薪酬体系的设计与管理(ppt)
薪酬体系的设计与
管理 工资管理
薪酬管理的宏观战略
本节目标
在本节中，您会了解到以下内容：
薪酬的定义
薪酬管理的原则
薪酬总体构成
薪酬战略的组成部分
薪酬管理的步骤
人是任何企业中最关键的资源，没有了他/她，公司的财力、物力均不能得到最佳的发挥
People are the key resource in any organization.Without them neither its physical resources nor the financial resources will be used to their best effect.
薪资的定义
薪资：由一位雇主对一位受雇者，为其已完成和将要完成的工作或已经提供或将要提供的服务，可以货币结算并由共同协议或国家法律或条例给予以确定而凭书面或口头雇佣合同致富的报酬或收入。
薪资的定义
薪资管理的目标
组织目标
1、保证组织可以招聘到所需要的人才；
2、稳定有绩效的员工；
3、给予员工报酬以增进绩效；
4、以工作对组织价值为取向，划定各工作之间的合理差距，并维持薪资给付的全面平衡；
5、具有随市场及组织变动以机动调整的弹性；
6、便于解释、了解、作业及控制；
7、讲求成本效益而不耗时耗资。
薪资的定义
薪资管理的目标

员工目标
员工觉得所获待遇合理及公平，并能配合生活费及劳动力市场之水准和职责之增加，并随之调整，进而从中建立至我期许的信心。
薪资的定义
工资管理的原则

公平性；
准确性；
合理性。
薪资的定义
薪资政策
1、薪资水准
主位
中位
随位
薪资的定义
薪资政策
2、薪资架构
3、薪资基准
4、薪资异动
5、薪资控制
6、薪资沟通
薪资的定义
薪资作业过程
政策之发展技术结构及给付步骤推行
薪资架构
薪资架构的理念：

对内公平性
对外公平性
薪资架构
薪资架构的形成：

建立公司薪资给付政策线
进行薪资调查
建立薪等薪级制度
薪等薪级的扩延
薪资架构
薪资架构的选择：

等幅式薪资架构
连续式扇状走向薪资架构
复式薪资架
曲线型给薪趋势线
薪资管理操作的必须步骤：

岗位分析

岗位评估

市场情况

薪酬政策
Class Overview (课程展望）
Session 1: Compensation Program Management 薪酬管理概述
Session 2: Market Survey 市场调研
Session 3: Statistic Basics&Application 统计学基础及应用
Session 4: Pay Structure Design 薪酬架构的建立
Session 5: Merit Pay System 基于业绩的加薪计划
Session 6: Compensation Cost 薪酬成本计算
Session 7: Salary Administration 薪酬管理



Compensation Management
薪酬管理概述
薪酬管理的任务
To develop and deliver total compensation solution which must be：
开发与实施整体薪酬计划，从而达到以下目的：
Attracting ，retaining and motivating the best talent the company have
吸引，保留及激励本企业中的最佳人才
Flexible enough to support both business strategy and employees needs
具有足够的灵活性来支持业务战略及员工需求
Balanced with both competitiveness and affordability
达到具有竞争力及企业可负担的平衡
Easy to administrate/operate
便于日常管理和操作
To communicate the programs with clarity that make sure：
清晰地对计划进行沟通，从而：
The program is understood/accepted
使薪酬计划能被理解
The expectations are well managed
使员工的期望值处在适当的水平

薪酬策略
Focus on total compensation programs
专注于整体薪酬体系的设计
Leverage effective market survey to get competitive market information
有效利用市场调研提供的市场信息
Differentiate pay with the following to make sure equity
制定两极分化的薪酬制度，使薪酬与以下因素相联系
Skills – Using a skills based job system
技能技巧 – 工作设置系统
Performance – linking with performance mgmt system
工作表现 – 绩效考评系统
Value to the business – using retention programs for top talent
对业务的价值 – 留才计划
Efficient labor cost management – “Using the money wisely”
有效的人才成本管理– 花钱的智慧

