【正文】 Base to base , total cash to total cash ? 基本月薪，或全部年薪 Compensation Management An exercise of data parison 數(shù)據(jù)比較的練習(xí) Compensation Management Market Index 市場(chǎng)系數(shù) Position Level Number of EEs Average Salary Market Mean Market Index Junior accountant I 8 3300 3289 Accountant H 5 4600 4934 Sr Accountant G 2 6500 6776 Finance Supervisor F 1 9000 10789 Finance Manager D 1 17000 17368 Compensation Management Pay Structure Design 設(shè)計(jì)工資架構(gòu) Compensation Management Something about pay structure 關(guān)于工資架構(gòu) Compensation Management An Ideal Compensation Program 理想的薪酬設(shè)計(jì) ? Internal equity 內(nèi)部公平性 ? External petitiveness 外部競(jìng)爭(zhēng)性 ? Affordability 可負(fù)擔(dān)性 ? Legally defensible 合法的 ? Understandable /salable 可理解的 /易服人的 ? Efficient to administer 易管理的 ? Safeguards the anization’s resources 對(duì)公司資源的保護(hù) ? Flexible 靈活的 ? Meets the anization’s unique needs 為企業(yè)特別定制的 Compensation Management General and Specific Factors Affecting Pay Structures 影響工資架構(gòu)的一般與特殊因素 ? Corporate culture and values 企業(yè)文化及價(jià)值觀 ? Management philosophy 管理宗旨 ? External economic environment 外部經(jīng)濟(jì)環(huán)境 ? Labor market demand and supply 市場(chǎng)的供求比 ? Corporate strategy and policy 公司的戰(zhàn)略與政策 – Centralized pensation policy – 統(tǒng)一的工資政策 – Decentralized pensation policy – 分管的工資政策 – Shortterm vs. . Longterm consideration – 短期與長(zhǎng)期的考慮 Compensation Management Example of a Pay Structure 工資架構(gòu)的例子 8 7 6 5 4 3 2 1 7800 6800 5800 4800 3800 2800 8800 Grade Compensation Management Pay Structure Design 工資架構(gòu)的設(shè)計(jì) ? Base pay policy line 基本工資政策線(xiàn) ? Number of job grades/bands 級(jí)別的設(shè)置 ? Midpoint progression 級(jí)差 ? Range spreads 級(jí)寬 ? Range overlap 級(jí)間重疊區(qū) ? Number of pay structures 工資架構(gòu)的數(shù)目 Compensation Management Profile of a Base Pay Structure 典型的工資架構(gòu) a: Range min 最低點(diǎn) d–c : Range overlap 級(jí)間重疊區(qū) b: Range max 最高點(diǎn) ef , fg : Range progression 級(jí)差 ab :Range spread 級(jí)寬 efg :Base pay policy line 基本工資政策線(xiàn) a g c b d e f Base Pay Policy Line $ Job Value Compensation Management Range Spreads 級(jí)寬 Plus and minus midpoint percent 中點(diǎn)距兩極的距離 (1+％ desired)/(1% desired) 1=range spread (1+20% ) (120%) = or 50% Minimum to maximum 最低點(diǎn)與最高點(diǎn)的距離 (max –min ) / min = range spread (45003000) / 3000= or 50% Compensation Management Exercise on Midpoint and Range Spread 由級(jí)差算出中點(diǎn)距兩極的距離的練習(xí) Range Spread Spread on either side of Midpoint 30% 40% 45% 50% 60% 70% Compensation Management Exercise for calculating Min /Max from Midpoint 從中點(diǎn)算出最高最低點(diǎn)的練習(xí) Position Range Spread Minimum Midpoint Maximum Accounting Manager 30% 10000 40% 10000 50% 10000 60% 10000 Compensation Management Range Progression 級(jí)差 ? Percentage difference between grade midpoints ? 兩極中點(diǎn)的差距百分比 ? To consider the following when design the jump ? 在制定級(jí)差時(shí)應(yīng)考慮的因素 – Market petitiveness 市場(chǎng)競(jìng)爭(zhēng)性 – Cost of promotions 升值的成本 – Midpointtomidpoint differential guidelines (ideal situation) – 級(jí)差的規(guī)定（理想狀態(tài)） ? 