薪酬體系的設計與管理——薪資作業(yè)過程

1、,薪酬體系的設計與管理,,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 resour

2、ces 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?，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、

3、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

4、責之增加，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 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

5、 技術 結(jié)構及給付 步驟 推行,?薪資水準?薪資晉升?薪資計劃?薪資溝通,?工作分析?工作評價?薪資調(diào)查?薪資咨詢,?薪資預算?工作劃等?核薪?薪資審核,?薪資成本?內(nèi)在結(jié)構?外在趨勢,?薪等?給付水準?員工服益,,,,,,,,,,,,,,,薪資架構,薪資架構的理念： 對內(nèi)公平性

6、 對外公平性,薪資架構,薪資架構的形成：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,薪資架構的選擇：等幅式薪資架構連續(xù)式扇狀走向薪資架構復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,,對內(nèi)公平,,,對外公平,公平,Class Overview (課程展望）,Session 1: Compensation Program Man

7、agement 薪酬管理概述Session 2: Market Survey 市場調(diào)研Session 3: Statistic Basics&Application 統(tǒng)計學基礎及應用Session 4: Pay Structure Design 薪酬架構的建立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Ses

8、sion 7: Salary Administration 薪酬管理,,Compensation Management薪酬管理概述,薪酬管理的任務,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 th

9、e 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)可負擔的平衡Easy to administrate/opera

10、te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?shù)乃?薪酬策略,Focus on total compensation programs

11、專注于整體薪酬體系的設計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 sy

12、stem技能技巧 – 工作設置系統(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)務的價值 – 留才計劃Efficient labor cost management – “Using the money wisel

13、y”有效的人才成本管理– 花錢的智慧,薪酬管理目標 ---- 平衡,Employee員工：,Balance point平衡點：,Competitiveness競爭性Affordability可負擔性Flexibility靈活性,Company公司：,Equity公平性Consistency一致性Valuable自我價值的體現(xiàn),Labor cost management勞動力成本管理Merit syst

14、em績效工資體系,薪酬管理角色分工,,Compensation position工資政策Competitive position競爭水平Labor cost人力資源成本,,,,Company Executive -Decision 高層經(jīng)理 – 決策,Human Resources -Proposal 人力資源部 –提議,Managers -Execution 中層主管 – 執(zhí)行,Job Evaluation syst

15、em職位評估系統(tǒng)Compensation System工資體系Benchmarking市場調(diào)研Labor cost analysis人力成本分析,Job description evaluation職位描述，評估Performance evaluation工作表現(xiàn)評估Salary increase decision工資增長幅度的決定,Discussion （討論）,What makes you to be a c

16、ompensation 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)務戰(zhàn)略及重點Understand organization structure and jobs in the organization公司組織結(jié)構及業(yè)務分布E

17、xternal 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 人際關系網(wǎng)Have a resources pool to leverage for info

18、rmation 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,Pro

19、gram Management Cycle 項目管理周期,Company’s Strategy and plan公司策略,Human Resources Strategy人力資源策略,Compensation Strategy薪酬策略,Evaluation 評估,Design 設計,Communication &Training溝通與培訓,Administration 管理,,Implementation 實施

20、,,,,,,,,,,,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

21、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 o

22、f report required/Format 所需要的內(nèi)容形式Additional request,if any 其他要求等,服務申請的提出---- 練習,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

23、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

24、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?，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提出服務申請,自我實

25、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 設計問題/問卷Report 報告Result analysis 結(jié)果分析,Define your mark

26、et 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

27、競爭，人才，形象，管理風格等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 Co

28、mpensation 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 問題設定,Use common terms,put in explanations if necessary用通用的術語，必要時有解釋Use

29、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）,Company want to revisit the relocation allowance policy as the number of rel

30、ocation is growing and the allowance is relative high and without update for 3 yearsPlease 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)務量的增加，派遣人員總數(shù)不斷上升，公司

31、擔負不斷增加，想調(diào)整津貼金額請設計調(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

32、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

33、類,Base pay 基本薪資Monthly base salary times 12基本月薪*12Guaranteed 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 measureme

34、nts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,,,,Total Rem,Total Cash,Guaranteed Cash,Analysis of Survey Data 分析調(diào)研數(shù)據(jù),To understand 理解How data was collected