薪酬管理目标 ---- 平衡
Company
公司：
薪酬管理角色分工
Discussion （讨论）
What makes you to be a compensation professional?
薪酬管理人员的素质
薪酬管理人员的素质
Internal understanding 内部气候的了解
Understand the company business strategy and priorities
公司业务战略及重点
Understand organization structure and jobs in the organization
公司组织结构及业务分布
External understanding 外部环境的了解
Economic environment 经济环境
Labor market situation and trend 人力资源市场状况及趋势
Labor law /policy update　劳动法规政策的变化
Networking / interpersonal skills 人际关系网
Have a resources pool to leverage for information sharing for other company's practices
可以有可信的资料来源
Analytical skills for interpreting the market information
分析能力及解释市场信息
Have fun with numbers!
与数字共舞
Good communication skills both oral and writing
良好的口头，笔头沟通能力

Program Management Cycle 项目管理周期


Market Survey
市场调查
市场调查的种类
Self conducted survey
由本公司执行进行
Buy survey report
购买调查报告
Company sponsored survey
公司召集的调查
Participant in group sponsored survey
参加小组召集的调查
衡量各种市场调查的方法的投资回报率
Easy to conduct 实施的难易度
Data quality 数据的质量
Cost 成本
Turn over time 周期
不同调查方法之间的比较
服务申请的提出
Purpose of the survey 调研目的
Target market 目标市场
Target jobs 目标工作种类
Information required 所需要的信息
Data of delivery expected 所需要的时间
Contents of report required/Format 所需要的内容形式
Additional request,if any 其他要求等
服务申请的提出---- 练习
Your company is a IT multi-national company based in Beijing ,the company is gong to set up a R&D center in Tianjin ,you do not have branch there currently.As a compensation professional,you are invited by the project office to give come advise on how to set up Tianjin R&D center's compensation and benefits terms. As you do not have contact in Tianjin , you decide to get some information from consulting company.
Raise a ROS to state your needs
贵公司是一家全球行的信息公司的北京分公司，现在天津并没有任分支机构。现要在天津建立一个研发中心，筹建处要求你帮助建立研发中心的薪酬福利体系，鉴于你在天津没有任何联系，你希望咨询公司可以帮助你拿到一些资料
请练习提出服务申请
自我实施的调研
Purpose 目的
Target market 目标市场
Information needed 所需信息
Method of survey 方法
Telephone calls 电话访谈
Email questionnaire 问卷
Design your questionnaire 设计问题/问卷
Report 报告
Result analysis 结果分析
Define your market 定义市场
Your company's basic profile 你公司的基本情况
Industry you are in 行业
Type of organization 组织形式
Major competitors 主要竞争对手
Other considerations in talent competing,image competing,management system competing,etc
其他竞争，人才，形象，管理风格等
Size of the market 市场的大小
No less than 10 companies 不能少于10家公司
Consistency consideration 连贯性
Should maintain 80% repeated rate ever year to keep consistency
每年80％的一致性
Contents of survey 调研内容
Cash Compensation items 现金项目
Benefits practice 福利政策
Pay policies 工资政策
Retention policies 留才计划
Company profiles 公司的情况
Define your questions 问题设定
Use common terms,put in explanations if necessary
用通用的术语，必要时有解释
Use closed question with YON answer instead of open ended questions
用是否问题，不要用自由发挥问题
Make choices available for participants
尽量使用选择题
Exercise （练习）
Company want to revisit the relocation allowance policy as the number of relocation is growing and the allowance is relative high and without update　for 3 years
Please design a questionnaire so that you could ring around to get some market information

公司现有的派遣津贴已经有年没有变化了，并且随着业务量的增加，派遣人员总数不断上升，公司担负不断增加，想调整津贴金额
请设计调查问卷以收集市场信息
Importance of Job Matching 工作类比的重要性
Understand the methodology of survey company's benchmarking system
了解调研公司的类比系统及方法
Understand the benchmarking job description provided by survey company
了解调研公司提供的标准工作描述
Understand internal organization and job description
了解本公司的组织及工作种类及工作内容
Invite business manager to participant in job matching activities – why?
必要时要邀请业务经理参加工作类比会议--为什么？
Survey data categories 调研数据的分类
Base pay 基本薪资
Monthly base salary times 12
基本月薪*12
Guaranteed pay 固定收入
Including allowances ,year end bonus without measurements
包括津贴，年底固定奖金
Total cash 全部现金收入
Including any variable bonus,incentive with measurements
抱愧浮动奖金，销售奖金
Total compensation
Any cash payment or benefits portion
包括其它及福利

