设定薪酬结构(中英对照).ppt

1、,Pay Email: ,設定薪酬結構Developing Salary Structure,設定薪酬結構之考慮因素Developing Salary Structure- Considerations,Base Pay Policy 基本薪酬政策 Decide Competitive Reference Salary 決定具有競爭性的標準工資 Decide Salary Ranges 制定工資幅度 Range Overlap 幅度重疊 Significance of Salary Range 工資幅度的重要性 How many structures? 多少個結構? Overs and Und

2、ers高出/底於工資幅度,淘课网-中国领先的管理培训网站（） 15万份培训资料任你下载,薪 酬 政 策 Compensation Policy,$,Grade 级 别,标 准 工 资 Reference Salary,定下最经济的标准工资以支付公司架构图 Define the most economic reference salary to pay for the organization chart 建立最少增加幅度之标准工资 Establish the smallest possible increase of reference salary,中國市場數據 Market Data on

3、 China - 上海製造業 Shanghai Manufacturing WOFE (1)Data as at April 1999,90百分比 90th Percentile,75百分比 75th Percentile,中位數 Median,25百分比 25th Percentile,10百分比 10th Percentile,RMB,Position Class,淘课网-中国领先的管理培训网站（） 15万份培训资料任你下载,中國市場數據 Market Data on China - 上海製造業 Shanghai Manufacturing WOFE (2) Data as at Apri

4、l 1999,貴公司以及市場比較Your Company vs the Market Comparison,75百分比 75th Percentile,中位數 Median,25百分比 25th Percentile,貴公司回歸線 Your company trendline,RMB,Position Class,淘课网-中国领先的管理培训网站（） 15万份培训资料任你下载,貴公司以及市場比較Your Company vs the Market Comparison,年初年中年末 Start YearMid End Year,年初年中年末 Start YearMid End Year,LAG

5、落后 LEAD 领先 LEAD-LAG 落后-领先之间,基本薪金政策 Base Pay Policy,1320 1100 900,1200 1000 800,1320 1100 800,1320 1100 800,淘课网-中国领先的管理培训网站（） 15万份培训资料任你下载,建 立 竞 争 工 资 Develop Competitive Salaries,RMB,Grade PC,41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57,Grade or Position Class,一 个 等 级 = 一 个 标 准 工 资 One Grade =

6、 One Reference Salary 标 准 工 资 = 竞 争 报 酬 = 招 聘 标 准 Reference Salary = Competitive Pay = Recruitment Standard,利用幅度制定工资架构Develop Salary Structure with Ranges,abc = Mid-Point Progression 中点增加率 a1 - a2 = b1 - b2 = Range Spread 幅度 c1 - c2 =,Question: How much should be the mid-point progression (%) betwee

7、n grades? How wide should the ranges be? How much should the range overlap?,RMB,淘课网-中国领先的管理培训网站（） 15万份培训资料任你下载,制定幅度Developing Salary Range,由中点开始 (或标准工资) Start with Mid-Point (or Reference Salary) 决定幅度 Decide Range Spread 定最低工资 Establish Minimum 定最高工资 Establish Maximum,定最低工资Establishing Minimum,最低 Mi

8、nimum,Mid-Point 中点,1 +,Range,2,=,(,(,幅度,淘课网-中国领先的管理培训网站（） 15万份培训资料任你下载,定最高工资Establishing 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,中点增加率Mid-Point Progression,Gradual 逐渐的,Moderat

9、e 稳健的,Steep 陡斜的,10%,10%,15%,15%,30%,30%,More grades 多级别,Less grades 少级别,淘课网-中国领先的管理培训网站（） 15万份培训资料任你下载,幅度重叠Range Overlap,1,200,1,000,800,1,500,1,250,1,000,1,250,1,563,1,875,Grade,No overlap 没有重叠 50% jump each promotion 每晋升, 增加 50%,Big overlap 大部分重叠 12.5% jump each promotion 每晋升, 增加 12.5% Range overl

10、ap 重叠部分= 67% 1,200 - 900 300 1,350 - 900 450,Moderate overlap 适度重叠 25% jump each promotion 每晋升, 增加 25% Range overlap 重叠部分 = 40% 1,200 - 1,000 200 1,500 - 1,000 500,RMB,RMB,RMB,幅度重叠Range Overlap (2),How much ? 多少 一个级别的幅度一般不超过三个其他级别的重叠 The range span of any one grade should not overlap much more than

11、three other grades,幅度的重要性Significance of Salary Range,Q4,Q2,Q3,Q1,中点 = 竞争性工资 Mid-Point = Competitive Pay,Maximum 最高点,Minimum 最低点,一般期望 = 标准工资 Standard Expectation = Reference Salary - Performance 工作表现 - Competencies 技能 - Years in service 服务年期,淘课网-中国领先的管理培训网站（） 15万份培训资料任你下载,多少结构 How Many Structures?,市场特色 Market Characteristics 内部平衡 Internal Equity 外部竞争力 External