愛立信薪酬體系
Ericsson Compensation & Benefit 2002年9月18日
Ericsson Compensation & Benefit 愛立信薪酬體系
What are Ericsson’s business measurements? 愛立信業(yè)務(wù)的衡量尺度？ (它隨著公司業(yè)務(wù)的轉(zhuǎn)變而變化，去年可能是凈銷售額、客戶滿意度、現(xiàn)金流，今年則是訂單數(shù)量和應(yīng)收帳款等)
The business measurements decide the c&B strategy 業(yè)務(wù)的衡量尺度決定公司薪酬體系的戰(zhàn)略 (如獎(jiǎng)勵(lì)機(jī)制中目標(biāo)的制定直接與業(yè)務(wù)戰(zhàn)略相關(guān))
Why HR need to look at money? 人力資源為什么向“錢”看？


How to build HR management into business process? 如何把HRM建立到業(yè)務(wù)流程？
Key elements of HR operation 人力資源運(yùn)作的關(guān)鍵要素
Motivation characteristics of Successful Companies 成功企業(yè)激勵(lì)機(jī)制的特點(diǎn)

Compensation & Benefit 薪酬體系
仁者見仁，智者見智的薪酬體系

Factors to be considered in C&B Strategy 薪酬戰(zhàn)略的考慮因素
C&B Objectives 薪酬目標(biāo)
Attract 吸引
Retain 保留
Motivate 激勵(lì)
Key Elements of C&B 薪酬福利的關(guān)鍵要素
IPE (International Position Evaluation) System 國際職位評(píng)估系統(tǒng)
C&B Package 薪酬內(nèi)容
Performance Management 績效管理


Factor 1: Impact 影響力
Factor 2: Communication 溝通
Factor 3: Innovation 創(chuàng)新精神
Factor 4: Knowledge 知識(shí)技能


C&B Package Designing Principles 薪酬設(shè)計(jì)原則
Externally competitive 外部競爭力
Internally equitable 內(nèi)部公平性
Cost Affordable & Appropriate 成本承受力及合理性
Understandable 員工及公司的認(rèn)同性
Efficient to administer 便于操作
Externally Competitive 外部競爭力
Select competitors. 選定競爭對(duì)手
Select the appropriate type of survey 選擇適當(dāng)?shù)氖袌稣{(diào)查
Determine current market position 了解目前在市場上的位置
Set target on Market positioning 設(shè)定市場定位目標(biāo) (e.g. 25P, 50P, 75P or 90P)
Adjust C&B policies accordingly 相關(guān)薪酬政策調(diào)整

Example1：Market Survey Data Analysis 舉例1：市場調(diào)查數(shù)據(jù)分析
Example2：Market Survey Data Analysis 舉例2：市場調(diào)查數(shù)據(jù)分析





Salary Structure Setting 工資結(jié)構(gòu)的設(shè)定
Incentive vs Guaranteed Pay 獎(jiǎng)金與固定薪酬的比重
Incentive Objectives Setting 獎(jiǎng)金目標(biāo)的設(shè)定 -Sales Incentive銷售獎(jiǎng)金
Turn Over(order booking, net sales) 營業(yè)額(定單，凈銷售額)
Market Share市場份額
Cash Flow現(xiàn)金流
Product Mix產(chǎn)品組合
Based on 5 business perspectives of financial, customer, employee, innovation, internal efficiency, Y2K 基于財(cái)務(wù)、客戶、員工、創(chuàng)新、效率等5個(gè)方面，以及Y2K。
25% of financial objectives, 75% of KPIs with financial & non-financial 須至少有25%為財(cái)務(wù)指標(biāo)
No restrictions on number of objectives 對(duì)目標(biāo)的設(shè)定無數(shù)量限制。
When To Have PD Discussion? 何時(shí)進(jìn)行個(gè)人發(fā)展談話？
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) 新員工入職后的6個(gè)月(目標(biāo)設(shè)定可于員工入職后即完成)
Employee status change 員工情況變化時(shí)
Promotion升職
Demotion 降職
Transfer 工作調(diào)轉(zhuǎn)
...
Step 1 Review Job Description 回顧工作描述 Step 2 Set Objective/Goals - SMART 設(shè)定SMART目標(biāo) Step 3 Set Standards and Measurement設(shè)定衡量標(biāo)準(zhǔn) Step 4 Discuss Competence Profile 討論技能要求 Step 5 Individual Development Plan 設(shè)定個(gè)人發(fā)展計(jì)劃
Training 培訓(xùn)
Coaching and Feedback 教練、反饋
Counseling咨詢
Review 審核
Coaching & Feedback 教練、反饋
Good Communication Skill
良好的溝通技巧
Coaching教練
Coaching is the following up of
feedback, incl. Solving the problem
and action plan. 教練是對(duì)反饋的跟進(jìn)，
包括解決問題及行動(dòng)計(jì)劃等。
Feedback: The IDEAL State 給予反饋的理想狀態(tài)
F = Frequent 時(shí)常

A = Accurate 準(zhǔn)確

S = Specific明確具體
T = Timely 及時(shí)


What to be appraised? 評(píng)估什么
Results & achievements 工作結(jié)果評(píng)估
Objectives 目標(biāo)
Responsibilities/key results areas 職責(zé)
Performance factors 表現(xiàn)因素評(píng)估
Attitude in performing 工作態(tài)度
Competence 能力
Five Levels of Performance 績效的五個(gè)等級(jí)

愛立信薪酬體系