1、Pay Email: 設定薪酬結構Developing Salary Structure設定薪酬結構之考慮因素Developing Salary Structure- Considerationso Base Pay Policy 基本薪酬政策o Decide Competitive Reference Salary 決定具有競爭性的標準工資o Decide Salary Ranges 制定工資幅度o Range Overlap 幅度重疊o Significance of Salary Range 工資幅度的重要性o How many structures? 多少個結構 ?o Overs an
2、d Unders高出 /底於工資幅度薪 酬 政 策 Compensation Policy$Grade 级 别标 准 工 资ReferenceSalary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 Manufacturin
3、g WOFE (1)Data as at April 199990百分比90th Percentile75百分比75th Percentile中位數Median25百分比25th Percentile10百分比10th PercentileRMBPosition 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 Comparison75百分比75th Percentile中位數Median
4、25百分比25th Percentile貴公司回歸線Your company trendlineRMBPosition Class貴公司以及市場比較Your Company vs the Market Comparison年初 年中 年末Start Year Mid End Year年初 年中 年末Start Year Mid End YearLAG 落后LEAD 领先LEAD-LAG 落后 -领先之间基本薪金政策Base Pay Policy13201100900120010008001320110080013201100800建 立 竞 争 工 资 Develop Competitive
5、SalariesRMBGradePC 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57Grade or Position Class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 Standard利用幅度制定工资架构Develop Salary Structure with Rangesa b c = Mid-Point Progres
6、sion 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?GradeRMB制定幅度Developing Salary Range由中点开始 (或标准工资 )o Start with Mid-Point (or Reference Salary)决定幅度o Decide Ra
7、nge Spread定最低工资o Establish Minimum定最高工资o Establish Maximum定最低工资Establishing Minimum最低MinimumMid-Point 中点1 + Range2= ( (E.g. Rmb 1,0001 + 50%2= ( (Rmb 1,0001.25=Rmb 800=Rmb 1,0001 + 50%2( (= 1 + (25%)= 1 += 1 + 0.25= 1.2525100幅度定最高工资Establishing Maximum最高 最低 幅度Maximum = Minimum x (1 + Range)= Rmb 800
8、 x (1 + 50%)= Rmb 800 x 1.5= Rmb 1,200幅度 Range = Minimum Rmb 800 最低Mid-Point Rmb 1,000 中点Maximum Rmb 1,200 最高1 + 50%= 1 + = 1 + (0.5)= 1.550100(中点增加率Mid-Point ProgressionGradual逐渐的Moderate稳健的Steep陡斜的10% 10%15%15%30%30%More grades多级别Less grades少级别幅度重叠Range Overlap1,2001,0008001,8001,5001,2001,8002,25
9、02,700Grade1,2001,0008001,3501,1259001,0001,2501,500Grade1,2001,0008001,5001,2501,0001,2501,5631,875GradeNo overlap 没有重叠50% jump each promotion每晋升 , 增加 50%Big overlap 大部分重叠12.5% jump each promotion每晋升 , 增加 12.5%Range overlap 重叠部分 = 67%1,200 - 900 3001,350 - 900 450= = 67%Moderate overlap 适度重叠25% jum
10、p each promotion每晋升 , 增加 25%Range overlap 重叠部分 = 40%1,200 - 1,000 2001,500 - 1,000 500= = 40%RMB RMB RMB幅度重叠Range Overlap (2)How much ? 多少一个级别的幅度一般不超过三个其他级别的重叠The range span of any one grade should not overlap much more than three other grades幅度的重要性Significance of Salary RangeQ4Q2Q3Q1中点 = 竞争性工资Mid-P
11、oint = Competitive PayMaximum 最高点Minimum 最低点一般期望 = 标准工资Standard Expectation = Reference Salary- Performance 工作表现- Competencies 技能- Years in service 服务年期多少结构How Many Structures?市场特色uMarket Characteristics内部平衡uInternal Equity外部竞争力uExternal Competitiveness管理概念uManagement Philosophy$中值前进mid-point progressionReference Salary标准工资Grades等级超过 /低过 工资幅度Overs and Unders用什么策略 ?What Strategies?
