薪酬體系的設(shè)計(jì)與管理(ppt)
薪酬體系的設(shè)計(jì)與
管理 工資管理
薪酬管理的宏觀戰(zhàn)略
本節(jié)目標(biāo)
在本節(jié)中，您會(huì)了解到以下內(nèi)容：
薪酬的定義
薪酬管理的原則
薪酬總體構(gòu)成
薪酬戰(zhàn)略的組成部分
薪酬管理的步驟
人是任何企業(yè)中最關(guān)鍵的資源，沒有了他/她，公司的財(cái)力、物力均不能得到最佳的發(fā)揮
People are the key resource in any organization.Without them neither its physical resources nor the financial resources will be used to their best effect.
薪資的定義
薪資：由一位雇主對(duì)一位受雇者，為其已完成和將要完成的工作或已經(jīng)提供或?qū)⒁峁┑姆?wù)，可以貨幣結(jié)算并由共同協(xié)議或國(guó)家法律或條例給予以確定而憑書面或口頭雇傭合同致富的報(bào)酬或收入。
薪資的定義
薪資管理的目標(biāo)
組織目標(biāo)
1、保證組織可以招聘到所需要的人才；
2、穩(wěn)定有績(jī)效的員工；
3、給予員工報(bào)酬以增進(jìn)績(jī)效；
4、以工作對(duì)組織價(jià)值為取向，劃定各工作之間的合理差距，并維持薪資給付的全面平衡；
5、具有隨市場(chǎng)及組織變動(dòng)以機(jī)動(dòng)調(diào)整的彈性；
6、便于解釋、了解、作業(yè)及控制；
7、講求成本效益而不耗時(shí)耗資。
薪資的定義
薪資管理的目標(biāo)

員工目標(biāo)
員工覺得所獲待遇合理及公平，并能配合生活費(fèi)及勞動(dòng)力市場(chǎng)之水準(zhǔn)和職責(zé)之增加，并隨之調(diào)整，進(jìn)而從中建立至我期許的信心。
薪資的定義
工資管理的原則

公平性；
準(zhǔn)確性；
合理性。
薪資的定義
薪資政策
1、薪資水準(zhǔn)
主位
中位
隨位
薪資的定義
薪資政策
2、薪資架構(gòu)
3、薪資基準(zhǔn)
4、薪資異動(dòng)
5、薪資控制
6、薪資溝通
薪資的定義
薪資作業(yè)過程
政策之發(fā)展技術(shù)結(jié)構(gòu)及給付步驟推行
薪資架構(gòu)
薪資架構(gòu)的理念：

對(duì)內(nèi)公平性
對(duì)外公平性
薪資架構(gòu)
薪資架構(gòu)的形成：

建立公司薪資給付政策線
進(jìn)行薪資調(diào)查
建立薪等薪級(jí)制度
薪等薪級(jí)的擴(kuò)延
薪資架構(gòu)
薪資架構(gòu)的選擇：

等幅式薪資架構(gòu)
連續(xù)式扇狀走向薪資架構(gòu)
復(fù)式薪資架
曲線型給薪趨勢(shì)線
薪資管理操作的必須步驟：

崗位分析

崗位評(píng)估

市場(chǎng)情況

薪酬政策
Class Overview (課程展望）
Session 1: Compensation Program Management 薪酬管理概述
Session 2: Market Survey 市場(chǎng)調(diào)研
Session 3: Statistic Basics&Application 統(tǒng)計(jì)學(xué)基礎(chǔ)及應(yīng)用
Session 4: Pay Structure Design 薪酬架構(gòu)的建立
Session 5: Merit Pay System 基于業(yè)績(jī)的加薪計(jì)劃
Session 6: Compensation Cost 薪酬成本計(jì)算
Session 7: Salary Administration 薪酬管理



Compensation Management
薪酬管理概述
薪酬管理的任務(wù)
To develop and deliver total compensation solution which must be：
開發(fā)與實(shí)施整體薪酬計(jì)劃，從而達(dá)到以下目的：
Attracting ，retaining and motivating the best talent the company have
吸引，保留及激勵(lì)本企業(yè)中的最佳人才
Flexible enough to support both business strategy and employees needs
具有足夠的靈活性來支持業(yè)務(wù)戰(zhàn)略及員工需求
Balanced with both competitiveness and affordability
達(dá)到具有競(jìng)爭(zhēng)力及企業(yè)可負(fù)擔(dān)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：
清晰地對(duì)計(jì)劃進(jìn)行溝通，從而：
The program is understood/accepted
使薪酬計(jì)劃能被理解
The expectations are well managed
使員工的期望值處在適當(dāng)?shù)乃?

薪酬策略
Focus on total compensation programs
專注于整體薪酬體系的設(shè)計(jì)
Leverage effective market survey to get competitive market information
有效利用市場(chǎng)調(diào)研提供的市場(chǎng)信息
Differentiate pay with the following to make sure equity
制定兩極分化的薪酬制度，使薪酬與以下因素相聯(lián)系
Skills – Using a skills based job system
技能技巧 – 工作設(shè)置系統(tǒng)
Performance – linking with performance mgmt system
工作表現(xiàn) – 績(jī)效考評(píng)系統(tǒng)
Value to the business – using retention programs for top talent
對(duì)業(yè)務(wù)的價(jià)值 – 留才計(jì)劃
Efficient labor cost management – “Using the money wisely”
有效的人才成本管理– 花錢的智慧

