【正文】 ay market in which the pany petes for talent. 4. Within each pay market and within the pany as a whole, assess the petitive level of total human resources cost (include base salary, variable pay, benefits, training, education, worklife, and other relevant programs) of the workforce. 5. With each pay market, determine the difficulty of recruitment, time to recruit, turnover rate, skill levels required, and training necessary. 6. Assess affordability based on the feasibility of basing more pay on incremental profits. 7. Assess change readiness 8. Identify pay techniques relevant to each pay market. 9. Utilize succession and workforce assessment to customize pensation programs for mustkeep employees. 10. Develop customized pay strategies, administrative progress, performance management, and career management progress for each talent pay market by bining those with similar characteristics and segmenting others that do not fit together. 11. Communicate new program. 1. The role of pensation in corporate transformation The evolution of reward management in an anization. Emphasis on: Job person Low Medium High High 【 1】 Startup or entrepreneurial phase Emphasis: Expediency Plan Type: Personbased discretionary Approach Method: Subjective (“gut fell”) Set By: CEO 90% Staff 10% 【 5】 Continuously changing, highly petitive business environments Emphasis: Organizational effectiveness Plan Type: Personbased integrated Reward Systems Method: Market Pricing/Skillbased Pay Set By: CEO/Line Managers 70% Staff 30% Medium 【 2】 Early growth phase Emphasis: Internal job equity Plan Type: Jobbased Qualitative Systems Method: Ranking/Grade Classification Set By: CEO/Line managers 60% Staff 40% 【 4】 Increasingly petitive markets Emphasis: Individual motivation Plan Type: Jobbased Quantitative Systems + Incentive plans Method: Same as 【 3】 Set By: CEO/Line managers 50% Staff 50% Low 【 3】 Later growth phase Emphasis: Control Plan Type: Jobbased Quantitative systems Method: Point Factor/Factor Comparison Set By: CEO/Line Managers 20% Staff 80% 4. Compensation: an overview Job Documentation The first step toward providing a sound basis from which to document an anization’s jobs is to analyze the anization’s culture. The second step is to determine what categories or parameters will be analyzed. The third step in the job analysis process is to collect job content. The final step in the job analysis process is to document job content. 5. Job analysis and job documentation What are those determinants of pay? OrganizationLevel Determinants: Industry, Size, Performance, Ability to pay, Location. JobLevel Determinants: Organization location, anization level, Job size. EmployeeLevel Determinants: Roles, Skill, Competencies. 8. Retrieving, manipulating, and analyzing pensation data Developing petitive pensation programs Who are the petitive for resources? What are the distinguishing characteristics of my business? How should my business fit with prevailing market pay practices? What functions are critical to my business petitive advantage? How does location affect my ability to attract skilled personnel? Gathering and interpreting petitive market data. Compensation databaseto keep pensation program current with changes in the market. Deriving market data for large populations and HYBIRD jobs. 9. Developing petitive pensation programs Typical pensation by business maturity stage Component Embryonic growth Mature Aging Base Low Competitive Competitive/High High Shortterm incentives Competitive Competitive High Low Longterm incentives High Competitive Competitive Low Benefits Low Competitive High High Perquisites Low Competitive Competitive High Overall pattern Adaptive Adaptive Regulated Regulated 9. Developing petitive pensation programs Businesspensation strategy flow 10. The development of salary structures Base pay program architecture 10. The development of salary structures Organization and Salary Structure Mature, Hierarchical Organization Fluid, Flat Organization Network, Virtual Organization ? Midpointdriven salary ranges with typical spreads of 3550% ? Broadbands with typical emphasis on market values and demonstrated individual petencies or skills ? Fluid, marketdriven, individually based framework ? Numerous grades from top to bottom。 heavy overlap ? 200+% range spreads or ranges without dollar definitions。 moderate overlap ? Personbased framework, depending on capabilities, contribution, end results 10. The development of salary structures Fiveband model. 10. The development of salary structures A typology of petencyrelated pay. Focus of Competency Definition Job Role Person Method of Linkage Evaluation Point factor plans and grade structures . Portsmouth Housing Trust Role classification systems into broader pay bands, . Motorola Personbased pay setting in very broad bands, . SmithKline Beecham Pay Adjustment Skill/petence pay steps in ranges . PacifiCorp Formulabased increases, . VWUK Pay increases based on assessment of results and petencies . Woolwich Pay increases based wholly/largely on personal petence . ICL Bonus and Recognition Bonuses related to assessment of results and petencies, . . Computer Company Recognition awards for personal behaviors in line with corporat