【正文】 s Method: Ranking/Grade Classification Set By: CEO/Line managers 60% Staff 40% 【 4】 Increasingly petitive markets Emphasis: Individual motivation Plan Type: Jobbased Quantitative Systems + Incentive plans Method: Same as 【 3】 Set By: CEO/Line managers 50% Staff 50% Low 【 3】 Later growth phase Emphasis: Control Plan Type: Jobbased Quantitative systems Method: Point Factor/Factor Comparison Set By: CEO/Line Managers 20% Staff 80% 4. Compensation: an overview Job Documentation The first step toward providing a sound basis from which to document an anization’s jobs is to analyze the anization’s culture. The second step is to determine what categories or parameters will be analyzed. The third step in the job analysis process is to collect job content. The final step in the job analysis process is to document job content. 5. Job analysis and job documentation What are those determinants of pay? OrganizationLevel Determinants: Industry, Size, Performance, Ability to pay, Location. JobLevel Determinants: Organization location, anization level, Job size. EmployeeLevel Determinants: Roles, Skill, Competencies. 8. Retrieving, manipulating, and analyzing pensation data Developing petitive pensation programs Who are the petitive for resources? What are the distinguishing characteristics of my business? How should my business fit with prevailing market pay practices? What functions are critical to my business petitive advantage? How does location affect my ability to attract skilled personnel? Gathering and interpreting petitive market data. Compensation databaseto keep pensation program current with changes in the market. Deriving market data for large populations and HYBIRD jobs. 9. Developing petitive pensation programs Typical pensation by business maturity stage Component Embryonic growth Mature Aging Base Low Competitive Competitive/High High Shortterm incentives Competitive Competitive High Low Longterm incentives High Competitive Competitive Low Benefits Low Competitive High High Perquisites Low Competitive Competitive High Overall pattern Adaptive Adaptive Regulated Regulated 9. Developing petitive pensation programs Businesspensation strategy flow 10. The development of salary structures Base pay program architecture 10. The development of salary structures Organization and Salary Structure Mature, Hierarchical Organization Fluid, Flat Organization Network, Virtual Organization ? Midpointdriven salary ranges with typical spreads of 3550% ? Broadbands with typical emphasis on market values and demonstrated individual petencies or skills ? Fluid, marketdriven, individually based framework ? Numerous grades from top to bottom。The Compensation Handbook Lance A heavy overlap ? 200+% range spreads or ranges without dollar definitions。 Berger Alignment model. BUSINESS CLASSIFICATION STRATEGIES GROW ?Market share Growth ?Price to buy share ?Produce development ?Expand manufacturing sales force distribution system Marketing ?Market share ?Capitalized ROI ?Relative quality ?Relative price ?Flat ?Decentralized ?Fewer staff functions ?Utilize leading technologies ?Plan information system expansion ?Recruit ?Minimize training ?Incentive is “fast” career growth ?Highlevel training ?Culture: high energy ?Risk seeking ?Venturesome ?Innovation / opportunistic ?Volatile ?Maximum participation ?Flexible ranges ?High incentives ?Equity oriented ?High petitive level total pensation ?Long range orientation EARN ?Market share retention ?Optimize margins ?Differentiate products ?Segment markets ?Optimize value chain Operating ?Marketing expenses/sales ?RD expenses/sales ?Value added/employee ?Limited centralization ?Hold staff size ?Consider endtoend solutions ?Create continuous improvement loops ?Retain ?Selective job training/hiring ?Job petition is the incentive ?Intermediate focus ?Culture: motivational ?Risk accepting ?Progressive ?Creative ?Stable ?Strongly participative ?Balanced mix of bonus/incentive ?Longrange plan: moderate ?Medium petitive level total pensation HARVEST ?Profit vs. market focus ?Hold price/margin ?Decrease capacity ?Shrink sales force ?Increase efficiency Financial ?ROI ?Net cash flow/inventory ?Gross margin/sales ?Sales/assets ?Functional ?Facilities reduction ?Increasing centralization ?Reduction in staff functions ?Introduce reengineering ?Hold training ?Staff reduction ?Motivation: security ?Shortterm focus ?Culture: efficiency ?Risk averse ?Conservative ?Pragmatic ?Efficient ?Participative ?Cost control ?Tight incentives, shortterm oriented ?Minimize longrange plans ?Reduce petitive level total pensation Goals Measures Strategy Strategy Risk Orientation Strategy OPERETIONS CULTURE COMPENSATION 1. The role of pensation in corporate transformation Customizing a pensation system. Highly and widely personalized Moderately flexible packages Selective personalization Highly standardized packages Low Medium High Availability of talent High Growth of industry Medium Low 1. The role of pensation in corporate transformation Business situation and pay techniques. Business situation