愛(ài)立信薪酬體系ppt69頁(yè)(編輯修改稿)
2025-01-25 00:18 本頁(yè)面
【文章內(nèi)容簡(jiǎn)介】 mmunication 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。 以市場(chǎng)數(shù)據(jù)和現(xiàn)行工資為參考 ? Use regressed trend line。 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。 (IPE4349) 行政人員 每個(gè)級(jí)別差約 510%； ? 815% between grades for professional and management (IPE50 57)專業(yè)技術(shù)或管理人員 每個(gè)級(jí)別差約 815%； ? 3035% between grades for executive levels (IPE58+) 高級(jí)管理人員 每個(gè)級(jí)別差約 3035%； Range Spread幅度范圍 ? Narrow range (3050%) for adm. staff。 窄幅 (3050%)適用于行政人員； ? Wider range (4060%) for professional staff。 稍寬幅度適用于專業(yè)技術(shù)人員； ? Widest range (60%300%) for managerial executive staff. 最寬幅度適用于管理人員 Range Overlap 范圍重疊 ? A function of midpoint differentials and range spreads。 由中值差別與幅度范圍決定 ? Overlap of five grades is mon. 五個(gè)級(jí)別內(nèi)的重疊為正常 ? Broad banding may produce substantial overlap. “寬級(jí)”會(huì)造成很大的范圍重疊。 Factors Influence Salary Revision 影響個(gè)人工資調(diào)整的因素 ? Performance Rating 表現(xiàn)評(píng)估得分 ? Individual Pay Position to Salary Structure 相比工資結(jié)構(gòu)，個(gè)人的工資水平 – salary exceeding the maximum: lump sum 工資超過(guò)最高值，付一筆金額，無(wú)工資增長(zhǎng) – 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(chǎng)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(chǎng)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(yíng)業(yè)額 (定單，凈銷售額 ) ? Market Share市場(chǎng)份額 ? Cash Flow現(xiàn)金流 ? Product Mix產(chǎn)品組合 1999 ?Turn Over(order booking, sales)營(yíng)業(yè)額 (定單，凈銷售額 ) ?Market Share市場(chǎng)份額 ?Cash Flow現(xiàn)金流 ?Product Mix產(chǎn)品組合 2023 2023 ?MU China Net Sales (pulsory) 中國(guó)市場(chǎng)凈銷售額 (必須 ) ?MU China Cash Flow (pulsory)中國(guó)市場(chǎng)現(xiàn)金流 (必須 ) ?Customer Satisfaction客戶滿意度 ?... (halfyear evaluation payment) (半年評(píng)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(chǎng)損益 (針對(duì)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。 ? 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(duì)目標(biāo)的設(shè)定無(wú)數(shù)量限制。 1999 ?Maximum 4 objectives 最多 4個(gè)目標(biāo) ?At least 1 objective is financial至少一個(gè)是財(cái) 務(wù)目標(biāo) ?1 objective from the unit in which the employee works 有一個(gè)員工所在部門的目標(biāo) ?1 objective from the unit of line manager works 有一個(gè)員工經(jīng)理所在部門的目標(biāo) ?Each anization decide objective weight 各組織自己決定各項(xiàng)目標(biāo)的權(quán)重 ?“Grandfather” principle
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