薪酬管理目標(biāo) ---- 平衡
Company
公司：
薪酬管理角色分工
Discussion （討論）
What makes you to be a compensation professional?
薪酬管理人員的素質(zhì)
薪酬管理人員的素質(zhì)
Internal understanding 內(nèi)部氣候的了解
Understand the company business strategy and priorities
公司業(yè)務(wù)戰(zhàn)略及重點(diǎn)
Understand organization structure and jobs in the organization
公司組織結(jié)構(gòu)及業(yè)務(wù)分布
External understanding 外部環(huán)境的了解
Economic environment 經(jīng)濟(jì)環(huán)境
Labor market situation and trend 人力資源市場(chǎng)狀況及趨勢(shì)
Labor law /policy update　勞動(dòng)法規(guī)政策的變化
Networking / interpersonal skills 人際關(guān)系網(wǎng)
Have a resources pool to leverage for information sharing for other company's practices
可以有可信的資料來源
Analytical skills for interpreting the market information
分析能力及解釋市場(chǎng)信息
Have fun with numbers!
與數(shù)字共舞
Good communication skills both oral and writing
良好的口頭，筆頭溝通能力

Program Management Cycle 項(xiàng)目管理周期


Market Survey
市場(chǎng)調(diào)查
市場(chǎng)調(diào)查的種類
Self conducted survey
由本公司執(zhí)行進(jìn)行
Buy survey report
購(gòu)買調(diào)查報(bào)告
Company sponsored survey
公司召集的調(diào)查
Participant in group sponsored survey
參加小組召集的調(diào)查
衡量各種市場(chǎng)調(diào)查的方法的投資回報(bào)率
Easy to conduct 實(shí)施的難易度
Data quality 數(shù)據(jù)的質(zhì)量
Cost 成本
Turn over time 周期
不同調(diào)查方法之間的比較
服務(wù)申請(qǐng)的提出
Purpose of the survey 調(diào)研目的
Target market 目標(biāo)市場(chǎng)
Target jobs 目標(biāo)工作種類
Information required 所需要的信息
Data of delivery expected 所需要的時(shí)間
Contents of report required/Format 所需要的內(nèi)容形式
Additional request,if any 其他要求等
服務(wù)申請(qǐng)的提出---- 練習(xí)
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 have 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 center's 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 state your needs
貴公司是一家全球行的信息公司的北京分公司，現(xiàn)在天津并沒有任分支機(jī)構(gòu)?，F(xiàn)要在天津建立一個(gè)研發(fā)中心，籌建處要求你幫助建立研發(fā)中心的薪酬福利體系，鑒于你在天津沒有任何聯(lián)系，你希望咨詢公司可以幫助你拿到一些資料
請(qǐng)練習(xí)提出服務(wù)申請(qǐng)
自我實(shí)施的調(diào)研
Purpose 目的
Target market 目標(biāo)市場(chǎng)
Information needed 所需信息
Method of survey 方法
Telephone calls 電話訪談
Email questionnaire 問卷
Design your questionnaire 設(shè)計(jì)問題/問卷
Report 報(bào)告
Result analysis 結(jié)果分析
Define your market 定義市場(chǎng)
Your company's basic profile 你公司的基本情況
Industry you are in 行業(yè)
Type of organization 組織形式
Major competitors 主要競(jìng)爭(zhēng)對(duì)手
Other considerations in talent competing,image competing,management system competing,etc
其他競(jìng)爭(zhēng)，人才，形象，管理風(fēng)格等
Size of the market 市場(chǎng)的大小
No less than 10 companies 不能少于10家公司
Consistency consideration 連貫性
Should maintain 80% repeated rate ever year to keep consistency
每年80％的一致性
Contents of survey 調(diào)研內(nèi)容
Cash Compensation items 現(xiàn)金項(xiàng)目
Benefits practice 福利政策
Pay policies 工資政策
Retention policies 留才計(jì)劃
Company profiles 公司的情況
Define your questions 問題設(shè)定
Use common terms,put in explanations if necessary
用通用的術(shù)語，必要時(shí)有解釋
Use closed question with YON answer instead of open ended questions
用是否問題，不要用自由發(fā)揮問題
Make choices available for participants
盡量使用選擇題
Exercise （練習(xí)）
Company want to revisit the relocation allowance 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

公司現(xiàn)有的派遣津貼已經(jīng)有年沒有變化了，并且隨著業(yè)務(wù)量的增加，派遣人員總數(shù)不斷上升，公司擔(dān)負(fù)不斷增加，想調(diào)整津貼金額
請(qǐng)?jiān)O(shè)計(jì)調(diào)查問卷以收集市場(chǎng)信息
Importance of Job Matching 工作類比的重要性
Understand the methodology of survey company's benchmarking system
了解調(diào)研公司的類比系統(tǒng)及方法
Understand the benchmarking job description provided by survey company
了解調(diào)研公司提供的標(biāo)準(zhǔn)工作描述
Understand internal organization and job description
了解本公司的組織及工作種類及工作內(nèi)容
Invite business manager to participant in job matching activities – why?
必要時(shí)要邀請(qǐng)業(yè)務(wù)經(jīng)理參加工作類比會(huì)議--為什么？
Survey data categories 調(diào)研數(shù)據(jù)的分類
Base pay 基本薪資
Monthly base salary times 12
基本月薪*12
Guaranteed pay 固定收入
Including allowances ,year end bonus without measurements
包括津貼，年底固定獎(jiǎng)金
Total cash 全部現(xiàn)金收入
Including any variable bonus,incentive with measurements
抱愧浮動(dòng)獎(jiǎng)金，銷售獎(jiǎng)金
Total compensation
Any cash payment or benefits portion
包括其它及福利