Total Remuneration
Analysis of Survey Data 分析调研数据
To understand 理解
How data was collected 数据采集的方法
How to read the survey report 如何解读调研报告
What the data represents for 数字会说话
How can we use the data 如何运用数据
Your competitive position
你公司的竞争水平
Define your future salary structure
制定薪酬架构
Survey reports contents 调查报告内容
Executive summary 概述
A high level economic /labor market trend report
对经济情况及人才市场走势的概述
Detailed remuneration data
Usually by job families 分工作种类
Market position comparison
What is your company’s pay position
你公司与市场平均水平的比较
Questionnaire analysis 问卷分析
Salary administration policies 薪酬政策
Benefits programs 福利项目
Retention programs 留才计划

Statistic Basics & Application
统计学基础及应用
Statistics Terms 统计学基础
Mean 平均值
Unweighted mean 不加权平均值
Weighted mean 加权平均值
Median 中值
Percentile 百分位值
Quartile 区间

Mean 平均值
The average of a set of data points .it is sum of the data divided by the no. of points
一组数据的综合除以个数
Unweighted mean 不加权平均值
Obtained by computing the average of the values of the data points
直接平均法
Weighted mean 加权平均值
Obtained by weighting each value by the no. of data occurred then computing the average
考虑每个数据的个数因素然后加以平均

Example of Computing Mean
Exercise of Computing Mean Refer to Survey Data
计算平均值的练习
Exercise of Calculating Mean 计算平均值的练习
Median 中值
The point along an ordered data points at which an equal no. of data points fall above and below
在一组数据中，排序后有一半的数据在此之上，一半的数据在此之下
For an odd no. of data points ,median is the middle data points
在奇数个数据中，中值就是排在最中间的那个数的值
For an even no. of data points ,median is the average of the 2 middle-most data points
在偶数个数据中，中值就是排在最中间的两个数的平均值
Example of computing median(1) 计算中值的练习（1）
Example of computing median(2) 计算中值的练习（2）
Computing Percentile 计算百分位
Definitions (定义)
Px , the desired percentile points,where
Px , 为所需的百分位点
x , the percentile rank desired (eg 10 , 25 , etc..)
x , 为所需的百分位
v, the rank order position (from bottom ) for the percentile point value of interest , v is calculated as follows :
V = x/100*(n+1)
v，为从上至下排序后百分位点的位置
V = x/100*(n+1)
n , the number of data points in the sample
n，为数据的总量
Example of Computing Percentile (1) 计算百分位的练习（1）
Computing P25
v = 25/100*(7+1)=2
P25 should be the 2nd data point
P25为下数第二个数据
Which is 2800
So , p25 = 2800

Please calculating P75 by self
请计算P75
Example of Computing Percentile (2) 计算百分位的练习（2）
Computing P25
v = 25/100*(8+1)=2.25
P25 should be the 2.25th data point which in between 2nd and 3rd data,
P25为下数第2.25个数据,也就是在第2与第3数据之间的一个数值
Which is in between 2800 and 3000
So , p25 = 2800+0.25*(3000-2800)
=2850
Please calculating P75 by self
请计算P75
Quartiles 区间
In compensation analysis ,percentiles are often expressed in terms of quartiles.there are 4 quartiles in a set of data points
把每一个区域分成4个区间
1st quartile: the AREA where the bottom 25 percent of values occur ,corresponds to 25th percentile
第一区间，市场上最低的25％数据
2nd quartile: the AREA where the 2nd 25 percent of values occur,corresponds to 50th percentile
第二区间，市场上25P-50P之间的数据
3rd quartile: the AREA where the 3rd 25 percent of values occur,corresponds to 75th percentile
第三区间，市场上50P-75P之间的数据
4th quartile: the AREA where the top 25 percent of values occur,corresponds to the 100th percentile
第四区间，市场上最高的25％的数据
Market survey analysis 市场调研结果分析
Read & understand the reports
运用统计学知识读懂报告
Data comparison – apple to apple
数据比较
Time :age market data 与时俱进的市场数据
Value:market comparable base pay 可比性工资
Position to market :market index 市场系数
Analysis survey result 分析调查报告

