【正文】 1999 ?Maximum 4 objectives 最多 4個目標 ?At least 1 objective is financial至少一個是財 務目標 ?1 objective from the unit in which the employee works 有一個員工所在部門的目標 ?1 objective from the unit of line manager works 有一個員工經(jīng)理所在部門的目標 ?Each anization decide objective weight 各組織自己決定各項目標的權重 ?“Grandfather” principle reinforces objective alignment 兩層經(jīng)理批準以確保目標 的一致性 2023 Incentive Objectives Setting 獎金目標的設定 STI Performance Bonus短期激勵獎金和績效獎金 Maximum 4 objectives 最多 4個目標 ? Overall objectives of Net Sales/Orders Booked, Market Contribution, Quality/TQM is cascaded down。 以市場數(shù)據(jù)和現(xiàn)行工資為參考 ? Use regressed trend line。 At IPE 60 Level 2023 April is 15% higher than 2023 April and 5% more than 2023 October. IPE60的員工， 2023年 4月市場工資比2023年 4月和 10月分別增長了 15%和 5%。 由中值差別與幅度范圍決定 ? Overlap of five grades is mon. 五個級別內(nèi)的重疊為正常 ? Broad banding may produce substantial overlap. “寬級”會造成很大的范圍重疊。 Feedback反饋 Effective feedback describes the behaviors under specific situation 有效的反饋是對于員工 具體情境下行為的反饋 Feedback: The IDEAL State 給予反饋的理想狀態(tài) F = Frequent 時常 A = Accurate 準確 S = Specific明確具體 T = Timely 及時 Preferred approach… “Your presentation this morning went well. You conveyed very clearly the supporting rationale. In fact, the team agreed with your remendation and we’ll be moving ahead. One suggestion I’d make for future presentations is spending less time on the alternatives considered. That way the audience remains clear on what’s being proposed.” One approach… “That was a great job on the presentation you did last month. I got a few ments about how it could have been shorter, but overall you did fine. Keep up the good work!” Some examples例子 . . . Performance Appraisal 績效評估 What to be appraised? 評估什么 ? Results achievements 工作結(jié)果評估 – Objectives 目標 – Responsibilities/key results areas 職責 ? Performance factors 表現(xiàn)因素評估 – Attitude in performing 工作態(tài)度 – Competence 能力 Rating and Weighting 分值與權重 The overall rating of Performance Appraisal should derive from both rating of objectives/responsibilities and performance factors. 表現(xiàn)評估的最終結(jié)果來自目標 /職責及表現(xiàn)因素的評估。 窄幅 (3050%)適用于行政人員； ? Wider range (4060%) for professional staff。 Ericsson Compensation Benefit 愛立信薪酬體系 2023年 9月 18日 Ericsson Compensation Benefit 愛立信薪酬體系 ? CB vs Company strategy HR management 薪酬與公司管理和人力資源管理的關系 ? CB system establishment, petitiveness, impact to pany finance 薪酬體系的建立、競爭力、對公司財務管理的影響力 What are Ericsson’s business measurements? 愛立信業(yè)務的衡量尺度？ (它隨著公司業(yè)務的轉(zhuǎn)變而變化，去年可能是凈銷售額、客戶滿意度、現(xiàn)金流，今年則是訂單數(shù)量和應收帳款等 ) The business measurements decide the cB strategy 業(yè)務的衡量尺度決定公司薪酬體系的戰(zhàn)略 (如獎勵機制中目標的制定直接與業(yè)務戰(zhàn)略相關 ) Why HR need to look at money? 人力資源為什么向“錢”看？ ? all HR activities can be put in money term 所有的人力資源管理活動都可以用錢來衡量 ? No financial mindset analysis, HR is blind. 沒有財務分析和頭腦，人力資源管理是盲目的。 (IPE4349) 行政人員 每個級別差約510%； ? 815% between grades for professional and management (IPE50 57)專業(yè)技術或管理人員 每個級別差約 815%； ? 3035% between grades for executive levels (IPE58+) 高級管理人員 每個級別差約 3035%； Range Spread幅度范圍 ? Narrow range (3050%) for adm. staff。 2023 2023 Maximum 5 objectives最多 5個目標 ?MU China Net Sales (pulsory)中國市場凈銷售額 (必須 ) ?MU China Cash Flow (pulsory)中國市場現(xiàn)金流 (必須 ) ?Others其他 (halfyear evaluation payment) (半年評估一次 ) Incentive Objectives Setting 獎金目標的設定 STI Performance Bonus短期激勵獎金和績效獎金 CB Program Evaluation 薪酬體系評估 ? Impact on anization’s performance (Customers Satisfaction, Profit, external image, etc.) 對公司業(yè)績的影響 (客戶滿意度，贏利，外部形象，等 ) ? Costs 費用 ? Employee