Total Remuneration
Analysis of Survey Data 分析調(diào)研數(shù)據(jù)
To understand 理解
How data was collected 數(shù)據(jù)采集的方法
How to read the survey report 如何解讀調(diào)研報(bào)告
What the data represents for 數(shù)字會(huì)說話
How can we use the data 如何運(yùn)用數(shù)據(jù)
Your competitive position
你公司的競(jìng)爭(zhēng)水平
Define your future salary structure
制定薪酬架構(gòu)
Survey reports contents 調(diào)查報(bào)告內(nèi)容
Executive summary 概述
A high level economic /labor market trend report
對(duì)經(jīng)濟(jì)情況及人才市場(chǎng)走勢(shì)的概述
Detailed remuneration data
Usually by job families 分工作種類
Market position comparison
What is your company’s pay position
你公司與市場(chǎng)平均水平的比較
Questionnaire analysis 問卷分析
Salary administration policies 薪酬政策
Benefits programs 福利項(xiàng)目
Retention programs 留才計(jì)劃

Statistic Basics & Application
統(tǒng)計(jì)學(xué)基礎(chǔ)及應(yīng)用
Statistics Terms 統(tǒng)計(jì)學(xué)基礎(chǔ)
Mean 平均值
Unweighted mean 不加權(quán)平均值
Weighted mean 加權(quán)平均值
Median 中值
Percentile 百分位值
Quartile 區(qū)間

Mean 平均值
The average of a set of data points .it is sum of the data divided by the no. of points
一組數(shù)據(jù)的綜合除以個(gè)數(shù)
Unweighted mean 不加權(quán)平均值
Obtained by computing the average of the values of the data points
直接平均法
Weighted mean 加權(quán)平均值
Obtained by weighting each value by the no. of data occurred then computing the average
考慮每個(gè)數(shù)據(jù)的個(gè)數(shù)因素然后加以平均

Example of Computing Mean
Exercise of Computing Mean Refer to Survey Data
計(jì)算平均值的練習(xí)
Exercise of Calculating Mean 計(jì)算平均值的練習(xí)
Median 中值
The point along an ordered data points at which an equal no. of data points fall above and below
在一組數(shù)據(jù)中，排序后有一半的數(shù)據(jù)在此之上，一半的數(shù)據(jù)在此之下
For an odd no. of data points ,median is the middle data points
在奇數(shù)個(gè)數(shù)據(jù)中，中值就是排在最中間的那個(gè)數(shù)的值
For an even no. of data points ,median is the average of the 2 middle-most data points
在偶數(shù)個(gè)數(shù)據(jù)中，中值就是排在最中間的兩個(gè)數(shù)的平均值
Example of computing median(1) 計(jì)算中值的練習(xí)（1）
Example of computing median(2) 計(jì)算中值的練習(xí)（2）
Computing Percentile 計(jì)算百分位
Definitions (定義)
Px , the desired percentile points,where
Px , 為所需的百分位點(diǎn)
x , the percentile rank desired (eg 10 , 25 , etc..)
x , 為所需的百分位
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，為從上至下排序后百分位點(diǎn)的位置
V = x/100*(n+1)
n , the number of data points in the sample
n，為數(shù)據(jù)的總量
Example of Computing Percentile (1) 計(jì)算百分位的練習(xí)（1）
Computing P25
v = 25/100*(7+1)=2
P25 should be the 2nd data point
P25為下數(shù)第二個(gè)數(shù)據(jù)
Which is 2800
So , p25 = 2800

Please calculating P75 by self
請(qǐng)計(jì)算P75
Example of Computing Percentile (2) 計(jì)算百分位的練習(xí)（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為下數(shù)第2.25個(gè)數(shù)據(jù),也就是在第2與第3數(shù)據(jù)之間的一個(gè)數(shù)值
Which is in between 2800 and 3000
So , p25 = 2800+0.25*(3000-2800)
=2850
Please calculating P75 by self
請(qǐng)計(jì)算P75
Quartiles 區(qū)間
In compensation analysis ,percentiles are often expressed in terms of quartiles.there are 4 quartiles in a set of data points
把每一個(gè)區(qū)域分成4個(gè)區(qū)間
1st quartile: the AREA where the bottom 25 percent of values occur ,corresponds to 25th percentile
第一區(qū)間，市場(chǎng)上最低的25％數(shù)據(jù)
2nd quartile: the AREA where the 2nd 25 percent of values occur,corresponds to 50th percentile
第二區(qū)間，市場(chǎng)上25P-50P之間的數(shù)據(jù)
3rd quartile: the AREA where the 3rd 25 percent of values occur,corresponds to 75th percentile
第三區(qū)間，市場(chǎng)上50P-75P之間的數(shù)據(jù)
4th quartile: the AREA where the top 25 percent of values occur,corresponds to the 100th percentile
第四區(qū)間，市場(chǎng)上最高的25％的數(shù)據(jù)
Market survey analysis 市場(chǎng)調(diào)研結(jié)果分析
Read & understand the reports
運(yùn)用統(tǒng)計(jì)學(xué)知識(shí)讀懂報(bào)告
Data comparison – apple to apple
數(shù)據(jù)比較
Time :age market data 與時(shí)俱進(jìn)的市場(chǎng)數(shù)據(jù)
Value:market comparable base pay 可比性工資
Position to market :market index 市場(chǎng)系數(shù)
Analysis survey result 分析調(diào)查報(bào)告

