房地产企业薪酬管理及员工激励学员调研草案.pptVIP

2010年11月27日 郑州 卢伟 : SOHO中国有限公司人事行政总监。拥有多年人力资源领域管理实践经验。加入地产业前曾服务于多家跨国企业从事人力资源管理工作，如马士基航运和物流、飞利浦等。 薪酬是什么？ 如何设计薪资结构？ 公司该有几套薪资结构？ 岗位如何分级？ 奖金怎么分？ 怎样调薪？ 除了钱还有什么能激励员工？ 薪酬是什么？ 如何设计薪资结构？ 公司该有几套薪资结构？ 岗位如何分级？ 奖金怎么分？ 怎样调薪？ 除了钱还有什么能激励员工？ 薪酬的内部均衡，满足公平性要求 避免差距过大或过小 选择岗位评估工具 定义市场比对对象：行业、有竞争性的公司、候选人来源等因素 职位匹配：保证比较对象的准确性 薪酬数据的获得 生成市场调研报告：实际数字vs.回归数据 职级 职务名称 工资序列 固定工资vs.浮动工资 佣金、奖金、年终奖、长期激励 递进率 级别延展度（幅宽） 薪酬是什么？ 如何设计薪资结构？ 公司该有几套薪资结构？ 岗位如何分级？ 奖金怎么分？ 怎样调薪？ 除了钱还有什么能激励员工？ 薪酬福利的概念？ 如何设计薪资结构？ 公司该有几套薪资结构？ 岗位如何分级？ 固定工资和浮动工资如何分配？ 奖金怎么分？ 怎样调薪？ 除了钱还有什么能激励员工？ Does employee pay a price to work at our company? 薪酬是劳动力市场价格的体现。薪酬是人力资本的利息。薪酬是跳槽的机会成本。 What are some of the prices our employees pay? Stress Travel/time away from home Effort/Concentration Long hours Can the price our employee pay to work here be significant higher or lower than the price you pay at another company? In return for the price that employee pays, what sorts of things from the company the employee get and also value in return? Money Recognition Praise Appreciation Benefits If our company provides what employee valued most highly beyond money, would the employee likely turn down 10 -15% higher salary from an alternative employer? A process of managing rewards, usually in recognition of employee contribution (job size, performance, effort, length of service…) A reinforcing tool to underpin management priorities 步骤： 1、确定企业薪酬战略定位（薪酬水平，低中高？） 2、岗位评估（内部公平） 3、薪酬调查（发多少） 4、确定固定薪酬和浮动薪酬比例，设计奖金模式、津贴模式和长期激励模式等 5、每个人具体发多少？ 6、确定如何定期审核薪酬合理性和有效性 7、形成薪酬制度、奖金制度、福利制度和长期激励政策文件 75% makes money while 5% are struggling. Co. which have good CNB structure are more successful. How to determine whether it is good or not: The co. knows what they are doing in CNB The targeted salary is a spread so that flexibility in recruiting, compensation management and performance differentiation can occur. The amount of deviation above and below the derived targeted salary depends on two key factors: The amount of internal inequity tolerance of sa