知识转移HR专业人员薪酬设计培训材料解析.ppt

归根结底，都是comparator group 的关系，但总体来说，确定comparator group 的原则应该是选择人才的竞争对手，而不是业务的竞争对手。 如果发现两份数据来源的参与公司相差不多，但最后数据有差异时，可选择几家公司的平均值。 No data：Staff IT Engineer +,=,- application: Less incumbents 什么时候考虑用多个structure,什么时候考虑用单一structure? Uniform vs. Customised 需要不同的架构(traditional vs. broad grades) 举例说明(Mfg vs. Management)：对于manufacturing中较低级别的员工来说，他们更注重级别晋升带来的薪酬调整，所以用级别相对多的工资结构，而对于高管层，尤其在集团公司，高管相对较多，一般会有单独的高管salary structure. 不同的VP Program, 一般来说，Sales, RD, 都会有独立的salary structure; 不同的city tier 对于manufacturing 来说，内部的公平性从某种程度上讲比外部的竞争性更为重要。 How you get there? Interviews with senior management Focus group sessions with employees Benchmark “best practices” Prepare written compensation philosophy / strategy Demonstrate implications and cost / benefits of strategy Consider methods to measure success Monitor and improve Progression 的两倍 市场25，75 被cover 市场common practices 传统工资级别 专业水平较低的服务，生产和机器维修等职位为20%-25% 行政人员，技术员和专家助手等职位30%-40% 高级管理人员为50%以上。 级别幅宽： 体现在同一级别内依据绩效、能力增长、职责扩充带来的薪酬增长机会 中点值递进率：体现晋升所带来的薪酬增长机会 用上下级别的midpoint作为最大最小值 用市场上同级别所有职位的最高值和最低值作为最大最小值 After having a new salary structure, the most important step is how to move employees into the new salary structure It is important to identify a transition strategy and transition plan before fully implementing the new salary structure To ensure that the new salary structure is well understand and effective transition, communication is an important tool to provide information to employees How openly? – How much do you share the compensation with line manager/employee? What information? – Do you share min, mid, max, market data with employee? What consideration factors are used? Who are the audience? – Do have you education session about pay with line manager/employee? Who will communicate? – HR, Line Manager, CEO, who is the most credible source? From our research, there is a big gap between what the company share pay info to employee and what employees expect the employer to tell them Here is the common factors that the company uses