Aging market data 市場(chǎng)數(shù)據(jù)的與時(shí)俱進(jìn)
Determine annual aging factor 增長(zhǎng)指數(shù)的計(jì)定
Data coming from survey reports , salary increase plan % reported by participating companies
從市場(chǎng)報(bào)告中對(duì)未來年薪資增長(zhǎng)的預(yù)料
Determine date to which to age data 設(shè)定市場(chǎng)數(shù)據(jù)預(yù)估時(shí)間
Effective date of salary structure 新的工資架構(gòu)的生效日期或數(shù)據(jù)的日期
Lead , lag , or lead/lag philosophy 用Lead , lag , or lead/lag 方法
Lead , structure will compete the year end market
Lead , 工資結(jié)構(gòu)與年底的市場(chǎng)水平看齊
Lag , structure will compete the year end market
Lag , 工資結(jié)構(gòu)與年初的市場(chǎng)水平看齊
Lead /lag , structure will compete the midyear market
Lead /lag , 工資結(jié)構(gòu)與年中的市場(chǎng)水平看齊
Example of aging market data 預(yù)估市場(chǎng)數(shù)據(jù)的例子
Survey data effective date is October 1 , 2002
市場(chǎng)調(diào)查報(bào)告生效日為2002年10月1日
Annual aging factor is 8% for 2002 , 6% for 2003
預(yù)估值為2002年8％，2003年6％
The company's structure will effective July 1 , 2003
新的工資架構(gòu)生效日為2003年7月1日
Please calculate the aging factors separately for lead , lag , and lead /lag policy
請(qǐng)用lead , lag , and lead /lag 的方式分別計(jì)算市場(chǎng)預(yù)估指數(shù)
Come out market comparable base pay 把市場(chǎng)數(shù)據(jù)轉(zhuǎn)化成與本公司的工資有可比性
You get annual pay data from survey , which need to be converted to your company's monthly salary amount
從市場(chǎng)報(bào)告中你得到年底薪酬，你需把它轉(zhuǎn)化成月薪
What is your company’s pay policy ?
你公司的工資結(jié)構(gòu)是什么？
What is the market annual pay includes ?
你的市場(chǎng)數(shù)據(jù)包括了什么內(nèi)容？
Base pay
Guaranteed cash
Total cash
Total remuneration

ABC Company Pay Practices ABC公司的工資結(jié)構(gòu)
ABC company pay practices
ABC 公司的工資結(jié)構(gòu)
12 months salary annually
每年12個(gè)月月薪
1 month year end fixed bonus
年底1個(gè)月固定獎(jiǎng)金
1month variable bonus measured by company performance
年底1個(gè)月浮動(dòng)獎(jiǎng)金根據(jù)公司的業(yè)績(jī)
Monthly allowance of RMB 500 per month
每月500元津貼
Housing subsidy of 10% monthly salary paid by cash
每月10％月薪的現(xiàn)金住房補(bǔ)貼
Calculating Market Comparable Base Pay 計(jì)算市場(chǎng)可比性工資
Market Index 市場(chǎng)系數(shù)
Compare company average salary with market average salary
本公司平均工資與市場(chǎng)平均工資的比較
Make Apple to Apple comparison
要完全同須知的比較
Same point of time 同一時(shí)間
Same job 同一工作
Same pay components 同樣的工資內(nèi)容
Base to base , total cash to total cash
基本月薪，或全部年薪



An exercise of data comparison
數(shù)據(jù)比較的練習(xí)
Market Index 市場(chǎng)系數(shù)
Pay Structure Design 設(shè)計(jì)工資架構(gòu)
Something about pay structure 關(guān)于工資架構(gòu)
An Ideal Compensation Program 理想的薪酬設(shè)計(jì)
Internal equity 內(nèi)部公平性
External competitiveness 外部競(jìng)爭(zhēng)性
Affordability 可負(fù)擔(dān)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 organization's resources 對(duì)公司資源的保護(hù)
Flexible 靈活的
Meets the organization's unique needs 為企業(yè)特別定制的
General and Specific Factors Affecting Pay Structures 影響工資架構(gòu)的一般與特殊因素
Corporate culture and values 企業(yè)文化及價(jià)值觀
Management philosophy 管理宗旨
External economic environment 外部經(jīng)濟(jì)環(huán)境
Labor market demand and supply 市場(chǎng)的供求比
Corporate strategy and policy 公司的戰(zhàn)略與政策
Centralized compensation policy
統(tǒng)一的工資政策
Decentralized compensation policy
分管的工資政策
Short-term vs. . Long-term consideration
短期與長(zhǎng)期的考慮
Example of a Pay Structure 工資架構(gòu)的例子

Pay Structure Design 工資架構(gòu)的設(shè)計(jì)
Base pay policy line 基本工資政策線
Number of job grades/bands 級(jí)別的設(shè)置
Midpoint progression 級(jí)差
Range spreads 級(jí)寬
Range overlap 級(jí)間重疊區(qū)
Number of pay structures 工資架構(gòu)的數(shù)目
Profile of a Base Pay Structure 典型的工資架構(gòu)

a: Range min 最低點(diǎn)d–c : Range overlap 級(jí)間重疊區(qū)
b: Range max 最高點(diǎn)ef , fg : Range progression 級(jí)差
ab :Range spread 級(jí)寬efg :Base pay policy line 基本工資政策線
Range Spreads 級(jí)寬
Plus and minus midpoint percent
中點(diǎn)距兩極的距離
(1+％desired)/(1-% desired) -1=range spread
(1+20% ) (1-20%) = 0.5 or 50%

