【文章內(nèi)容簡介】 udget for China hired foreigners, the 2023 actual salary increase is % at average and % for median.3131Pharma RD Pay Level Analysis – Market MedianData Source: Hewitt CPRDS 2023 Overall FindingsRMB/AnnualGP 2023/2023 % % % % %TTC 2023/2023 % % % % %3232Pharma RD Pay Level Analysis – Market MedianData Source: Hewitt CPRDS 2023 Overall FindingsRMB/AnnualGP 2023/2023 % % %TTC 2023/2023 % % %3333Cash Comparison by Employee CategoryGP CHF/Local % % %TTC CHF/Local % % %RMB/AnnualData Source: Hewitt CPRDS 2023 Overall Findings3434Cash Comparison by RD CategoryData Source: Hewitt CPRDS 2023 Overall Findings3535Fresh GraduateStarting Salary AnalysisData Source: Hewitt CPRDS 2023 Overall Findings3636Supplemental Benefits Market PrevalenceData Source: Hewitt CPRDS 2023 2023 Overall Findings Still, over 85% participants provide Supplemental Medical and Group Insurance to employees The prevalence of Supplemental Housing and Supplemental Pension increased3737Supplemental BenefitsReturnee and Local Hired ForeignerIf there is no social securities provided, what’s the substitutes? More than half (67%) of panies will not provide social securities to Returnee or Local hired foreigner。 Most mon substitutes of social securities are: mercial insurance – medical, cash allowance, etc.Data Source: Hewitt China RD Study 2023 – 2023 Overall Findings3838Recognition Best PracticesHewitt POVGet buyin from senior management and leadershipMarket the initiativeInvolve employees in testing and developing the idea of a more rigorous approach to recognition. Tailor your recognition and rewards to the needs of the people involvedTiming is crucialDeliver recognition awards in an open and public wayDeliver recognition in a personal and honest mannerStrive for clear, unambiguous, and wellmunicated connection between acplishments and rewardsRecognize recognition3939Engage Employee ThroughCompany Practices? People/HR Practices? Managing Performance? Brand Alignment? Organizational Reputation4040Hewitt Framework on Performance ManagementHigh Performing CultureCapabilitybuilt throughfeedback and learningCommitmentbased onmeaningfulwork and rewardsClear Expectationsfor individualand groupcontributionsCommonUnderstandingof the anization’spriorities and objectivesPerformancePlanningCoaching andFeedbackPerformanceReviewRewards4141KPIs SettingNearly 40% participants set 59 KPIs for employees and about 32% chose others, part of which have KPIs varied by functions or positions。Most panies have only Results KPIs and Behaviors KPIs, and the typical weighting is about 70% and 30% or 75% and 25%. And if the pany have Other KPIs, usually they are related to 360 degree evaluation or cooperation evaluation or global performanceManagement KPIs typically include budget control, project progress, pliance, petencyNonmanagement KPIs mainly include number of pound, delivery efficiency, quality, science petencyData Source: Hewitt CPRDS 2023 Overall Findings4242About KPI Hewitt POV Key Result Areas Performance Goals that the employee is expected to achieve Individual targets that support the anization’s/Unit’s/Team goals Role Responsibilities Responsibilities which are integral to an employees job Listed in the employee’s Job DescriptionCompetencies Skills and abilities described in behavioral terms that are observable and measurable Critical to successful individual or pany performance Competencies are listed briefly in the Job Description ., Developing People4343Purpose of Each Type of KPIs Hewitt POV KRAsRoleResponsibilitiesCompetencies167。 RR are what the employee is expected to “do”.252。 Keeps focus on the purpose of the job252。 Easy to define May be too fundamental, too micro to track。 Performed anyway Difficult to measure167。 KRAs are what the employee is expected to “deliver”252。 Identify emphasize “priorities” 252。 Clear line of sight between business objectives individual goals. May be difficult to cascade broad business goals to individuals May be difficult to track results to individual contributions May be difficult to identify the right Key Performance Indicator167。 Competencies are what the employee is expected to “display”252。 Focus on “how” in addition to “what” of performance252。 Raise the bar on performance, future focused and used for development purpose May not have the chance to observe behaviours and can be subjective Competencies need to be very tightly defined4444Performance Review and CommunicationOver 50% panies conduct performance review every half year. And about 40% will conduct it annually100% respondents reported to have formal performance conversations with employeesDuring such conversations, typically KPI goals, KPI rating and salary adjustment are conveyed. – As to others, mainly refer to career development, petency review and action plan– Among those municating KPI ratings, 50% will municate KPI scores at the same timeData Source: Hewitt CPRDS 2023 Overall Findings4545KPI RatingMost panies have 5 or 6 and more performance ratingAnd about 40% participants use forced ranking to ensure the performance rating。 while 61% report to have a suggested distribution (remend a distribution but do not strictly enforce it by adjusting ratings。 used as a barometer)Among those with 5 performance ratings, from bad to good, the typical distribution is about 10% for level 1, 20% ~ 25% for level 2, 60%~70% for level 3, 10%~15% for level 4 and 5% for level 5.Currently, most panies report to appraise employee performance based on project progress not just the final results. Hence there will no obvious influence on employee performance when t