构与年中的市场水平看齐,56,PPT学习交流,Example of aging market data 预估市场数据的例子,Survey data effective date is October 1 , 2002 市场调查报告生效日为2002年10月1日 An

40、nual aging factor is 8% for 2002 , 6% for 2003 预估值为2002年8，2003年6 The companys structure will effective July 1 , 2003 新的工资架构生效日为2003年7月1日 Please calculate the aging factors separately for lead , lag , and lead /lag policy 请用lead , lag , and lead /lag 的方式分别计算市场预估指数,57,PPT学习交流,Come out market comparabl

41、e base pay 把市场数据转化成与本公司的工资有可比性,You get annual pay data from survey , which need to be converted to your companys monthly salary amount 从市场报告中你得到年底薪酬，你需把它转化成月薪 What is your companys pay policy ? 你公司的工资结构是什么？ What is the market annual pay includes ? 你的市场数据包括了什么内容？ Base pay Guaranteed cash Total cash T

42、otal remuneration,58,PPT学习交流,ABC Company Pay Practices ABC公司的工资结构,ABC company pay practices ABC 公司的工资结构 12 months salary annually 每年12个月月薪 1 month year end fixed bonus 年底1个月固定奖金 1month variable bonus measured by company performance 年底1个月浮动奖金根据公司的业绩 Monthly allowance of RMB 500 per month 每月500元津贴 Hou

43、sing subsidy of 10% monthly salary paid by cash 每月10月薪的现金住房补贴,59,PPT学习交流,Calculating Market Comparable Base Pay 计算市场可比性工资,60,PPT学习交流,Market Index 市场系数,Compare company average salary with market average salary 本公司平均工资与市场平均工资的比较 Make Apple to Apple comparison 要完全同须知的比较 Same point of time 同一时间 Same job

44、 同一工作 Same pay components 同样的工资内容 Base to base , total cash to total cash 基本月薪，或全部年薪,61,PPT学习交流,An exercise of data comparison 数据比较的练习,62,PPT学习交流,Market Index 市场系数,63,PPT学习交流,Pay Structure Design 设计工资架构,64,PPT学习交流,Something about pay structure 关于工资架构,65,PPT学习交流,An Ideal Compensation Program 理想的薪酬设计,

45、Internal equity 内部公平性 External competitiveness 外部竞争性 Affordability 可负担性 Legally defensible 合法的 Understandable /salable 可理解的/易服人的 Efficient to administer 易管理的 Safeguards the organizations resources 对公司资源的保护 Flexible 灵活的 Meets the organizations unique needs 为企业特别定制的,66,PPT学习交流,General and Specific Fac

46、tors Affecting Pay Structures 影响工资架构的一般与特殊因素,Corporate culture and values 企业文化及价值观 Management philosophy 管理宗旨 External economic environment 外部经济环境 Labor market demand and supply 市场的供求比 Corporate strategy and policy 公司的战略与政策 Centralized compensation policy 统一的工资政策 Decentralized compensation policy 分管

47、的工资政策 Short-term vs. . Long-term consideration 短期与长期的考虑,67,PPT学习交流,Example of a Pay Structure 工资架构的例子,Grade,68,PPT学习交流,Pay Structure Design 工资架构的设计,Base pay policy line 基本工资政策线 Number of job grades/bands 级别的设置 Midpoint progression 级差 Range spreads 级宽 Range overlap 级间重叠区 Number of pay structures 工资架构

48、的数目,69,PPT学习交流,Pro a Base Pay Structure 典型的工资架构,a: Range min 最低点 dc : Range overlap 级间重叠区 b: Range max 最高点 e-f , f-g : Range progression 级差 a-b :Range spread 级宽 e-f-g :Base pay policy line 基本工资政策线,70,PPT学习交流,Range Spreads 级宽,Plus and minus midpoint percent 中点距两极的距离 (1+desired)/(1-% desired) -1=range

49、 spread (1+20% ) (1-20%) = 0.5 or 50% Minimum to maximum 最低点与最高点的距离 (max min ) / min = range spread (4500-3000) / 3000=0.5 or 50%,71,PPT学习交流,Exercise on Midpoint and Range Spread 由级差算出中点距两极的距离的练习,72,PPT学习交流,Exercise for calculating Min /Max from Midpoint 从中点算出最高最低点的练习,73,PPT学习交流,Range Progression 级差