Minimum to maximum
最低點(diǎn)與最高點(diǎn)的距離
(max –min ) / min = range spread
(4500-3000) / 3000=0.5 or 50%
Exercise on Midpoint and Range Spread 由級(jí)差算出中點(diǎn)距兩極的距離的練習(xí)
Exercise for calculating Min /Max from Midpoint 從中點(diǎn)算出最高最低點(diǎn)的練習(xí)
Range Progression 級(jí)差
Percentage difference between grade midpoints
兩極中點(diǎn)的差距百分比
To consider the following when design the jump
在制定級(jí)差時(shí)應(yīng)考慮的因素
Market competitiveness 市場(chǎng)競(jìng)爭(zhēng)性
Cost of promotions 升值的成本
Midpoint-to-midpoint differential guidelines (ideal situation)
級(jí)差的規(guī)定（理想狀態(tài)）
5-10% for clerical / production 5-10％職員/生產(chǎn)線
8-15% for professional and management 8-15％專業(yè)人員及經(jīng)理層
15-25% between supervisor and subordinates 15-25％ 主管及下屬之間
30-35% for executive levels 30-35％ 高級(jí)管理層
Typical Range Spreads 典型的級(jí)寬
Developing a Pay Structure 制作工資架構(gòu)
Internal equity 內(nèi)部公平性
Job evaluation system
職位定級(jí)系統(tǒng)
Equity within a job family
在同一工作族群之間的公平
Equity among various job families
在不通工作族群之間的公平
Cross functional / location consistency
跨部門及地區(qū)的一致性
External competitiveness 外部競(jìng)爭(zhēng)力
Achieve attract , retain and motive purpose
完成吸引，保留及激勵(lì)人才的目的
Get most recent market data
拿到最近的市場(chǎng)數(shù)據(jù)
Developing a Pay Structure 制作工資架構(gòu)
Define internal pay grads 制定內(nèi)部的工資級(jí)數(shù)
Slot jobs into pay grads 把工作與級(jí)別相對(duì)應(yīng)
Decide your pay policies 決定工資政策
Lead ,lag or lead/lag
Lead ,lag 或 lead/lag
Competitiveness position (which market trend line to follow ,25th ,50th ,or 75th
競(jìng)爭(zhēng)水平（你公司在市場(chǎng)上的定位，25p,50p,75p)
How many structures you need
需要多少個(gè)工資結(jié)構(gòu)
Developing a Pay Structure 制作工資架構(gòu)
Apply most update　market data
用最近的市場(chǎng)數(shù)據(jù)
Age the market data according to pay policies
預(yù)估市場(chǎng)工資水平
Grouping market data by job families you need for specific structure
把市場(chǎng)數(shù)據(jù)按工作族群分類
Calculating the mean of those market data
算出市場(chǎng)數(shù)據(jù)的中值
Find out market inconsistencies and smooth out grade midpoints
找到市場(chǎng)的不協(xié)調(diào)點(diǎn)并用平滑方法決定中點(diǎn)
Review differences between midpoints and market data
回顧中點(diǎn)及市場(chǎng)中值的差距
Resolve inconsistencies between internal and external equity
對(duì)外部及內(nèi)部的不一致性進(jìn)行平衡
Developing pay ranges around the proposed midpoints
用決定好的中值定出級(jí)寬及最低最高點(diǎn)

Building Your Structure 制定你的工資架構(gòu)
Decide your midpoint
決定中點(diǎn)
Smooth out where you lack of market data
如沒有市場(chǎng)數(shù)據(jù)，用平滑方法決定
Decide your range spread
決定級(jí)寬
Calculate the minimum and maximum
計(jì)算最低和最高點(diǎn)
Calculate the midpoint progression
計(jì)算中點(diǎn)的級(jí)差
Further smooth out the range by appropriate progression and range spread
用適當(dāng)?shù)募?jí)差，級(jí)寬來最后平衡
Build Your Structure – Assumptions 制定工資架構(gòu)－假設(shè)情況
Market movement 市場(chǎng)動(dòng)向
8% for 2002
6% for 2003 projection
Structure policy 工資政策
Lead 領(lǐng)先
Lag policy 滯后
Lead/lag policy 跟隨
A Sample Salary Structure 工資架構(gòu)的樣本

Merit Pay System
績(jī)效工資系統(tǒng)