35、 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,Survey reports conte

36、nts 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 dataUsually by job families 分工作種類Market position comparisonWhat is your company’s pay positio

37、n 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)計學基礎及應用,Statistics Terms 統(tǒng)計學基礎,Mean 平均值

38、Unweighted mean 不加權平均值Weighted mean 加權平均值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 m

39、ean 不加權平均值Obtained by computing the average of the values of the data points直接平均法Weighted mean 加權平均值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,Exampl

40、e of Computing Mean,,Exercise of Computing Mean Refer to Survey Data,計算平均值的練習,Exercise of Calculating Mean 計算平均值的練習,Median 中值,The point along an ordered data points at which an equal no. of data points fall above and b

41、elow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

42、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（1）,Example of computing median(2) 計算中值的練習（2）,Computing Percentile 計算百分位,Definitions (定義)Px , the desired percentile points,wherePx , 為所需的百分位點x , the perce

43、ntile rank desired (e.g. 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)

44、n , the number of data points in the samplen，為數(shù)據(jù)的總量,Example of Computing Percentile (1)計算百分位的練習（1）,,Computing P25 v = 25/100*(7+1)=2P25 should be the 2nd data point P25為下數(shù)第二個數(shù)據(jù)Which is 2800 So

45、, p25 = 2800Please calculating P75 by self請計算P75,Example of Computing Percentile (2)計算百分位的練習（2）,,Computing P25 v = 25/100*(8+1)=2.25P25 should be the 2.25th data point which in between 2nd an

46、d 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) =2850Please calculating P75 by self請計算P75,Quartiles 區(qū)間,In compensation analysis ,percen

47、tiles 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％

48、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，

49、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)計學知識讀懂報告Data com

50、parison – 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,Data數(shù)據(jù),Information信息,Knowledge知識,Evalu

51、ation評估,,Mgmt Decision管理決策,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料 Determine

52、date to which to age data 設定市場數(shù)據(jù)預估時間Effective date of salary structure 新的工資架構的生效日期或數(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 marketLead , 工資結(jié)構

53、與年底的市場水平看齊Lag , structure will compete the year end marketLag , 工資結(jié)構與年初的市場水平看齊Lead /lag , structure will compete the midyear marketLead /lag , 工資結(jié)構與年中的市場水平看齊,Example of aging market data 預估市場數(shù)據(jù)的例子,Survey data effect

54、ive 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預估值為2002年8％，2003年6％The company’s structure will effective July 1 , 2003新的工資架構生效日為2003年7月1日Please calculate the aging f

55、actors 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

56、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 payGuaranteed cash Total cashTotal remunera

57、tion,ABC Company Pay Practices ABC公司的工資結(jié)構,ABC company pay practicesABC 公司的工資結(jié)構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

58、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

59、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

60、of data comparison數(shù)據(jù)比較的練習,Market Index市場系數(shù),Pay Structure Design設計工資架構,,Something about pay structure 關于工資架構,,An Ideal Compensation Program理想的薪酬設計,Internal equity 內(nèi)部公平性External competitiveness 外部競爭性Affordability

61、 可負擔性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 a

62、nd Specific Factors Affecting Pay Structures影響工資架構的一般與特殊因素,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Corporat

63、e 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工資架構的例子,,Grade,Pay Structur

64、e Design工資架構的設計,Base pay policy line 基本工資政策線Number of job grades/bands 級別的設置Midpoint progression 級差Range spreads 級寬Range overlap 級間重疊區(qū)Number of pay structures 工資架構的數(shù)目,Profile of a Base Pay Structure

65、典型的工資架構,a: Range min 最低點 d–c : Range overlap 級間重疊區(qū)b: Range max 最高點 e-f , f-g : Range progression 級差a-b :Range spread 級寬 e-f-g :Base pay policy line 基本工資政策線,Range Spreads級

66、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

67、 on Midpoint and Range Spread由級差算出中點距兩極的距離的練習,Exercise for calculating Min /Max from Midpoint從中點算出最高最低點的練習,Range Progression級差,Percentage difference between grade midpoints兩極中點的差距百分比To consider the following when de

68、sign the jump在制定級差時應考慮的因素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 profess