薪酬體系的設(shè)計與管理(ppt)
薪酬體系的設(shè)計與
管理 工資管理
薪酬管理的宏觀戰(zhàn)略
本節(jié)目標
在本節(jié)中，您會了解到以下內(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酬或收入。
薪資的定義
薪資管理的目標
組織目標
1、保證組織可以招聘到所需要的人才；
2、穩(wěn)定有績效的員工；
3、給予員工報酬以增進績效；
4、以工作對組織價值為取向，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、具有隨市場及組織變動以機動調(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耗資。
薪資的定義
薪資管理的目標

員工目標
員工覺得所獲待遇合理及公平，并能配合生活費及勞動力市場之水準和職責(zé)之增加，并隨之調(diào)整，進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；
準確性；
合理性。
薪資的定義
薪資政策
1、薪資水準
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
4、薪資異動
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：

對內(nèi)公平性
對外公平性
薪資架構(gòu)
薪資架構(gòu)的形成：

建立公司薪資給付政策線
進行薪資調(diào)查
建立薪等薪級制度
薪等薪級的擴延
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
曲線型給薪趨勢線
薪資管理操作的必須步驟：

崗位分析

崗位評估

市場情況

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 市場調(diào)研
Session 3: Statistic Basics&Application 統(tǒng)計學(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)績的加薪計劃
Session 6: Compensation Cost 薪酬成本計算
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)與實施整體薪酬計劃，從而達到以下目的：
Attracting ，retaining and motivating the best talent the company have
吸引，保留及激勵本企業(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
達到具有競爭力及企業(yè)可負擔(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：
清晰地對計劃進行溝通，從而：
The program is understood/accepted
使薪酬計劃能被理解
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
Leverage effective market survey to get competitive market information
有效利用市場調(diào)研提供的市場信息
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) – 績效考評系統(tǒng)
Value to the business – using retention programs for top talent
對業(yè)務(wù)的價值 – 留才計劃
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 ---- 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
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)濟環(huán)境
Labor market situation and trend 人力資源市場狀況及趨勢
Labor law /policy update　勞動法規(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 項目管理周期


Market Survey
市場調(diào)查
市場調(diào)查的種類
Self conducted survey
由本公司執(zhí)行進行
Buy survey report
購買調(diào)查報告
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
衡量各種市場調(diào)查的方法的投資回報率
Easy to conduct 實施的難易度
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)申請的提出
Purpose of the survey 調(diào)研目的
Target market 目標市場
Target jobs 目標工作種類
Information required 所需要的信息
Data of delivery expected 所需要的時間
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構(gòu)?，F(xiàn)要在天津建立一個研發(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
請練習(xí)提出服務(wù)申請
自我實施的調(diào)研
Purpose 目的
Target market 目標市場
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)計問題/問卷
Report 報告
Result analysis 結(jié)果分析
Define your market 定義市場
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 主要競爭對手
Other considerations in talent competing,image competing,management system competing,etc
其他競爭，人才，形象，管理風(fēng)格等
Size of the market 市場的大小
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)金項目
Benefits practice 福利政策
Pay policies 工資政策
Retention policies 留才計劃
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)負不斷增加，想調(diào)整津貼金額
請設(shè)計調(diào)查問卷以收集市場信息
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)研公司提供的標準工作描述
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?
必要時要邀請業(yè)務(wù)經(jīng)理參加工作類比會議--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，年底固定獎金
Total cash 全部現(xiàn)金收入
Including any variable bonus,incentive with measurements
抱愧浮動獎金，銷售獎金
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)研報告
What the data represents for 數(shù)字會說話
How can we use the data 如何運用數(shù)據(jù)
Your competitive position
你公司的競爭水平
Define your future salary structure
制定薪酬架構(gòu)
Survey reports contents 調(diào)查報告內(nèi)容
Executive summary 概述
A high level economic /labor market trend report
對經(jīng)濟情況及人才市場走勢的概述
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 福利項目
Retention programs 留才計劃

