【正文】 Feedback反饋 Effective feedback describes the behaviors under specific situation 有效的反饋是對(duì)于員工 具體情境下行為的反饋 Feedback: The IDEAL State 給予反饋的理想狀態(tài) F = Frequent 時(shí)常 A = Accurate 準(zhǔn)確 S = Specific明確具體 T = Timely 及時(shí) Preferred approach… “Your presentation this morning went well. You conveyed very clearly the supporting rationale. In fact, the team agreed with your remendation and we’ll be moving ahead. One suggestion I’d make for future presentations is spending less time on the alternatives considered. That way the audience remains clear on what’s being proposed.” One approach… “That was a great job on the presentation you did last month. I got a few ments about how it could have been shorter, but overall you did fine. Keep up the good work!” Some examples例子 . . . Performance Appraisal 績(jī)效評(píng)估 What to be appraised? 評(píng)估什么 ? Results achievements 工作結(jié)果評(píng)估 – Objectives 目標(biāo) – Responsibilities/key results areas 職責(zé) ? Performance factors 表現(xiàn)因素評(píng)估 – Attitude in performing 工作態(tài)度 – Competence 能力 Rating and Weighting 分值與權(quán)重 The overall rating of Performance Appraisal should derive from both rating of objectives/responsibilities and performance factors. 表現(xiàn)評(píng)估的最終結(jié)果來(lái)自目標(biāo) /職責(zé)及表現(xiàn)因素的評(píng)估。 整體目標(biāo)如凈銷售額、定單量、市場(chǎng)損益、質(zhì)量等由上自下設(shè)定 ? One of manager’s objectives should be shared by subordinates 下屬須有一個(gè)目標(biāo)與經(jīng)理分擔(dān)。 ? 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。 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。 窄幅 (3050%)適用于行政人員； ? Wider range (4060%) for professional staff。 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。 ? Efficient Communication 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。 At IPE 60 Level 2023 April is 15% higher than 2023 April and 5% more than 2023 October. IPE60的員工， 2023年 4月市場(chǎng)工資比2023年 4月和 10月分別增長(zhǎng)了 15%和 5%。 Ericsson Compensation Benefit 愛(ài)立信薪酬體系 2023年 9月 18日 Ericsson Compensation Benefit 愛(ài)立信薪酬體系 ? CB vs Company strategy HR management 薪酬與公司管理和人力資源管理的關(guān)系 ? CB system establishment, petitiveness, impact to pany finance 薪酬體系的建立、競(jìng)爭(zhēng)力、對(duì)公司財(cái)務(wù)管理的影響力 What are Ericsson’s business measurements? 愛(ài)立信業(yè)務(wù)的衡量尺度？ (它隨著公司業(yè)務(wù)的轉(zhuǎn)變而變化，去年可能是凈銷售額、客戶滿意度、現(xiàn)金流，今年則是訂單數(shù)量和應(yīng)收帳款等 ) The business measurements decide the cB strategy 業(yè)務(wù)的衡量尺度決定公司薪酬體系的戰(zhàn)略 (如獎(jiǎng)勵(lì)機(jī)制中目標(biāo)的制定直接與業(yè)務(wù)戰(zhàn)略相關(guān) ) Why HR need to look at money? 人力資源為什么向“錢”看？ ? all HR activities can be put in money term 所有的人力資源管理活動(dòng)都可以用錢來(lái)衡量 ? No financial mindset analysis, HR is blind. 沒(méi)有財(cái)務(wù)分析和頭腦，人力資源管理是盲目的。 Net sales per employee 人均凈銷售額 Net sales 凈銷售額 total no. of employees 員工總數(shù) Employee cost vs OPEX 員工費(fèi)用 /營(yíng)運(yùn)費(fèi)用 ? OPEX run rate/total turnover 營(yíng)運(yùn)費(fèi)用 /總營(yíng)業(yè)額 ? Employee cost/OPEX run rate 員工費(fèi)用 /營(yíng)運(yùn)費(fèi)用 How to build HR management into business process? 如何把 HRM建立到業(yè)務(wù)流程？ HR reward system HR獎(jiǎng)勵(lì)機(jī)制 Company financial objectives 公司