Link Performance With Pay
工資及表現(xiàn)的結(jié)合
Merit Pay System 績(jī)效工資
Pay differentiation by individual performance
根據(jù)不通的工作表現(xiàn)拉開工資差距
Link pay with performance management
績(jī)效評(píng)估系統(tǒng)與工資的結(jié)合
Internal equity
內(nèi)部公平性的體現(xiàn)
Salary Range Profile 工資幅度的典型
Position in Range 在級(jí)別中的位置Pay Progression with Range 在同級(jí)中工資的進(jìn)度
Quartiles of a Range 工資幅度的區(qū)間
Position in Range 在工資幅度中的位置Compa-Ratio Calculations Compa –Ratio 的計(jì)算
Salary
Exercise on Calculating Compa-ratio 計(jì)算Compa-Ratio的練習(xí)
Position in Range 工資幅度中的位置Range Penetration Control 工資百分位值
Exercise on Calculating Penetration 計(jì)算工資百分位值的練習(xí)
Merit Increase Guidelines 績(jī)效工資增長(zhǎng)規(guī)定
Performance only
只與表現(xiàn)掛鉤
Performance and position in range
與表現(xiàn)及在工資架構(gòu)中的位置一起掛鉤
Based on Performance Only –Increase an Percent of Base Pay 只與表現(xiàn)掛鉤—基本工資增長(zhǎng)幅度
Based on Performance and Position in Range 與表現(xiàn)及在幅度中的位置相掛鉤
Factors when Defining the Increase Percentage 決定漲工資幅度的因素
Average increase budget 漲工資的預(yù)算
Salary structure movement percentage 工資架構(gòu)增長(zhǎng)的比例
Performance rating distribution 工作表現(xiàn)分?jǐn)?shù)的分布
Average pay position in range 平均工資在幅度中的位置
Compa-ratio
Penetration
quartile
Pay differentiation 差距的大小
Salary Increase Budget 工資增長(zhǎng)預(yù)算
Percent necessary to match market as of January 1
追趕一月一日市場(chǎng)的增長(zhǎng)百分比
Anticipated percent of next year's market movement (lead ,lag ,lead/lag)
預(yù)期的市場(chǎng)增長(zhǎng)比例，考慮領(lǐng)先或滯后策略
Desired position above or below the market (pay policy)
想要比市場(chǎng)高或低的百分比（市場(chǎng)定位）
Percentage Increase Example 工資增長(zhǎng)比例的例子
Percent Increase = 8%
Percent to match market 0.2%
Total market salaries /Total company salaries –1
Market movement 3%
Company pay policy 5%
Exercise for Salary Increase Matrix 工資增長(zhǎng)矩陣的練習(xí)
Average salary increase budget 8%
平均加薪幅度預(yù)算為8％
Performance evaluation distribution
績(jī)效考評(píng)分?jǐn)?shù)分布
Outstanding 10%
Meet all target 50%
Meet most target 30%
Does not fully meet target 10%
Maximum increase percentage 16%
最高加薪幅度 16％
Population distribution in salary range
在薪酬架構(gòu)中人員的分布
1Q 40% , 2Q 30% , 3Q 20% , 4Q 10%
Flexibility adder 2%
靈活加薪幅度
Exercise on Merit Matrix 工資增長(zhǎng)矩陣的練習(xí)Population in each cell 每小格的人數(shù)
Exercise on Merit Matrix 工資增長(zhǎng)矩陣的練習(xí)Merit % Assumption 增長(zhǎng)比例設(shè)定
A Sample of Pay Structure & Merit Matrix 工資架構(gòu)與績(jī)效工資增長(zhǎng)的例子
Salary Increase Program Cost 加薪預(yù)算
Point in time cost for a month
加薪當(dāng)月成本
Annualized cost considering impact to other items
年度加薪成本，考慮到其它因素的影響
If there is any impact to other pay programs
Year end bonus （年終獎(jiǎng)金）
Sales incentive （銷售獎(jiǎng)金）
Benefits cost （福利成本）
Salary Increase Program Ccost 加薪預(yù)算
Point in time cost for a month
加薪當(dāng)月成本
Total payroll increase % based on merit increase % calculation
Eg the example shows the total payroll will increase by 8% from July 1
What is the average increase % for eligible employees ?
Allocating Salary Increase Budget 加薪預(yù)算
8% average company salary increase budget to allocate to 3 BUs
8％的加薪預(yù)算分給3個(gè)部門
Method 1 : Give 8 % to each BU equally 平分
Method 2 : Allocating budget consider the BU average Compa-ratio
根據(jù)部門平均Compa-ratio 來分
A compa – ratio is 80% 8%/80%=10%
A compa – ratio is 100% 8%/100%=8%
A compa – ratio is 120% 8%/120%=6.7%
Need to calculate the total to make sure within budget
分后重算總數(shù)以保證不超預(yù)算

Labor Cost Calculation 人力成本的計(jì)算
Annual Labor Cost Calculation 年度人力成本計(jì)算
Salary increase program cost 加薪成本
Promotion cost 升職成本
Resources changes cost 人員變動(dòng)成本
Annual Cash Flow Cost of Monthly Payroll 月工資變動(dòng)對(duì)全年的影響
January payroll increase will generate 100% cost impact to the year (8%) increase from January will cost 8% annually
一月的加薪對(duì)全年造成100％的影響
July increase will generate 50% impact to the year ( 8% increase from July will cost 4% annually)
七月的加薪對(duì)全年造成50％的影響
Promotional cost calculation 升職成本的計(jì)算
How many % population will get promoted ?
升職人數(shù)比例
What is the average increase %
平均加薪比例
Does promotion happen anytime during the year ?
升職何時(shí)會(huì)發(fā)生
Annual promotional % = % population x avg inc% x cash flow factor
Resources Changes Consideration 人員變動(dòng)對(duì)成本的影響
New Hires Cost (+) 新員工加入增加成本
New hire average salary x
No. of new hire x
new hire cash flow factor (average on board months of new hires /12 mths)
Separations Cost (-) 離職人員節(jié)省成本
Separation average salary x
No. of separations for the year x
separation cash flow factor (average months left during the year /12 mths)
Salary Administration 薪酬管理
Objective of Salary Administration 薪酬管理的目的
Maintain healthy average compa-ratio
保持良好的平均 compa-ratio
Overall salary program efficiency
薪酬計(jì)劃的有效性
Overall competitiveness
整體的競(jìng)爭(zhēng)性
Maintain healthy resource structure
保持良好的人員結(jié)構(gòu)
Way of labor cost management
勞動(dòng)成本管理的一種方法
Promotion guideline 升職政策
Criteria 條件
Career driven / skills
Performance
Time stay in current level
Business needs
Resources structure
Salary increase % 漲薪幅度
Consider the range progression rate
Last increase date
Cost of promotion 升職的成本
Average promotion rate per year
Average promotion increase %
Impact to total compensation / labor cost
Inflation of banding
Demotion / Re-classification 降職及重新定崗
New Hire Salary 新員工薪水
Fresh graduate 大學(xué)畢業(yè)生
At / Below range min (80% -100% of range min )
Experience hire 有經(jīng)驗(yàn)的應(yīng)聘者
Consider the experience , could be put into different quartile , normally not exceeding midpt
Saving of cost when backfill with less pay
用低薪代替離職的高薪員工，對(duì)成本的節(jié)省
Demotion 降職
Causes of demotion 原因
Poor performance 表現(xiàn)差
Reorganisation or re-engineering 機(jī)構(gòu)重組
Employee request 員工主動(dòng)提出
Pay actions 工資調(diào)整
Take away money 艱辛
Immediately
By step
Freeze pay 凍結(jié)
Reclassification 重新定崗
Change in job responsibilities 工作職責(zé)改變
Change in company job system 公司工作系統(tǒng)調(diào)整
Change in market value 市場(chǎng)價(jià)值調(diào)整
Could result in higher or lower level 向下或上調(diào)
Pay policy 工資調(diào)整
Increase or decrease 增加或降低
No change 不變
Geographic Differentials 地區(qū)差
Better fit local market 與當(dāng)?shù)厥袌?chǎng)看齊
Commonly used for low level jobs 對(duì)較低級(jí)別適用
Differentiation consideration 考慮因素
Cost of living 生活指數(shù)
Cost of labor 勞動(dòng)力市場(chǎng)價(jià)格
Approaches 辦法
Individual pay adjustment in base pay , allowances
個(gè)人工資調(diào)整，給地區(qū)補(bǔ)貼
Different pay structure 調(diào)整工資結(jié)構(gòu)
Re – cap 課程回顧