Statistic Basics & Application
統(tǒng)計學(xué)基礎(chǔ)及應(yīng)用
Statistics Terms 統(tǒng)計學(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
考慮每個數(shù)據(jù)的個數(shù)因素然后加以平均

Example of Computing Mean
Exercise of Computing Mean Refer to Survey Data
計算平均值的練習(xí)
Exercise of Calculating Mean 計算平均值的練習(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)個數(shù)據(jù)中，中值就是排在最中間的那個數(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)個數(shù)據(jù)中，中值就是排在最中間的兩個數(shù)的平均值
Example of computing median(1) 計算中值的練習(xí)（1）
Example of computing median(2) 計算中值的練習(xí)（2）
Computing Percentile 計算百分位
Definitions (定義)
Px , the desired percentile points,where
Px , 為所需的百分位點
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)第二個數(shù)據(jù)
Which is 2800
So , p25 = 2800

Please calculating P75 by self
請計算P75
Example of Computing Percentile (2) 計算百分位的練習(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個數(shù)據(jù),也就是在第2與第3數(shù)據(jù)之間的一個數(shù)值
Which is in between 2800 and 3000
So , p25 = 2800+0.25*(3000-2800)
=2850
Please calculating P75 by self
請計算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
把每一個區(qū)域分成4個區(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，市場上最高的25％的數(shù)據(jù)
Market survey analysis 市場調(diào)研結(jié)果分析
Read & understand the reports
運用統(tǒng)計學(xué)知識讀懂報告
Data comparison – apple to apple
數(shù)據(jù)比較
Time :age market data 與時俱進的市場數(shù)據(jù)
Value:market comparable base pay 可比性工資
Position to market :market index 市場系數(shù)
Analysis survey result 分析調(diào)查報告

Aging market data 市場數(shù)據(jù)的與時俱進
Determine annual aging factor 增長指數(shù)的計定
Data coming from survey reports , salary increase plan % reported by participating companies
從市場報告中對未來年薪資增長的預(yù)料
Determine date to which to age data 設(shè)定市場數(shù)據(jù)預(yù)估時間
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)與年中的市場水平看齊
Example of aging market data 預(yù)估市場數(shù)據(jù)的例子
Survey data effective date is October 1 , 2002
市場調(diào)查報告生效日為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
請用lead , lag , and lead /lag 的方式分別計算市場預(yù)估指數(shù)
Come out market comparable base pay 把市場數(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
從市場報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個月月薪
1 month year end fixed bonus
年底1個月固定獎金
1month variable bonus measured by company performance
年底1個月浮動獎金根據(jù)公司的業(yè)績
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)金住房補貼
Calculating Market Comparable Base Pay 計算市場可比性工資
Market Index 市場系數(shù)
Compare company average salary with market average salary
本公司平均工資與市場平均工資的比較
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 市場系數(shù)
Pay Structure Design 設(shè)計工資架構(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
Internal equity 內(nèi)部公平性
External competitiveness 外部競爭性
Affordability 可負擔(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 對公司資源的保護
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)文化及價值觀
Management philosophy 管理宗旨
External economic environment 外部經(jīng)濟環(huán)境
Labor market demand and supply 市場的供求比
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
Base pay policy line 基本工資政策線
Number of job grades/bands 級別的設(shè)置
Midpoint progression 級差
Range spreads 級寬
Range overlap 級間重疊區(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d–c : Range overlap 級間重疊區(qū)
b: Range max 最高點ef , fg : Range progression 級差
ab :Range spread 級寬efg :Base pay policy line 基本工資政策線
Range Spreads 級寬
Plus and minus midpoint percent
中點距兩極的距離
(1+％desired)/(1-% desired) -1=range spread
(1+20% ) (1-20%) = 0.5 or 50%

