- 1. Pay & Reward forHuawei Technologies, Co., Ltd.
By:
Elaine Ng
Mercer Executive Resources Consulting (MERC)
Tel: 852-2115 2088; Email: enskcrg@netvigator.com
- 2. 設定薪酬結構Developing Salary Structure
- 3. 設定薪酬結構之考慮因素Developing Salary Structure- ConsiderationsBase 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 Unders高出/底於工資幅度
- 4. 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
- 5. 中國市場數據 Market Data on China - 上海製造業 Shanghai Manufacturing WOFE (1)Data as at April 199990百分比
90th Percentile75百分比
75th Percentile中位數
Median25百分比
25th Percentile10百分比
10th PercentileRMBPosition Class
- 6. 中國市場數據 Market Data on China - 上海製造業 Shanghai Manufacturing WOFE (2) Data as at April 1999
- 7. 貴公司以及市場比較Your Company vs the Market Comparison75百分比
75th Percentile中位數
Median25百分比
25th Percentile貴公司回歸線
Your company trendlineRMBPosition Class
- 8. 貴公司以及市場比較Your Company vs the Market Comparison
- 9. 年初 年中 年末
Start Year Mid End Year年初 年中 年末
Start Year Mid End YearLAG 落后
LEAD 领先
LEAD-LAG
落后-领先之间基本薪金政策
Base Pay Policy1320
1100
9001200
1000
8001320
1100
8001320
1100
800
- 10. 建 立 竞 争 工 资 Develop Competitive SalariesRMBGrade
PC41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57Grade or Position Class 一 个 等 级 = 一 个 标 准 工 资
One Grade = One Reference Salary
标 准 工 资 = 竞 争 报 酬 = 招 聘 标 准
Reference Salary = Competitive Pay = Recruitment Standard
- 11. 利用幅度制定工资架构Develop Salary Structure with Rangesa b c = 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 (%) between grades?
How wide should the ranges be?
How much should the range overlap?}GradeRMB
- 12. 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
- 13. 定最低工资Establishing Minimum最低
MinimumMid-Point 中点1 +Range2=((E.g.Rmb 1,0001 +50%2=((Rmb 1,0001.25=Rmb 800=Rmb 1,0001 +50%2((= 1 + (25%)
= 1 +
= 1 + 0.25
= 1.2525
100幅度
- 14. 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 1 + 50%
= 1 +
= 1 + (0.5)
= 1.550
100((
- 15. 中点增加率Mid-Point ProgressionGradual
逐渐的Moderate
稳健的Steep
陡斜的10%10%15%15%30%30%More grades
多级别Less grades
少级别
- 16. 幅度重叠Range Overlap1,2001,0008001,8001,5001,2001,8002,2502,700Grade1,2001,0008001,3501,1259001,0001,2501,500Grade1,2001,0008001,5001,2501,0001,2501,5631,875GradeNo 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 overlap 重叠部分= 67%
1,200 - 900 300
1,350 - 900 450= = 67%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= = 40%RMBRMBRMB
- 17. 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 three other grades
- 18. 幅度的重要性Significance of Salary RangeQ4Q2Q3Q1中点 = 竞争性工资
Mid-Point = Competitive PayMaximum 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
- 19. 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 Competitiveness
管理概念
Management Philosophy
- 20. $中值前进
mid-point progressionReference Salary标准工资Grades等级超过/低过 工资幅度
Overs and Unders用什么策略?
What Strategies?