薪资计与管理.pptVIP

Lag Policy 落后政策 Your Reference Salary EQUAL Updated Market Benchmark at start of year 标准工资在年头相等最近新的市场工资 Lead Policy 领先标准 Your Reference Salary FULLY AHEAD of Updated Market Benchmark at start of year 标准工资在年头百分百领先最近新的市场工资 Lead-Lag Policy 落后-领先 (妥协) Your Reference Salary HALFWAY AHEAD of Updated Market Benchmark at start of year 标准工资在年头百分之五十领先最近新的市场工资 滞后政策－结构与计划年度初期的竞争性薪资相匹配 开始 Start 结束 End 计划年度 Plan Year 领先政策－结构与计划年度末期的竞争性薪资相匹配 开始 Start 结束 End 计划年度 Plan Year 领先－滞后政策－结构与计划年度中期的竞争性薪资相匹配 开始 Start 结束 End 计划年度 Plan Year 决定市场竞争性和竞争地位 工作分析 岗位描述 岗位评估 现有薪酬 结构分析 反映岗位 价值的等级 薪酬调查数据 竞争性分析 支付理念 策略 薪酬结构 Provide a well-defined framework for managing for start rate, individual performance-related pay increases and promotion increases 為管理起薪點、與個人表現掛鉤之加薪和晉升之加薪提供了明確界限的架構 Help in communication of pay policies and practices 有助對薪酬政策和慣例的理解 Align midpoint values closely with competitive market pay rate 使工資中位數緊貼具競爭力的市場薪酬 Update remuneration ranges easily 容易更新薪酬幅度  对岗位付薪的优点 Provide upward-mobility opportunities 提供晉升機會 Allow managers to move people through remuneration ranges based on many different factors (e.g.performance, competency, years of service) 根據不同的因素 (例如：工作表現、技能、服務年資 等) ，允許經理們決定員工薪酬幅度 Provide employers with control over costs 為僱主提供好的成本控制 Make remuneration market comparison at individual, functional and organizational levels 於個人、功能性和公司整體的水平，與市場作比較 Not encourage employees to work beyond their job requirements 並不鼓勵員工擔當超越工作範圍的工作 Too much emphasis on moving from grade to grade for advancement, but not on development 太強調等級與等級的晉升，並不提倡個人發展 Inflexible (given upper and lower limits on ranges) 欠缺彈性(工資幅度的上限與下限已被設定) Impose a degree of hierarchical rigidity 加強等級制度 Require training in position evaluation and certain level of technical expertise 需要職位評估培訓和某程度的專業知識  利用職級架構的缺點 What is Broad-banding?甚么是放大幅度 Bands Positions 100,000 75,000 50,000 25,000 100,000 75,000 50,000 25,000 Annual Base (US$) Annual Base (US$) Broad Bands放大幅度 Multiple Grades多等級 Broader with fewer