Aging market data 市场数据的与时俱进
Determine annual aging factor 增长指数的计定
Data coming from survey reports , salary increase plan % reported by participating companies
从市场报告中对未来年薪资增长的预料
Determine date to which to age data 设定市场数据预估时间
Effective date of salary structure 新的工资架构的生效日期或数据的日期
Lead , lag , or lead/lag philosophy 用Lead , lag , or lead/lag 方法
Lead , structure will compete the year end market
Lead , 工资结构与年底的市场水平看齐
Lag , structure will compete the year end market
Lag , 工资结构与年初的市场水平看齐
Lead /lag , structure will compete the midyear market
Lead /lag , 工资结构与年中的市场水平看齐
Example of aging market data 预估市场数据的例子
Survey data effective date is October 1 , 2002
市场调查报告生效日为2002年10月1日
Annual aging factor is 8% for 2002 , 6% for 2003
预估值为2002年8％，2003年6％
The company's structure will effective July 1 , 2003
新的工资架构生效日为2003年7月1日
Please calculate the aging factors separately for lead , lag , and lead /lag policy
请用lead , lag , and lead /lag 的方式分别计算市场预估指数
Come out market comparable base pay 把市场数据转化成与本公司的工资有可比性
You get annual pay data from survey , which need to be converted to your company's monthly salary amount
从市场报告中你得到年底薪酬，你需把它转化成月薪
What is your company’s pay policy ?
你公司的工资结构是什么？
What is the market annual pay includes ?
你的市场数据包括了什么内容？
Base pay
Guaranteed cash
Total cash
Total remuneration

ABC Company Pay Practices ABC公司的工资结构
ABC company pay practices
ABC 公司的工资结构
12 months salary annually
每年12个月月薪
1 month year end fixed bonus
年底1个月固定奖金
1month variable bonus measured by company performance
年底1个月浮动奖金根据公司的业绩
Monthly allowance of RMB 500 per month
每月500元津贴
Housing subsidy of 10% monthly salary paid by cash
每月10％月薪的现金住房补贴
Calculating Market Comparable Base Pay 计算市场可比性工资
Market Index 市场系数
Compare company average salary with market average salary
本公司平均工资与市场平均工资的比较
Make Apple to Apple comparison
要完全同须知的比较
Same point of time 同一时间
Same job 同一工作
Same pay components 同样的工资内容
Base to base , total cash to total cash
基本月薪，或全部年薪



An exercise of data comparison
数据比较的练习
Market Index 市场系数
Pay Structure Design 设计工资架构
Something about pay structure 关于工资架构
An Ideal Compensation Program 理想的薪酬设计
Internal equity 内部公平性
External competitiveness 外部竞争性
Affordability 可负担性
Legally defensible 合法的
Understandable /salable 可理解的/易服人的
Efficient to administer 易管理的
Safeguards the organization's resources 对公司资源的保护
Flexible 灵活的
Meets the organization's unique needs 为企业特别定制的
General and Specific Factors Affecting Pay Structures 影响工资架构的一般与特殊因素
Corporate culture and values 企业文化及价值观
Management philosophy 管理宗旨
External economic environment 外部经济环境
Labor market demand and supply 市场的供求比
Corporate strategy and policy 公司的战略与政策
Centralized compensation policy
统一的工资政策
Decentralized compensation policy
分管的工资政策
Short-term vs. . Long-term consideration
短期与长期的考虑
Example of a Pay Structure 工资架构的例子

Pay Structure Design 工资架构的设计
Base pay policy line 基本工资政策线
Number of job grades/bands 级别的设置
Midpoint progression 级差
Range spreads 级宽
Range overlap 级间重叠区
Number of pay structures 工资架构的数目
Profile of a Base Pay Structure 典型的工资架构

a: Range min 最低点d–c : Range overlap 级间重叠区
b: Range max 最高点ef , fg : Range progression 级差
ab :Range spread 级宽efg :Base pay policy line 基本工资政策线
Range Spreads 级宽
Plus and minus midpoint percent
中点距两极的距离
(1+％desired)/(1-% desired) -1=range spread
(1+20% ) (1-20%) = 0.5 or 50%

