华为薪酬结构之考虑.pptx

Pay Reward forHuawei Technologies, Co., Ltd.By:Elaine NgMercer Executive Resources Consulting (MERC)Tel: 852-2115 2088; Email: enskcrg@設定薪酬結構Developing Salary Structure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 薪 酬 政 策 Compensation Policy$标 准 工 资ReferenceSalaryGrade 级 别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中國市場數據Market Data on China - 上海製造業 Shanghai Manufacturing WOFE (1)Data as at April 1999RMB90百分比90th Percentile75百分比75th Percentile中位數Median25百分比25th Percentile10百分比10th PercentilePosition Class中國市場數據 Market Data on China - 上海製造業 Shanghai Manufacturing WOFE (2) Data as at April 1999貴公司以及市場比較Your Company vs the Market ComparisonRMB75百分比75th Percentile中位數Median貴公司回歸線Your company trendline25百分比25th PercentilePosition Class貴公司以及市場比較Your Company vs the Market Comparison基本薪金政策Base Pay PolicyLAG 落后LEAD 领先LEAD-LAG 落后-领先之间1320110090012001000800年初 年中 年末Start Year Mid End Year1320110080013201100800年初 年中 年末Start Year Mid End Year 建 立 竞 争 工 资 Develop Competitive Salaries 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 StandardRMBGradePC41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57Grade or Position ClassGrade利用幅度制定工资架构Develop Salary Structure with RangesRMBa 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?制定幅度Developing Salary Range 由中点开始 (或标准工资)Start with Mid-Point (or Reference Salar