510% for clerical / production 510％ 職員 /生產(chǎn)線(xiàn) ? 815% for professional and management 815％ 專(zhuān)業(yè)人員及經(jīng)理層 ? 1525% between supervisor and subordinates 1525％ 主管及下屬之間 ? 3035% for executive levels 3035％ 高級(jí)管理層 Compensation Management Typical Range Spreads 典型的級(jí)寬 Employee Group Typical Range Spread Services ,production and maintenance 服務(wù)，生產(chǎn)以及維護(hù) Narrow ranges 2030% 窄 2030％ Clerical ,technical and supervisory 職員，技工及主管 Relatively narrow 3050% 相對(duì)窄 3050％ Professional and administrative 專(zhuān)業(yè)及行政人士 Wider ranges 50% 寬 50％ Managerial and executive 經(jīng)理及高層經(jīng)理 Widest ranges 50%+ 最寬 50％以上 Compensation Management Developing a Pay Structure 制作工資架構(gòu) ? Internal equity 內(nèi)部公平性 – Job evaluation system – 職位定級(jí)系統(tǒng) – Equity within a job family – 在同一工作族群之間的公平 – Equity among various job families – 在不通工作族群之間的公平 – Cross functional / location consistency – 跨部門(mén)及地區(qū)的一致性 ? External petitiveness 外部競(jìng)爭(zhēng)力 – Achieve attract , retain and motive purpose – 完成吸引，保留及激勵(lì)人才的目的 – Get most recent market data – 拿到最近的市場(chǎng)數(shù)據(jù) Compensation Management Developing a Pay Structure 制作工資架構(gòu) ? Define internal pay grads 制定內(nèi)部的工資級(jí)數(shù) ? Slot jobs into pay grads 把工作與級(jí)別相對(duì)應(yīng) ? Decide your pay policies 決定工資政策 – Lead ,lag or lead/lag – Lead ,lag 或 lead/lag – Competitiveness position (which market trend line to follow ,25th ,50th ,or 75th – 競(jìng)爭(zhēng)水平（你公司在市場(chǎng)上的定位， 25p,50p,75p) – How many structures you need – 需要多少個(gè)工資結(jié)構(gòu) Compensation Management Developing a Pay Structure 制作工資架構(gòu) ? Apply most update market data ? 用最近的市場(chǎng)數(shù)據(jù) ? Age the market data according to pay policies ? 預(yù)估市場(chǎng)工資水平 ? Grouping market data by job families you need for specific structure ? 把市場(chǎng)數(shù)據(jù)按工作族群分類(lèi) ? Calculating the mean of those market data ? 算出市場(chǎng)數(shù)據(jù)的中值 ? Find out market inconsistencies and smooth out grade midpoints ? 找到市場(chǎng)的不協(xié)調(diào)點(diǎn)并用平滑方法決定中點(diǎn) ? Review differences between midpoints and market data ? 回顧中點(diǎn)及市場(chǎng)中值的差距 ? Resolve inconsistencies between internal and external equity ? 對(duì)外部及內(nèi)部的不一致性進(jìn)行平衡 ? Developing pay ranges around the proposed midpoints ? 用決定好的中值定出級(jí)寬及最低最高點(diǎn) Compensation Management Compensation Management Building Your Structure 制定你的工資架構(gòu) ? Decide your midpoint ? 決定中點(diǎn) ? Smooth out where you lack of market data ? 如沒(méi)有市場(chǎng)數(shù)據(jù)，用平滑方法決定 ? Decide your range spread ? 決定級(jí)寬 ? Calculate the minimum and maximum ? 計(jì)算最低和最高點(diǎn) ? Calculate the midpoint progression ? 計(jì)算中點(diǎn)的級(jí)差 ? Further smooth out the range by appropriate progression and range spread ? 用適當(dāng)?shù)募?jí)差，級(jí)寬來(lái)最后平衡 Compensation Management Build Your Structure – Assumptions 制定工資架構(gòu)－假設(shè)情況 ? Market movement 市場(chǎng)動(dòng)向 – 8% for 2023 – 6% for 2023