Benefits Management
福利管理
Objectives of this session 本節(jié)目標(biāo)
During this session , you will get an overall picture of
following：
在本節(jié)中，你會(huì)了解到以下內(nèi)容
Definition of benefits 福利的定義
Why are benefits important 福利的目的
Different kinds of benefits 福利的種類

用人單位根據(jù)自身的經(jīng)濟(jì)狀況，積極創(chuàng)造條件，興辦
各種福利，改善和提高勞動(dòng)者的福利待遇。減輕職工
生活負(fù)擔(dān)，保持或提高職工的司機(jī)生活水平
勞動(dòng)者計(jì)提生活福利設(shè)施
勞動(dòng)者文化娛樂設(shè)施
勞動(dòng)者的福利補(bǔ)貼
Employee Benefits 員工福利
That part of the total compensation package , other than pay for time worked , provided to employees in whole or in part by employer payments
員工全部薪酬的重要組成部分
Eg , life insurance , pension plan , vacation , etc .
例如保險(xiǎn)、失業(yè)保險(xiǎn)、假期

Characteristics of Effective Benefit Programs
1. Specific objectives / 特定目的
2. Employee involvement / 員工參與
3. Flexibility / 靈活性
4. Willingness to modify benefit mix / 可調(diào)整性
5. Communication of benefits information / 福利的溝通
6. Administrative cost controls / 管理成本
7. Promote wellness programs /提倡公益

值得信賴
注重信譽(yù)
有吸引力
業(yè)績(jī)肯定
善解人意
Reliable
Credible
Attractive
Recognition
empathic


福利
福利給付之理念：
政府強(qiáng)制規(guī)定；
公司的責(zé)任感；
吸引并維持優(yōu)秀人才；
保持競(jìng)爭(zhēng)性；
公司的效益。
Not “ fringe benefits ” any more ! 福利再不是“額外”！
In 1953-54 , benefits programs were 15% of total gross annual payroll
In 1992 , the conference board of Canada reported that total benefit costs averaged 26%
Some organizations reported benefit costs as high as 52% of payroll
Pressures for growth in benefits 福利增長(zhǎng)的壓力源
Wage controls / 工資控制
Union or competitive pressures / 工會(huì)和競(jìng)爭(zhēng)的壓力
Employer initiative / 雇主動(dòng)議
Cost effectiveness / 成本考慮
Favourable tax treatment / 稅務(wù)原因
Lower group rates / 團(tuán)隊(duì)項(xiàng)目的減少
Other advantages beyond direct cost / 其它考慮
Issues in benefits administration
Flexibility of coverage / 靈活性
“Average employee ” / 大眾菜
“Cafeteria plans ” / 自助餐
Financing benefits / 福利來源
Non – contributory / 公司不“出血”
Contributory / 公司“出血”
Employee – financed / 員工“出血”

Benefits an be Made More Effective 福利可以更加有效
Cost sharing / 成本分?jǐn)?
Aggressive Cost Management / 成本控制
Engaging Employees in Benefit Choices / 員工可以選擇
Target specific benefits to make workforce more productive / 福利須注重員工效率的提高
Childcare , wellness , employee assistance

福利
福利的范疇及分類
由政府強(qiáng)制或公司自行興辦的保障辦法；
非工作狀態(tài)，不論公務(wù)或公余，所取得之給付
員工服務(wù)項(xiàng)目
工作津貼
工作獎(jiǎng)金

Issues in benefits planning 設(shè)計(jì)福利需考慮的因素
Employer preferences / 雇主偏好
Employee preferences / 員工偏好
Administration / 福利管理問題：
Communicating benefits / 福利的溝通
Relations with regulators , etc / 法規(guī)
Cost analysis and control / 成本控制
monitoring / 監(jiān)控

Flexible benefit plans (cafeteria) “自助餐”式福益計(jì)劃
Workers get more value / 員工獲得更多價(jià)值
Helps make employees more aware of benefit costs / 讓員工了解福利的成本
Addresses different employees needs / 滿足不同的福利需求
Maybe reduce some costs for benefits not needed / 降低無需求福利的成本
Increased design and administrative / 提高了設(shè)計(jì)和管理成本

