創(chuàng)業(yè)管理華為-薪酬結(jié)構(gòu)之考慮-資料下載頁(yè)
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【正文】 a 定最低工資 Establishing Minimum 最低 Minimum MidPoint 中點(diǎn) 1 + Range 2 = ( ( . Rmb 1,000 1 + 50% 2 = ( ( Rmb 1,000 = Rmb 800 = Rmb 1,000 1 + 50% 2 ( ( = 1 + (25%) = 1 + = 1 + = 25 100 幅度 169。 Copyright Mercer Executive Resources Consulting, Asia 定最高工資 Establishing Maximum 最高 最低 幅度 Maximum = Minimum x (1 + Range) = Rmb 800 x (1 + 50%) = Rmb 800 x = Rmb 1,200 幅度 ? Range = Minimum Rmb 800 最低 MidPoint Rmb 1,000 中點(diǎn) Maximum Rmb 1,200 最高 1 + 50% = 1 + = 1 + () = 50 100 ( ( 169。 Copyright Mercer Executive Resources Consulting, Asia 中點(diǎn)增加率 MidPoint Progression Gradual 逐漸的 Moderate 穩(wěn)健的 Steep 陡斜的 10% 10% 15% 15% 30% 30% More grades 多級(jí)別 Less grades 少級(jí)別 169。 Copyright Mercer Executive Resources Consulting, Asia 幅度重疊 Range Overlap 1,200 1,000 800 1,800 1,500 1,200 1,800 2,250 2,700 Grade 1,200 1,000 800 1,350 1,125 900 1,000 1,250 1,500 Grade 1,200 1,000 800 1,500 1,250 1,000 1,250 1,563 1,875 Grade No overlap 沒(méi)有重疊 50% jump each promotion 每晉升 , 增加 50% Big overlap 大部分重疊 % jump each promotion 每晉升 , 增加 % Range overlap 重疊部分 = 67% 1,200 900 300 1,350 900 450 = = 67% Moderate overlap 適度重疊 25% jump each promotion 每晉升 , 增加 25% Range overlap 重疊部分 = 40% 1,200 1,000 200 1,500 1,000 500 = = 40% RMB RMB RMB 169。 Copyright Mercer Executive Resources Consulting, Asia 幅度重疊 Range Overlap (2) How much ? 多少 一個(gè)級(jí)別的幅度一般不超過(guò)三個(gè)其他級(jí)別的重疊 The range span of any one grade should not overlap much more than three other grades 169。 Copyright Mercer Executive Resources Consulting, Asia 幅度的重要性 Significance of Salary Range Q4 Q2 Q3 Q1 中點(diǎn) = 競(jìng)爭(zhēng)性工資 MidPoint = Competitive Pay Maximum 最高點(diǎn) Minimum 最低點(diǎn) 一般期望 = 標(biāo)準(zhǔn)工資 Standard Expectation = Reference Salary Performance 工作表現(xiàn) Competencies 技能 Years in service 服務(wù)年期 169。 Copyright Mercer Executive Resources Consulting, Asia 多少結(jié)構(gòu) How Many Structures? 市場(chǎng)特色 ? Market Characteristics 內(nèi)部平衡 ? Internal Equity 外部競(jìng)爭(zhēng)力 ? External Competitiveness 管理概念 ? Management Philosophy 169。 Copyright Mercer Executive Resources Consulting, Asia $ 中值前進(jìn) midpoint progression Reference Salary 標(biāo)準(zhǔn)工資 Grades 等級(jí) 超過(guò) /低過(guò) 工資幅度 Overs and Unders 用什么策略 ? What Strategies?
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