Minimum to maximum
最低點與最高點的距離
(max –min ) / min = range spread
(4500-3000) / 3000=0.5 or 50%
Exercise on Midpoint and Range Spread 由級差算出中點距兩極的距離的練習(xí)
Exercise for calculating Min /Max from Midpoint 從中點算出最高最低點的練習(xí)
Range Progression 級差
Percentage difference between grade midpoints
兩極中點的差距百分比
To consider the following when design the jump
在制定級差時應(yīng)考慮的因素
Market competitiveness 市場競爭性
Cost of promotions 升值的成本
Midpoint-to-midpoint differential guidelines (ideal situation)
級差的規(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％ 高級管理層
Typical Range Spreads 典型的級寬
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 外部競爭力
Achieve attract , retain and motive purpose
完成吸引，保留及激勵人才的目的
Get most recent market data
拿到最近的市場數(shù)據(jù)
Developing a Pay Structure 制作工資架構(gòu)
Define internal pay grads 制定內(nèi)部的工資級數(shù)
Slot jobs into pay grads 把工作與級別相對應(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
競爭水平（你公司在市場上的定位，25p,50p,75p)
How many structures you need
需要多少個工資結(jié)構(gòu)
Developing a Pay Structure 制作工資架構(gòu)
Apply most update　market data
用最近的市場數(shù)據(jù)
Age the market data according to pay policies
預(yù)估市場工資水平
Grouping market data by job families you need for specific structure
把市場數(shù)據(jù)按工作族群分類
Calculating the mean of those market data
算出市場數(shù)據(jù)的中值
Find out market inconsistencies and smooth out grade midpoints
找到市場的不協(xié)調(diào)點并用平滑方法決定中點
Review differences between midpoints and market data
回顧中點及市場中值的差距
Resolve inconsistencies between internal and external equity
對外部及內(nèi)部的不一致性進行平衡
Developing pay ranges around the proposed midpoints
用決定好的中值定出級寬及最低最高點

Building Your Structure 制定你的工資架構(gòu)
Decide your midpoint
決定中點
Smooth out where you lack of market data
如沒有市場數(shù)據(jù)，用平滑方法決定
Decide your range spread
決定級寬
Calculate the minimum and maximum
計算最低和最高點
Calculate the midpoint progression
計算中點的級差
Further smooth out the range by appropriate progression and range spread
用適當(dāng)?shù)募壊睿墝拋碜詈笃胶?
Build Your Structure – Assumptions 制定工資架構(gòu)－假設(shè)情況
Market movement 市場動向
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
績效工資系統(tǒng)

Link Performance With Pay
工資及表現(xiàn)的結(jié)合
Merit Pay System 績效工資
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
績效評估系統(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 在級別中的位置Pay Progression with Range 在同級中工資的進度
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 的計算
Salary
Exercise on Calculating Compa-ratio 計算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 計算工資百分位值的練習(xí)
Merit Increase Guidelines 績效工資增長規(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)增長的比例
Performance rating distribution 工作表現(xiàn)分數(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 工資增長預(yù)算
Percent necessary to match market as of January 1
追趕一月一日市場的增長百分比
Anticipated percent of next year's market movement (lead ,lag ,lead/lag)
預(yù)期的市場增長比例，考慮領(lǐng)先或滯后策略
Desired position above or below the market (pay policy)
想要比市場高或低的百分比（市場定位）
Percentage Increase Example 工資增長比例的例子
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
績效考評分數(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 工資增長矩陣的練習(xí)Merit % Assumption 增長比例設(shè)定
A Sample of Pay Structure & Merit Matrix 工資架構(gòu)與績效工資增長的例子
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 （年終獎金）
Sales incentive （銷售獎金）
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 人力成本的計算
Annual Labor Cost Calculation 年度人力成本計算
Salary increase program cost 加薪成本
Promotion cost 升職成本
Resources changes cost 人員變動成本
Annual Cash Flow Cost of Monthly Payroll 月工資變動對全年的影響
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)
七月的加薪對全年造成50％的影響
Promotional cost calculation 升職成本的計算
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 ?
升職何時會發(fā)生
Annual promotional % = % population x avg inc% x cash flow factor
Resources Changes Consideration 人員變動對成本的影響
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
薪酬計劃的有效性
Overall competitiveness
整體的競爭性
Maintain healthy resource structure
保持良好的人員結(jié)構(gòu)
Way of labor cost management
勞動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 機構(gòu)重組
Employee request 員工主動提出
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 市場價值調(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)厥袌隹待R
Commonly used for low level jobs 對較低級別適用
Differentiation consideration 考慮因素
Cost of living 生活指數(shù)
Cost of labor 勞動力市場價格
Approaches 辦法
Individual pay adjustment in base pay , allowances
個人工資調(diào)整，給地區(qū)補貼
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
During this session , you will get an overall picture of
following：
在本節(jié)中，你會了解到以下內(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)濟狀況，積極創(chuàng)造條件，興辦
各種福利，改善和提高勞動者的福利待遇。減輕職工
生活負擔(dān)，保持或提高職工的司機生活水平
勞動者計提生活福利設(shè)施
勞動者文化娛樂設(shè)施
勞動者的福利補貼
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、失業(yè)保險、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
有吸引力
業(yè)績肯定
善解人意
Reliable
Credible
Attractive
Recognition
empathic


