Regressed 75th
Percentile
20,164 23,383 27,116 31,445 36,465 42,286 49,036 56,865 65,942 76,470 88,677 102,834 119,250 138,287 160,364 185,964 215,652 250,079 290,002 336,298
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Mercer Executive Resources Consulting, Asia
貴公司以及市場比較 Your Company vs the Market Comparison
RMB 400,000 350,000 300,000 250,000 200,000 150,000
Regressed 90th
Percentile
27,759 31,768 36,356 41,607 47,615 54,492 62,362 71,368 81,676 93,471 106,971 122,419 140,099 160,333 183,488 209,988 240,315 275,022 314,741 360,196
Regressed 25th
Regressed 75th
Percentile Regressed Median Percentile
13,806
15,628
20,164
15,925
18,272
23,383
18,369
21,363
27,116
21,189
24,978
31,445
24,441
29,203
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•LAG 落后
基本薪金政策
Base Pay Policy
Mercer Executive Resources Consulting, Asia
年初
年中
•LEAD 领先
Start Year
Mid
年末
End Year
•LEAD-LAG 年初
年中
Start Year
Mid
落后-领先之间
P25
P50
5% -7%
7% -7%
9% -7%
10% -6%
12% -6%
14% -6%
16% -6%
18% -6%
19% -5%
21% -5%
23% -5%
25% -5%
27% -4%
29% -4%
31% -4%
33% -4%
36% -4%
38% -3%
40% -3%
42% -3%
P75 -28% -27% -26% -26% -25% -24% -23% -22% -22% -21% -20% -19% -18% -17% -17% -16% -15% -14% -13% -12%
Grade or Position Class
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Mercer Executive Resources Consulting, Asia
利用幅度制定工资架构
Develop Salary Structure with Ranges
RMB
45000 40000 35000 30000 25000 20000 15000 10000
Mercer Executive Resources Consulting, Asia
Pay & Reward
for
Huawei Technologies, Co., Ltd.
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Mercer Executive Resources Consulting, Asia
設定薪酬結構 Developing Salary Structure
Regressed Median
15,628 18,272 21,363 24,978 29,203 34,144 39,921 46,675 54,571 63,804 74,599 87,219 101,975 119,228 139,399 162,984 190,558 222,797 260,490 304,561
36,465
28,192
34,144
42,286
32,519
39,921
49,036
37,510
46,675
56,865
43,267
54,571
65,942
49,908
63,804
76,470
57,568
74,599
88,677
66,404
87,219
102,834
76,596
101,975
119,250
51
64
52
59
53
57
54
28
55
39
56
23
57
10
58
12
59
4
60
2
Yr of Exp
3 3 6 6 8 6 5 4 5 5 4 5 5 6 6 8 9 9 15 10
Regressed 10th
Percentile
12,329 14,077 16,073 18,352 20,954 23,924 27,316 31,189 35,611 40,660 46,425 53,007 60,522 69,103 78,900 90,087 102,859 117,443 134,094 153,105
88,352
119,228
138,287
101,913
139,399
160,364
117,555
162,984
185,964
135,598
190,558
215,652
156,410
222,797
250,079
180,416
260,490
290,002
208,108
304,561
336,298
Deviation from
One Grade = One Reference Salary
标准工资= 竞争报酬 = 招聘标准
CRG PC 41 42
Reference Salary = Competitive Pay = Recruitment Standard
43
44
45
46
47
48
49
50
51
52
53
54
55
56
57
2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17
Actual Mean
15,509 19,044 22,114 23,803 29,904 32,685 43,131 48,467 58,325 54,821 59,268 74,535 96,645 113,331 129,435 185,869 226,892 245,599 254,505 443,284
5000 0
Grade
a
b
c
d
e
a
b
a1 - a2
b1 - b2
c = Mid-Point Progression 中点增加率
}= = Range Spread 幅度
c1 - c2
=
Question:
•How much should be the mid-point progression (%) between grades?
建立最少增加幅度之标准工资
•Establish the smallest possible increase of reference salary
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Mercer Executive Resources Consulting, Asia
中國市場數據 Market Data on China -
25百分比 25th Percentile
150,000 100,000
10百分比 10th Percentile
50,000
0
41 43 45 47 49 51 53 55 57 59
Position Class
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Mercer Executive Resources Consulting, Asia
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Mercer Executive Resources Consulting, Asia
設定薪酬結構之考慮因素 Developing Salary Structure- Considerations
Base 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
上海製造業
RMB
400,000 350,000 300,000 250,000 200,000
Shanghai Manufacturing WOFE (1)
a as at April 1999
90百分比 90th Percentile
75百分比 75th Percentile
中位數 Median
PC 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57
Rmb 12893 15349 18274 21756 25901 30837 36713 43708 52037 67146 79940 95174 113308 134899 160604 191206 227640