【正文】 ? Range overlap 級(jí)間重疊區(qū) ? Number of pay structures 工資架構(gòu)的數(shù)目 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 a g c b d e f Base Pay Policy Line $ Job Value 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% 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% 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 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 ? 815% for professional and management 815％ 專業(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 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 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) 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) 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 ? 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) 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)寬來最后平衡 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 projection ? Structure policy 工資政策 – Lead 領(lǐng)先 – Lag policy 滯后 – Lead/lag policy 跟隨 A Sample Salary Structure 工資架構(gòu)的樣本 Min Midp Max Spread Progres I 3250 3900 4550 40％ H 4290 5150 6010 40％ 32％ G 5440 6800 8160 50％ 32％ F 7620 9520 11420 50％ 40％ E 10250 13330 16410 60％ 40％ D 14350 18660 22970 60％ 40％ Merit Pay System 績(jī)效工資系統(tǒng) Link Performance With Pay 工資及表現(xiàn)的結(jié)合 Merit Pay System 績(jī)效工資 ? Pay differentiation by individual performance ? 根據(jù)不通的工作表現(xiàn)拉開工資差距 ? Link pay with performance management ? 績(jī)效評(píng)估系統(tǒng)與工資的結(jié)合 ? Internal equity ? 內(nèi)部公平性的體現(xiàn) Salary Range Profile 工資幅度的典型 4th Quartile Consistently outstanding 3rd Quartile Exceeds standards 2nd Quartile Meets standards 1st Quartile Does not fully meet standards 75% Midpoint 25% pay Performance definitions Position in Range 在級(jí)別中的位置 Pay Progression with Range 在同級(jí)中工資的進(jìn)度 25% Does Not Meet Standards 0% 50% Meet Standards 75% Exceed Standards 100% Outstanding Pay Range Minimum Range Peration Pay Range Maximum Pay Time Quartiles of a Range 工資幅度的區(qū)間 1Q 2Q 3Q 4Q I 32503574 35753899 39004224 42254550 H 42904719 47505149 51515579 55806010 G 54406119 61206799 68007479 74808160 F 76208569 85709519 952010469 1047011420 E 1025011789 1179013329 1333014869 1487016410 D 1435016504 1650518659 1866020814 2081522970 Position in Range 在工資幅度中的位置 CompaRatio Calculations Compa –Ratio 的計(jì)算 Market Index (actual to market) Midpoint Individual CompaRatio (actual to structure) Average Salary Market Average Organisational/Unit CompaRatio (actual to structure) Salary = Midpoint = = Average Salary Exercise on Calculating Comparatio 計(jì)算 CompaRatio的練習(xí) Position Lv No. Of EEs Average Salary New Salary Midpt CompaRatio Junior accountant I 8 3300 3900 Accountant H 5 4600 5150 Sr accountant G 2 6500 6800 Finance supervisor F 1 9000 9520 Finance manager D 1 17000 18660 Position in Range 工資幅度