【正文】 工資超過最高值，付一筆金額，無工資增長 – salary beneath the minimum: special adjust 工資低于最低值，特殊調(diào)整 ? Competence and Market Value 能力與市場價(jià)值 ? Cost of Living 物價(jià)水平 Incentive Setting 獎(jiǎng)金設(shè)定 ? Incentive vs Guaranteed Pay 獎(jiǎng)金與固定薪酬的比重 ? Incentive objectives setting 獎(jiǎng)金目標(biāo)的設(shè)定 實(shí)例 2： Incentive vs Guaranteed Pay 獎(jiǎng)金與固定薪酬的比重 Market Movement (example) 市場移動(dòng) (舉例 ) 100% 100% 100% 100% 100% 100% 10% 10% 15% 23% 30% 28% 0% 20% 40% 60% 80% 100% 120% 140% Sales Mgr. Sales Prof. Sales general staff Mgr.Prof. General staff Admin/Sec. Guaranteed Cash Variable Payment Incentive Objectives Setting 獎(jiǎng)金目標(biāo)的設(shè)定 Sales Incentive銷售獎(jiǎng)金 ? Turn Over(order booking, sales) 營業(yè)額 (定單，凈銷售額 ) ? Market Share市場份額 ? Cash Flow現(xiàn)金流 ? Product Mix產(chǎn)品組合 1999 ?Turn Over(order booking, sales)營業(yè)額 (定單，凈銷售額 ) ?Market Share市場份額 ?Cash Flow現(xiàn)金流 ?Product Mix產(chǎn)品組合 2023 2023 ?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 ) ?Customer Satisfaction客戶滿意度 ?... (halfyear evaluation payment) (半年評估一次 ) 2023 Max. 4 Objectives: 最多 4個(gè)目標(biāo) ? Orders Booked (pulsory)定單量 (必須 ) ? Net Sales (pulsory) 凈銷售額 (必須 ) ? Market Contribution (for managers) 市場損益 (針對經(jīng)理 ) ? Product Mix (strategic products services)產(chǎn)品組合 ? Customer Satisfaction客戶滿意度 ? Account Receivable 應(yīng)收帳款 Incentive Objectives Setting 獎(jiǎng)金目標(biāo)的設(shè)定 Sales Incentive銷售獎(jiǎng)金 ? Based on 5 business perspectives of financial, customer, employee, innovation, internal efficiency, Y2K 基于財(cái)務(wù)、客戶、員工、創(chuàng)新、效率等 5個(gè)方面，以及 Y2K。 Example1： Market Survey Data Analysis 舉例 1：市場調(diào)查數(shù)據(jù)分析 Market Movement市場移動(dòng) 0 50000 100000 150000 202300 250000 300000 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 90P 75P 50P 25P IPE Annual Total Cash One Company’s position in the market 公司在市場上的位置 Example2： Market Survey Data Analysis 舉例 2：市場調(diào)查數(shù)據(jù)分析 Internally Equitable 內(nèi)部公平性 ? Base Pay Systematic Salary Structure 基本工資 系統(tǒng)的工資結(jié)構(gòu) ? Variable Pay based on Co.’s achievement. 浮動(dòng)獎(jiǎng)金 與公司業(yè)績掛鉤 ? Benefits secure program for every employee 福利計(jì)劃 為每位員工提供保障 ? Stock Options to retain motivate key contributors 股票期權(quán) 保留和激勵(lì)關(guān)鍵員工 ? Performance Management Standard measurements 績效管理 統(tǒng)一的衡量標(biāo)準(zhǔn) Internal equity is reflected in the following areas : 內(nèi)部公平性反映在以下方面： Cost Affordable Appropriate 成本承受力及合理性 Financial Analysis 費(fèi)用的管理 ? CB Cost Forecast decides if it’s affordable 薪酬費(fèi)用預(yù)算 決定公司是否有能力支付 ? OPEX Forecast decides if it’s appropriate and acceptable by Management 營運(yùn)成本與凈銷售額的比值 (OPEX)的預(yù)算 決定薪酬是否合理，并能 為管理層所接受 Understandable 員工及公司的認(rèn)同性 ? WinWin Principle 雙贏原則 – Employees create value for Company 員工為公司創(chuàng)造價(jià)值 – Company provides employees petitive pensation and helps employees to achieve individual objectives. 公司為員工提供有競爭性的薪酬并幫助員工實(shí)現(xiàn)個(gè)人目標(biāo)。 ? Efficient Communication 有效的溝通 Efficient to administer 便于操作 Negative Example : 負(fù)面例子： 2Base Salary Setting 基本工資設(shè)定 ? Salary Structure Setting 工資結(jié)構(gòu)的設(shè)定 ? Salary revision 調(diào)薪 實(shí)例 1： Salary Structure Setting 工資結(jié)構(gòu)的設(shè)定 a b c = MidPoint Progression 中值變化 a1 a2 = Range Spread 幅度范圍 s1 s2 = Range Overlap 范圍重疊 0 5000 10000 15000 20230 25000 30000 35000 40000 45000 IPE Grades a1 a2 a b c d e Salary Policy Line 工資線 c s1 s2 Salary Policy Line 工資線 ? market data current salaries are reference。 ? 25% of financial objectives, 75% of KPIs with financial nonfinancial 須至少有 25%為財(cái)務(wù)指標(biāo) ? No restrictions on number of objectives 對目標(biāo)的設(shè)定無數(shù)量限制。 整體目標(biāo)如凈銷售額、定單量、市場損益、質(zhì)量等由上自下設(shè)定 ? One of manager’s objectives should be shared by subordinates 下屬須有一個(gè)目標(biāo)與經(jīng)理分擔(dān)。 用回歸曲線 ? Consistent with the CB strategy of the anization 與公司薪酬戰(zhàn)略保持一致 Midpointtomidpoint Differential 中值之間的差別 ? 510% between grades for Adm. staff。