50、,Percentage difference between grade midpoints 两极中点的差距百分比 To consider the following when design the jump 在制定级差时应考虑的因素 Market competitiveness 市场竞争性 Cost of promotions 升值的成本 Midpoint-to-midpoint differential guidelines (ideal situation) 级差的规定（理想状态） 5-10% for clerical / production 5-10职员/生产线 8-15% for

51、professional and management 8-15专业人员及经理层 15-25% between supervisor and subordinates 15-25 主管及下属之间 30-35% for executive levels 30-35 高级管理层,74,PPT学习交流,Typical Range Spreads 典型的级宽,75,PPT学习交流,Developing a Pay Structure 制作工资架构,Internal equity 内部公平性 Job evaluation system 职位定级系统 Equity within a job family

52、在同一工作族群之间的公平 Equity among various job families 在不通工作族群之间的公平 Cross functional / location consistency 跨部门及地区的一致性 External competitiveness 外部竞争力 Achieve attract , retain and motive purpose 完成吸引，保留及激励人才的目的 Get most recent market data 拿到最近的市场数据,76,PPT学习交流,Developing a Pay Structure 制作工资架构,Define internal

53、 pay grads 制定内部的工资级数 Slot jobs into pay grads 把工作与级别相对应 Decide your pay policies 决定工资政策 Lead ,lag or lead/lag Lead ,lag 或 lead/lag Competitiveness position (which market trend line to follow ,25th ,50th ,or 75th 竞争水平（你公司在市场上的定位，25p,50p,75p) How many structures you need 需要多少个工资结构,77,PPT学习交流,Developin

54、g a Pay Structure 制作工资架构,Apply most update market data 用最近的市场数据 Age the market data according to pay policies 预估市场工资水平 Grouping market data by job families you need for specific structure 把市场数据按工作族群分类 Calculating the mean of those market data 算出市场数据的中值 Find out market inconsistencies and smooth out

55、grade midpoints 找到市场的不协调点并用平滑方法决定中点 Review differences between midpoints and market data 回顾中点及市场中值的差距 Resolve inconsistencies between internal and external equity 对外部及内部的不一致性进行平衡 Developing pay ranges around the proposed midpoints 用决定好的中值定出级宽及最低最高点,78,PPT学习交流,exercise on developing a companys pay st

56、ructure,79,PPT学习交流,Building Your Structure 制定你的工资架构,Decide your midpoint 决定中点 Smooth out where you lack of market data 如没有市场数据，用平滑方法决定 Decide your range spread 决定级宽 Calculate the minimum and maximum 计算最低和最高点 Calculate the midpoint progression 计算中点的级差 Further smooth out the range by appropriate progr

57、ession and range spread 用适当的级差，级宽来最后平衡,80,PPT学习交流,Build Your Structure Assumptions 制定工资架构假设情况,Market movement 市场动向 8% for 2002 6% for 2003 projection Structure policy 工资政策 Lead 领先 Lag policy 滞后 Lead/lag policy 跟随,81,PPT学习交流,A Sample Salary Structure 工资架构的样本,82,PPT学习交流,Merit Pay System 绩效工资系统 Link Pe

58、rformance With Pay 工资及表现的结合,83,PPT学习交流,Merit Pay System 绩效工资,Pay differentiation by individual performance 根据不通的工作表现拉开工资差距 Link pay with performance management 绩效评估系统与工资的结合 Internal equity 内部公平性的体现,84,PPT学习交流,Salary Range Profile 工资幅度的典型,75%,Midpoint,25%,pay,Performance definitions,85,PPT学习交流,Positi

59、on in Range 在级别中的位置 Pay Progression with Range 在同级中工资的进度,25% Does Not Meet Standards,0%,50% Meet Standards,75% Exceed Standards,100% Outstanding,Pay Range Minimum,Range Penetration,Pay Range Maximum,Pay,Time,86,PPT学习交流,Quartiles of a Range 工资幅度的区间,87,PPT学习交流,Position in Range 在工资幅度中的位置 Compa-Ratio Cal