Minimum to maximum
最低点与最高点的距离
(max –min ) / min = range spread
(4500-3000) / 3000=0.5 or 50%
Exercise on Midpoint and Range Spread 由级差算出中点距两极的距离的练习
Exercise for calculating Min /Max from Midpoint 从中点算出最高最低点的练习
Range Progression 级差
Percentage difference between grade midpoints
两极中点的差距百分比
To consider the following when design the jump
在制定级差时应考虑的因素
Market competitiveness 市场竞争性
Cost of promotions 升值的成本
Midpoint-to-midpoint differential guidelines (ideal situation)
级差的规定（理想状态）
5-10% for clerical / production 5-10％职员/生产线
8-15% for professional and management 8-15％专业人员及经理层
15-25% between supervisor and subordinates 15-25％ 主管及下属之间
30-35% for executive levels 30-35％ 高级管理层
Typical Range Spreads 典型的级宽
Developing a Pay Structure 制作工资架构
Internal equity 内部公平性
Job evaluation system
职位定级系统
Equity within a job family
在同一工作族群之间的公平
Equity among various job families
在不通工作族群之间的公平
Cross functional / location consistency
跨部门及地区的一致性
External competitiveness 外部竞争力
Achieve attract , retain and motive purpose
完成吸引，保留及激励人才的目的
Get most recent market data
拿到最近的市场数据
Developing a Pay Structure 制作工资架构
Define internal pay grads 制定内部的工资级数
Slot jobs into pay grads 把工作与级别相对应
Decide your pay policies 决定工资政策
Lead ,lag or lead/lag
Lead ,lag 或 lead/lag
Competitiveness position (which market trend line to follow ,25th ,50th ,or 75th
竞争水平（你公司在市场上的定位，25p,50p,75p)
How many structures you need
需要多少个工资结构
Developing a Pay Structure 制作工资架构
Apply most update　market data
用最近的市场数据
Age the market data according to pay policies
预估市场工资水平
Grouping market data by job families you need for specific structure
把市场数据按工作族群分类
Calculating the mean of those market data
算出市场数据的中值
Find out market inconsistencies and smooth out grade midpoints
找到市场的不协调点并用平滑方法决定中点
Review differences between midpoints and market data
回顾中点及市场中值的差距
Resolve inconsistencies between internal and external equity
对外部及内部的不一致性进行平衡
Developing pay ranges around the proposed midpoints
用决定好的中值定出级宽及最低最高点

Building Your Structure 制定你的工资架构
Decide your midpoint
决定中点
Smooth out where you lack of market data
如没有市场数据，用平滑方法决定
Decide your range spread
决定级宽
Calculate the minimum and maximum
计算最低和最高点
Calculate the midpoint progression
计算中点的级差
Further smooth out the range by appropriate progression and range spread
用适当的级差，级宽来最后平衡
Build Your Structure – Assumptions 制定工资架构－假设情况
Market movement 市场动向
8% for 2002
6% for 2003 projection
Structure policy 工资政策
Lead 领先
Lag policy 滞后
Lead/lag policy 跟随
A Sample Salary Structure 工资架构的样本

Merit Pay System
绩效工资系统

Link Performance With Pay
工资及表现的结合
Merit Pay System 绩效工资
Pay differentiation by individual performance
根据不通的工作表现拉开工资差距
Link pay with performance management
绩效评估系统与工资的结合
Internal equity
内部公平性的体现
Salary Range Profile 工资幅度的典型
Position in Range 在级别中的位置Pay Progression with Range 在同级中工资的进度
Quartiles of a Range 工资幅度的区间
Position in Range 在工资幅度中的位置Compa-Ratio Calculations Compa –Ratio 的计算
Salary
Exercise on Calculating Compa-ratio 计算Compa-Ratio的练习
Position in Range 工资幅度中的位置Range Penetration Control 工资百分位值
Exercise on Calculating Penetration 计算工资百分位值的练习
Merit Increase Guidelines 绩效工资增长规定
Performance only
只与表现挂钩
Performance and position in range
与表现及在工资架构中的位置一起挂钩
Based on Performance Only –Increase an Percent of Base Pay 只与表现挂钩—基本工资增长幅度
Based on Performance and Position in Range 与表现及在幅度中的位置相挂钩
Factors when Defining the Increase Percentage 决定涨工资幅度的因素
Average increase budget 涨工资的预算
Salary structure movement percentage 工资架构增长的比例
Performance rating distribution 工作表现分数的分布
Average pay position in range 平均工资在幅度中的位置
Compa-ratio
Penetration
quartile
Pay differentiation 差距的大小
Salary Increase Budget 工资增长预算
Percent necessary to match market as of January 1
追赶一月一日市场的增长百分比
Anticipated percent of next year's market movement (lead ,lag ,lead/lag)
预期的市场增长比例，考虑领先或滞后策略
Desired position above or below the market (pay policy)
想要比市场高或低的百分比（市场定位）
Percentage Increase Example 工资增长比例的例子
Percent Increase = 8%
Percent to match market 0.2%
Total market salaries /Total company salaries –1
Market movement 3%
Company pay policy 5%
Exercise for Salary Increase Matrix 工资增长矩阵的练习
Average salary increase budget 8%
平均加薪幅度预算为8％
Performance evaluation distribution
绩效考评分数分布
Outstanding 10%
Meet all target 50%
Meet most target 30%
Does not fully meet target 10%
Maximum increase percentage 16%
最高加薪幅度 16％
Population distribution in salary range
在薪酬架构中人员的分布
1Q 40% , 2Q 30% , 3Q 20% , 4Q 10%
Flexibility adder 2%
灵活加薪幅度
Exercise on Merit Matrix 工资增长矩阵的练习Population in each cell 每小格的人数
Exercise on Merit Matrix 工资增长矩阵的练习Merit % Assumption 增长比例设定
A Sample of Pay Structure & Merit Matrix 工资架构与绩效工资增长的例子
Salary Increase Program Cost 加薪预算
Point in time cost for a month
加薪当月成本
Annualized cost considering impact to other items
年度加薪成本，考虑到其它因素的影响
If there is any impact to other pay programs
Year end bonus （年终奖金）
Sales incentive （销售奖金）
Benefits cost （福利成本）
Salary Increase Program Ccost 加薪预算
Point in time cost for a month
加薪当月成本
Total payroll increase % based on merit increase % calculation
Eg the example shows the total payroll will increase by 8% from July 1
What is the average increase % for eligible employees ?
Allocating Salary Increase Budget 加薪预算
8% average company salary increase budget to allocate to 3 BUs
8％的加薪预算分给3个部门
Method 1 : Give 8 % to each BU equally 平分
Method 2 : Allocating budget consider the BU average Compa-ratio
根据部门平均Compa-ratio 来分
A compa – ratio is 80% 8%/80%=10%
A compa – ratio is 100% 8%/100%=8%
A compa – ratio is 120% 8%/120%=6.7%
Need to calculate the total to make sure within budget
分后重算总数以保证不超预算

