【文章內容簡介】 mmunication 有效的溝通 Efficient to administer 便于操作 Negative Example : 負面例子： 2Base Salary Setting 基本工資設定 ? Salary Structure Setting 工資結構的設定 ? Salary revision 調薪 實例 1： Salary Structure Setting 工資結構的設定 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。 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. 五個級別內的重疊為正常 ? Broad banding may produce substantial overlap. “寬級”會造成很大的范圍重疊。 Factors Influence Salary Revision 影響個人工資調整的因素 ? Performance Rating 表現(xiàn)評估得分 ? Individual Pay Position to Salary Structure 相比工資結構，個人的工資水平 – salary exceeding the maximum: lump sum 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，特殊調整 ? Competence and Market Value 能力與市場價值 ? Cost of Living 物價水平 Incentive Setting 獎金設定 ? Incentive vs Guaranteed Pay 獎金與固定薪酬的比重 ? Incentive objectives setting 獎金目標的設定 實例 2： Incentive vs Guaranteed Pay 獎金與固定薪酬的比重 Market Movement (example) 市場移動 (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 獎金目標的設定 Sales Incentive銷售獎金 ? 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個目標 ? 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 (針對經理 ) ? Product Mix (strategic products services)產品組合 ? Customer Satisfaction客戶滿意度 ? Account Receivable 應收帳款 Incentive Objectives Setting 獎金目標的設定 Sales Incentive銷售獎金 ? Based on 5 business perspectives of financial, customer, employee, innovation, internal efficiency, Y2K 基于財務、客戶、員工、創(chuàng)新、效率等 5個方面，以及 Y2K。 ? 25% of financial objectives, 75% of KPIs with financial nonfinancial 須至少有 25%為財務指標 ? No restrictions on number of objectives 對目標的設定無數(shù)量限制。 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