Anatomy of a cafeteria benefit plan 自助餐福益計(jì)劃的操作
Estimate fund available for each employee / 核定每個(gè)員工的福利賬戶
Core of mandatory benefits / 以強(qiáng)制性福利為核心
Nucleus of “necessary” benefits / 以需求為核心
Optional benefits ( employee can choose to the maximum available to him /her) / 福利的可選擇性
Decision on surplus availability / 供給的可獲得性
Procedure for periodic review and change / 定期調(diào)整或修改

Managing Benefits 福利的管理
Survey & benchmarks 參照性調(diào)查
Cost control 成本控制
Managed care 管理對(duì)員工的“關(guān)懷”
Co – insurance 共同保險(xiǎn)
Workforce demographics 員工的人文分類
Communicating with employees /福利的溝通
Guidelines for Design 設(shè)計(jì)方針
Improved Communication – Increases Saliency of Benefits
加強(qiáng)溝通，凸顯福利
Employee Involvement in the Program Design
員工介入設(shè)計(jì)過程
Linking Benefits ( where possible ) to the desired word behaviors
盡可能與期望的績(jī)效行為相關(guān)聯(lián)
Wages v . benefits
Value – the amount an individual is willing to pay for a goods or service
價(jià)值是個(gè)人愿為某商品或服務(wù)付出的金額
If price is too high , the worker wouldn’t buy
價(jià)格過高，則工人不會(huì)購(gòu)買
Worker may be willing to pay more for the benefit than it costs (eg , group rates , taxes)
工人可能愿意高于成本來享受福利
Willingness to trade wages for benefit
可能愿意工資和福利間的交易
Salary = 55827-1836(health plan )
Salary with health plan $ 53991
Employees Undervalue Benefits 員工通常低谷福利
Unaware of costs
不了解成本
Every benefit does not suit every worker
“一道菜不可能滿足每個(gè)人的胃口”
Benefit Summary 總結(jié)
Benefits usually do not motivate
福利通常無激勵(lì)作用
Usually viewed an entitlement
通常被視為應(yīng)該的
Benefits may help attraction and retention
福利可能有助于吸引和挽留
Often undervalued by employees
經(jīng)常為員工所低谷
Communication important in the process
溝通的重要性

Variable Pay Management
可變薪酬管理
Objectives of This Session 本節(jié)目標(biāo)
During this session , you will get an overall picture of following ：
在本節(jié)中，您會(huì)了解到以下內(nèi)容：
Profit Sharing 利潤(rùn)分享
Sales Commission 銷售提成
Gain Sharing 盈余分享
Objectives of Performance – Based Rewards 績(jī)效獎(jiǎng)勵(lì)的目標(biāo)
To attract and retain high – performing employees
吸引并挽留高績(jī)效的員工
To motivate employees to attain the goals of the organization
激勵(lì)員工達(dá)成組織的目標(biāo)
To increase employee satisfaction by ensuring individual equity
確保平等以提高員工的滿意度
Conditions for pay to serve as a motivator of good performance 薪酬作為激勵(lì)良好績(jī)效的前提
Pay should be desirable
可及
Good performance should be perceived to lead to higher pay
良好表現(xiàn)一定獲得更高薪酬
Quality of performance should be related equitably to the amount of effort expended
平等原則
Plusses of good performance should outweigh the minuses
將功補(bǔ)過
Employees should see good job performance as the most appealing possible behaviors
良好表現(xiàn)的高吸引力
Level of Aggregation Decision Factors 協(xié)同決策因素
Technology
技術(shù)
Information system
信息系統(tǒng)
Size of the organization
公司的規(guī)模
Trust between employees and mgt
員工與管理層相互的信任
Individual performance
Technology less complex so as to permit independent job tasks
技術(shù)不復(fù)雜，所以員工可獨(dú)立控制
Info system allows objective measures of the individual's performance
信息系統(tǒng)使員工的績(jī)效得以客管考量
Larger size organization – usually non unionized
公司規(guī)模大，因而無工會(huì)
Employee trusts the supervisor
員工信任管理人員
Group/firm level
Complex technology = tasks interdependent
技術(shù)復(fù)雜造成崗位的互賴
Objective measures only at group level
客管標(biāo)準(zhǔn)對(duì)團(tuán)隊(duì)層面更有效
Small size means individuals can influence the outcome of organization
公司規(guī)模小，所以員工個(gè)人可以控制企業(yè)的產(chǎn)品
Employees must understand & accept goals and have a high level of trust
員工必須理解和接受既定目標(biāo)
Union must support the plan / 工會(huì)的支持
Approaches to relating pay to performance 依據(jù)績(jī)效進(jìn)行獎(jiǎng)勵(lì)的辦法
Automatic progression / 自動(dòng)遞增
Pure merit / 注重功績(jī)
Combination / 組合
Bonus vs salary increase / 獎(jiǎng)金與工資的提高
Size of the increase / 工資調(diào)整的大小
Openness of system / 體系的透明度
The dimensions of performance
Past performance / 過往績(jī)效
Current performance / 現(xiàn)在績(jī)效
Future performance / 將來的績(jī)效
Length of payout period / 發(fā)放時(shí)段的長(zhǎng)短

Profit Sharing Plans 利潤(rùn)分享
Link C&B to firm's performance / 薪酬與企業(yè)績(jī)效的掛鉤
Promote partnership / group incentive / 鼓勵(lì)組群激勵(lì)
Encourage employees to care about the firm's results / 鼓勵(lì)員工關(guān)注企業(yè)的效益
Create retention by deferring payout / 支付遞延的員工挽留效應(yīng)
Lower base pay as some is now variable / 可以降低底薪
“Line of Sight ”issue–COMMUNICATION / 必須溝通

薪酬體系的設(shè)計(jì)與管理(ppt)