Labor Cost Calculation 人力成本的计算
Annual Labor Cost Calculation 年度人力成本计算
Salary increase program cost 加薪成本
Promotion cost 升职成本
Resources changes cost 人员变动成本
Annual Cash Flow Cost of Monthly Payroll 月工资变动对全年的影响
January payroll increase will generate 100% cost impact to the year (8%) increase from January will cost 8% annually
一月的加薪对全年造成100％的影响
July increase will generate 50% impact to the year ( 8% increase from July will cost 4% annually)
七月的加薪对全年造成50％的影响
Promotional cost calculation 升职成本的计算
How many % population will get promoted ?
升职人数比例
What is the average increase %
平均加薪比例
Does promotion happen anytime during the year ?
升职何时会发生
Annual promotional % = % population x avg inc% x cash flow factor
Resources Changes Consideration 人员变动对成本的影响
New Hires Cost (+) 新员工加入增加成本
New hire average salary x
No. of new hire x
new hire cash flow factor (average on board months of new hires /12 mths)
Separations Cost (-) 离职人员节省成本
Separation average salary x
No. of separations for the year x
separation cash flow factor (average months left during the year /12 mths)
Salary Administration 薪酬管理
Objective of Salary Administration 薪酬管理的目的
Maintain healthy average compa-ratio
保持良好的平均 compa-ratio
Overall salary program efficiency
薪酬计划的有效性
Overall competitiveness
整体的竞争性
Maintain healthy resource structure
保持良好的人员结构
Way of labor cost management
劳动成本管理的一种方法
Promotion guideline 升职政策
Criteria 条件
Career driven / skills
Performance
Time stay in current level
Business needs
Resources structure
Salary increase % 涨薪幅度
Consider the range progression rate
Last increase date
Cost of promotion 升职的成本
Average promotion rate per year
Average promotion increase %
Impact to total compensation / labor cost
Inflation of banding
Demotion / Re-classification 降职及重新定岗
New Hire Salary 新员工薪水
Fresh graduate 大学毕业生
At / Below range min (80% -100% of range min )
Experience hire 有经验的应聘者
Consider the experience , could be put into different quartile , normally not exceeding midpt
Saving of cost when backfill with less pay
用低薪代替离职的高薪员工，对成本的节省
Demotion 降职
Causes of demotion 原因
Poor performance 表现差
Reorganisation or re-engineering 机构重组
Employee request 员工主动提出
Pay actions 工资调整
Take away money 艰辛
Immediately
By step
Freeze pay 冻结
Reclassification 重新定岗
Change in job responsibilities 工作职责改变
Change in company job system 公司工作系统调整
Change in market value 市场价值调整
Could result in higher or lower level 向下或上调
Pay policy 工资调整
Increase or decrease 增加或降低
No change 不变
Geographic Differentials 地区差
Better fit local market 与当地市场看齐
Commonly used for low level jobs 对较低级别适用
Differentiation consideration 考虑因素
Cost of living 生活指数
Cost of labor 劳动力市场价格
Approaches 办法
Individual pay adjustment in base pay , allowances
个人工资调整，给地区补贴
Different pay structure 调整工资结构
Re – cap 课程回顾