福利
福利給付之理念：
政府強制規(guī)定；
公司的責(zé)任感；
吸引并維持優(yōu)秀人才；
保持競爭性；
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 福利增長的壓力源
Wage controls / 工資控制
Union or competitive pressures / 工會和競爭的壓力
Employer initiative / 雇主動議
Cost effectiveness / 成本考慮
Favourable tax treatment / 稅務(wù)原因
Lower group rates / 團隊項目的減少
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 / 成本分攤
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)項目
工作津貼
工作獎金

Issues in benefits planning 設(shè)計福利需考慮的因素
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”式福益計劃
Workers get more value / 員工獲得更多價值
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)計和管理成本

Anatomy of a cafeteria benefit plan 自助餐福益計劃的操作
Estimate fund available for each employee / 核定每個員工的福利賬戶
Core of mandatory benefits / 以強制性福利為核心
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 管理對員工的“關(guān)懷”
Co – insurance 共同保險
Workforce demographics 員工的人文分類
Communicating with employees /福利的溝通
Guidelines for Design 設(shè)計方針
Improved Communication – Increases Saliency of Benefits
加強溝通，凸顯福利
Employee Involvement in the Program Design
員工介入設(shè)計過程
Linking Benefits ( where possible ) to the desired word behaviors
盡可能與期望的績效行為相關(guān)聯(lián)
Wages v . benefits
Value – the amount an individual is willing to pay for a goods or service
價值是個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
價格過高，則工人不會購買
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人的胃口”
Benefit Summary 總結(jié)
Benefits usually do not motivate
福利通常無激勵作用
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
During this session , you will get an overall picture of following ：
在本節(jié)中，您會了解到以下內(nèi)容：
Profit Sharing 利潤分享
Sales Commission 銷售提成
Gain Sharing 盈余分享
Objectives of Performance – Based Rewards 績效獎勵的目標
To attract and retain high – performing employees
吸引并挽留高績效的員工
To motivate employees to attain the goals of the organization
激勵員工達成組織的目標
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 薪酬作為激勵良好績效的前提
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，所以員工可獨立控制
Info system allows objective measures of the individual's performance
信息系統(tǒng)使員工的績效得以客管考量
Larger size organization – usually non unionized
公司規(guī)模大，因而無工會
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
客管標準對團隊層面更有效
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
Union must support the plan / 工會的支持
Approaches to relating pay to performance 依據(jù)績效進行獎勵的辦法
Automatic progression / 自動遞增
Pure merit / 注重功績
Combination / 組合
Bonus vs salary increase / 獎金與工資的提高
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 / 過往績效
Current performance / 現(xiàn)在績效
Future performance / 將來的績效
Length of payout period / 發(fā)放時段的長短

Profit Sharing Plans 利潤分享
Link C&B to firm's performance / 薪酬與企業(yè)績效的掛鉤
Promote partnership / group incentive / 鼓勵組群激勵
Encourage employees to care about the firm's results / 鼓勵員工關(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)計與管理(ppt)