Data as at April 1999
RMB
90百分比 90th Percentile
75百分比 75th Percentile
中位數 Median
25百分比 25th Percentile
10百分比 10th Percentile
Position Class
美世--华为薪酬设计方案
中國市場數據 Market Data on China 上海製造業 Shanghai Manufacturing WOFE (2)
决定幅度
o Decide Range Spread
定最低工资
o Establish Minimum
定最高工资
o Establish Maximum
美世--华为薪酬设计方案
( (
(
定最低工资
Establishing Minimum
最低 = Minimum
Mid-Point 中点
1 + ( Range 幅度
利用幅度制定工资架构
Develop Salary Structure with Ranges
RMB
Grade
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?
年末
End Year
•LEAD-LAG 年初
年中
Start Year
Mid
落后-领先之间
年末
End Year
美世--华为薪酬设计方案
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
建立最少增加幅度之标准工资
•Establish the smallest possible increase of reference salary
美世--华为薪酬设计方案
中國市場數據 Market Data on China 上海製造業 Shanghai Manufacturing WOFE (1)
Data as at April 1999
美世--华为薪酬设计方案
貴公司以及市場比較 Your Company vs the Market Comparison
RMB
75百分比 75th Percentile
中位數 Median
貴公司回歸線 Your company
trendline
25百分比 25th Percentile
•How wide should the ranges be?
•How much should the range overlap?
美世--华为薪酬设计方案
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)
2
E.g.
=
Rmb 1,000
1+
(
50% 2
= Rmb 1,000 1.25
=
Rmb 800
Rmb 1,000
( 1 + 50% 2
= 1 + (25%)
=1+
25 100
= 1 + 0.25 = 1.25
美世--华为薪酬设计方案
定最高工资
Establishing Maximum
(
最高 幅度
Maximum =
1,500 1,563
1,200 1,250 1,250
1,000 1,000
800 Grade
Moderate overlap 适度重叠 25% jump each promotion
每晋升, 增加 25% Range overlap 重叠部分 = 40%
1,200 - 1,000 = 200 = 40% 1,500 - 1,000 500
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 and Unders高出/底於工資幅度
Reference Salary = Competitive Pay = Recruitment Standard
RMB
Grade PC
41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 Grade or Position Class
美世--华为薪酬设计方案
幅度重叠
Range Overlap
RMB RMB RMB
2,700
2,250
1,800 1,800
1,500
1,200 1,200
1,000
800 Grade
No overlap 没有重叠 50% jump each promotion
每晋升, 增加 50%
1,875
1,200 1,000 800
外部竞争力
u External Competitiveness
管理概念
u Management Philosophy
美世--华为薪酬设计方案
3rew
演讲完毕，谢谢听讲!
再见，see you again
2020/12/15
美世--华为薪酬设计方案

100
= 1 + (0.5) = 1.5
美世--华为薪酬设计方案
Gradual
逐渐的
中点增加率
Mid-Point Progression
Moderate
稳健的
Steep
陡斜的
10% 10%
More grades 多级别
15% 15%
30% 30%
Less grades 少级别
美世--华为薪酬设计方案
Q2
Q1
Maximum 最高点
中点 = 竞争性工资 Mid-Point = Competitive Pay
Minimum 最低点
美世--华为薪酬设计方案
多少结构
How Many Structures?
市场特色
u Market Characteristics
内部平衡
u Internal Equity
美世--华为薪酬设计方案
薪酬政策
Compensation Policy
$
标准工资
Reference Salary
Grade 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
1,350 1,125 900
1,500 1,250
1,000
Grade
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 1,350 - 900
=
300 450
= 67%
美世--华为薪酬设计方案
2020/12/15
美世--华为薪酬设计方案
設定薪酬結構 Developing Salary Structure
美世--华为薪酬设计方案
設定薪酬結構之考慮因素 Developing Salary Structure- Considerations
o Base Pay Policy 基本薪酬政策 o Decide Competitive Reference Salary
=
=
=
幅度
Range =
最低
Minimum x (1 + Range) Rmb 800 x (1 + 50%) Rmb 800 x 1.5 Rmb 1,200
Minimum Rmb 800 最低 Mid-Point Rmb 1,000 中点 Maximum Rmb 1,200 最高
1 + 50%
= 1 + ( 50
美世--华为薪酬设计方案
幅度的重要性
Significance of Salary Range
Q4
一般期望 = 标准工资
Q3
Standard Expectation = Reference Salary
- Performance 工作表现
- Competencies 技能
- Years in service 服务年期
Position Class
美世--华为薪酬设计方案
貴公司以及市場比較 Your Company vs the Market Comparison
美世--华为薪酬设计方案
•LAG 落后 •LEAD 领先
基本薪金政策
Base Pay Policy
年初
年中
Start Year
Mid
1320 1100 900
美世--华为薪酬设计方案
幅度重叠
Range Overlap (2)
How much ? 多少