Benefits Management
福利管理
Objectives of this session 本节目标
During this session , you will get an overall picture of
following：
在本节中，你会了解到以下内容
Definition of benefits 福利的定义
Why are benefits important 福利的目的
Different kinds of benefits 福利的种类

用人单位根据自身的经济状况，积极创造条件，兴办
各种福利，改善和提高劳动者的福利待遇。减轻职工
生活负担，保持或提高职工的司机生活水平
劳动者计提生活福利设施
劳动者文化娱乐设施
劳动者的福利补贴
Employee Benefits 员工福利
That part of the total compensation package , other than pay for time worked , provided to employees in whole or in part by employer payments
员工全部薪酬的重要组成部分
Eg , life insurance , pension plan , vacation , etc .
例如保险、失业保险、假期

Characteristics of Effective Benefit Programs
1. Specific objectives / 特定目的
2. Employee involvement / 员工参与
3. Flexibility / 灵活性
4. Willingness to modify benefit mix / 可调整性
5. Communication of benefits information / 福利的沟通
6. Administrative cost controls / 管理成本
7. Promote wellness programs /提倡公益

值得信赖
注重信誉
有吸引力
业绩肯定
善解人意
Reliable
Credible
Attractive
Recognition
empathic


福利
福利给付之理念：
政府强制规定；
公司的责任感；
吸引并维持优秀人才；
保持竞争性；
公司的效益。
Not “ fringe benefits ” any more ! 福利再不是“额外”！
In 1953-54 , benefits programs were 15% of total gross annual payroll
In 1992 , the conference board of Canada reported that total benefit costs averaged 26%
Some organizations reported benefit costs as high as 52% of payroll
Pressures for growth in benefits 福利增长的压力源
Wage controls / 工资控制
Union or competitive pressures / 工会和竞争的压力
Employer initiative / 雇主动议
Cost effectiveness / 成本考虑
Favourable tax treatment / 税务原因
Lower group rates / 团队项目的减少
Other advantages beyond direct cost / 其它考虑
Issues in benefits administration
Flexibility of coverage / 灵活性
“Average employee ” / 大众菜
“Cafeteria plans ” / 自助餐
Financing benefits / 福利来源
Non – contributory / 公司不“出血”
Contributory / 公司“出血”
Employee – financed / 员工“出血”

Benefits an be Made More Effective 福利可以更加有效
Cost sharing / 成本分摊
Aggressive Cost Management / 成本控制
Engaging Employees in Benefit Choices / 员工可以选择
Target specific benefits to make workforce more productive / 福利须注重员工效率的提高
Childcare , wellness , employee assistance

福利
福利的范畴及分类
由政府强制或公司自行兴办的保障办法；
非工作状态，不论公务或公余，所取得之给付
员工服务项目
工作津贴
工作奖金

Issues in benefits planning 设计福利需考虑的因素
Employer preferences / 雇主偏好
Employee preferences / 员工偏好
Administration / 福利管理问题：
Communicating benefits / 福利的沟通
Relations with regulators , etc / 法规
Cost analysis and control / 成本控制
monitoring / 监控

Flexible benefit plans (cafeteria) “自助餐”式福益计划
Workers get more value / 员工获得更多价值
Helps make employees more aware of benefit costs / 让员工了解福利的成本
Addresses different employees needs / 满足不同的福利需求
Maybe reduce some costs for benefits not needed / 降低无需求福利的成本
Increased design and administrative / 提高了设计和管理成本

Anatomy of a cafeteria benefit plan 自助餐福益计划的操作
Estimate fund available for each employee / 核定每个员工的福利账户
Core of mandatory benefits / 以强制性福利为核心
Nucleus of “necessary” benefits / 以需求为核心
Optional benefits ( employee can choose to the maximum available to him /her) / 福利的可选择性
Decision on surplus availability / 供给的可获得性
Procedure for periodic review and change / 定期调整或修改

Managing Benefits 福利的管理
Survey & benchmarks 参照性调查
Cost control 成本控制
Managed care 管理对员工的“关怀”
Co – insurance 共同保险
Workforce demographics 员工的人文分类
Communicating with employees /福利的沟通
Guidelines for Design 设计方针
Improved Communication – Increases Saliency of Benefits
加强沟通，凸显福利
Employee Involvement in the Program Design
员工介入设计过程
Linking Benefits ( where possible ) to the desired word behaviors
尽可能与期望的绩效行为相关联
Wages v . benefits
Value – the amount an individual is willing to pay for a goods or service
价值是个人愿为某商品或服务付出的金额
If price is too high , the worker wouldn’t buy
价格过高，则工人不会购买
Worker may be willing to pay more for the benefit than it costs (eg , group rates , taxes)
工人可能愿意高于成本来享受福利
Willingness to trade wages for benefit
可能愿意工资和福利间的交易
Salary = 55827-1836(health plan )
Salary with health plan $ 53991
Employees Undervalue Benefits 员工通常低谷福利
Unaware of costs
不了解成本
Every benefit does not suit every worker
“一道菜不可能满足每个人的胃口”
Benefit Summary 总结
Benefits usually do not motivate
福利通常无激励作用
Usually viewed an entitlement
通常被视为应该的
Benefits may help attraction and retention
福利可能有助于吸引和挽留
Often undervalued by employees
经常为员工所低谷
Communication important in the process
沟通的重要性

Variable Pay Management
可变薪酬管理
Objectives of This Session 本节目标
During this session , you will get an overall picture of following ：
在本节中，您会了解到以下内容：
Profit Sharing 利润分享
Sales Commission 销售提成
Gain Sharing 盈余分享
Objectives of Performance – Based Rewards 绩效奖励的目标
To attract and retain high – performing employees
吸引并挽留高绩效的员工
To motivate employees to attain the goals of the organization
激励员工达成组织的目标
To increase employee satisfaction by ensuring individual equity
确保平等以提高员工的满意度
Conditions for pay to serve as a motivator of good performance 薪酬作为激励良好绩效的前提
Pay should be desirable
可及
Good performance should be perceived to lead to higher pay
良好表现一定获得更高薪酬
Quality of performance should be related equitably to the amount of effort expended
平等原则
Plusses of good performance should outweigh the minuses
将功补过
Employees should see good job performance as the most appealing possible behaviors
良好表现的高吸引力
Level of Aggregation Decision Factors 协同决策因素
Technology
技术
Information system
信息系统
Size of the organization
公司的规模
Trust between employees and mgt
员工与管理层相互的信任
Individual performance
Technology less complex so as to permit independent job tasks
技术不复杂，所以员工可独立控制
Info system allows objective measures of the individual's performance
信息系统使员工的绩效得以客管考量
Larger size organization – usually non unionized
公司规模大，因而无工会
Employee trusts the supervisor
员工信任管理人员
Group/firm level
Complex technology = tasks interdependent
技术复杂造成岗位的互赖
Objective measures only at group level
客管标准对团队层面更有效
Small size means individuals can influence the outcome of organization
公司规模小，所以员工个人可以控制企业的产品
Employees must understand & accept goals and have a high level of trust
员工必须理解和接受既定目标
Union must support the plan / 工会的支持
Approaches to relating pay to performance 依据绩效进行奖励的办法
Automatic progression / 自动递增
Pure merit / 注重功绩
Combination / 组合
Bonus vs salary increase / 奖金与工资的提高
Size of the increase / 工资调整的大小
Openness of system / 体系的透明度
The dimensions of performance
Past performance / 过往绩效
Current performance / 现在绩效
Future performance / 将来的绩效
Length of payout period / 发放时段的长短

Profit Sharing Plans 利润分享
Link C&B to firm's performance / 薪酬与企业绩效的挂钩
Promote partnership / group incentive / 鼓励组群激励
Encourage employees to care about the firm's results / 鼓励员工关注企业的效益
Create retention by deferring payout / 支付递延的员工挽留效应
Lower base pay as some is now variable / 可以降低底薪
“Line of Sight ”issue–COMMUNICATION / 必须沟通

薪酬体系的设计与管理(ppt)