世界500强的人力资源管理 薪酬体系.ppt

,Click to edit Master style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,免费下载世界,500,强的职场技能,Ericsson Compensation&Benefit,爱立信薪酬体系,C&B vs Company strategy&HR management,薪酬与公司管理和人力资源管理的关系,C&B system establishment,competitiveness,impact to,company finance,薪酬体系的建立、竞争力、对公司财务管理的影响力,What are Ericssons business measurements?,爱立信业务的衡量尺度？,(它随着公司业务的转变而变化，去年可能是净销售额、客户满意度、现金流，今年则是订单数量和应收帐款等),The business measurements decide the c&B strategy,业务的衡量尺度决定公司薪酬体系的战略,(如奖励机制中目标的制定直接与业务战略相关,),Why HR need to look at money?,人力资源为什么向“钱”看？,all HR activities can be put in money term,所有的人力资源管理活动都可以用钱来衡量,No financial mind-set&analysis,HR is blind.,没有财务分析和头脑，人力资源管理是盲目的。,Net sales per employee,人均净销售额,Net sales,净销售额,total no.of employees,员工总数,Employee cost,vs OPEX,员工费用/营运费用,OPEX run rate/total turnover,营运费用/总营业额,Employee cost/OPEX run rate,员工费用/营运费用,How to build HR management into business process?,如何把,HRM,建立到业务流程？,HR reward system,HR,奖励机制,Company financial,objectives,公司财务目标,Human capital index,人力资本指数,Customer,satisfaction,客户满意度,Key elements of HR operation,人力资源运作的关键要素,组织设置,Organizational,designM&A,人员配置、人才招聘,resource planning&,staffing,薪酬体系,C&B,设定目标/指标量化,Setting objectives,&measurement,培训和能力发展,Training&competence,development,绩效评估和反馈,Performance,evaluation&feedback,Motivation characteristics of Successful Companies,成功企业激励机制的特点,support company strategy and development,配合公司战略和发展,fully align with company goals,不偏离公司目标,each motivation action has its specific objective,任何一个激励机制都有它特定的目的,flexibility,fit into individual,s desires,因人而异,MOTIVATION,激励机制,企业运作环境,Business environment(industry,globalization,market competitiveness),企业文化,Company culture,品牌,brand,员工的价值,Value of staff,工作，机会，工资，奖金，奖励，股票，,国外工作机会，教育，培训，管理风格，工作环境，组织结构，工作效率,Compensation&Benefit,薪酬体系,仁者见仁，智者见智的薪酬体系,人力资源管理的灵魂,直接影响公司财务运作,人力资源管理中技术/技巧难度最大的部分,管理的平台,最直白的竞争,既灵活又抽象，,为我所用,C&B Program Management Cycle,薪酬体系管理流程,Organizations Strategy,组织战略,Human Resources Strategy,人力资源战略,C&B Strategy,薪酬战略,Program Evaluation,体系评估,Administration&,Implementation,操作执行,Program Design,体系设计,Communication,&Training,沟通与培训,Factors to be considered in C&B Strategy,薪酬战略的考虑因素,Customer Value,客户价值,Price,价格,Quality,质量,Service,服务,Organization Value,组织价值,Financial Result,财务结果,Org.Performance,组织结果,Employee Value,员工价值,C&B,薪酬,Other returns,其他回报,C&B Strategy,薪酬战略,C&B Objectives,薪酬目标,Attract,吸引,Retain,保留,Motivate,激励,Employees,员工,Company,公司,Achieve Objectives,达到公司目标,Key Elements of C&B,薪酬福利的关键要素,IPE(International Position Evaluation)System,国际职位评估系统,C&B Package,薪酬内容,Performance Management,绩效管理,IPE-International Position Evaluation,IPE-,国际职位评估系统,-A Human Resource tool which measures the,impact and contribution of each position,一种人力资源的工具，用来衡量每个职位的影响和贡献,Salary survey to benchmark competitiveness 用于工资调查以衡量竞争力,Establish salary level and structure 用于建立工资水平及结构,Facilitate recruitment 用于招聘,Facilitate career planning 用于职业发展的计划,Promotion and job rotation 用于升职和工作变动时的职位评估,Organization development 用于组织发展时的职位评估,The Four IPE Factors,IPE,的四个要素,Factor 1:Impact,影响力,Factor 2:Communication,沟通,Factor 3:Innovation,创新精神,Factor 4:Knowledge,知识技能,Factor 1:Impact,影响力,Contribution,贡献,Impact,影响力,Organization,组织大小,Size of organization,组织大小,Influence on its area of responsibility/operation,对于职责范围内的影响,Factor 2:Communication,沟通,Positions responsibility for,communications both within and,outside the organization,职位要求的对内部及外部的沟通,Frame,架构(内部或外部),Communications,沟通,Factor 3:Innovation,创新精神,Identify,develop and make,improvement to new ideas,techniques,procedures,services,or products,发现、发展、改进新的想法、技术、,程序、服务或产品,Complexity,复杂性,Innovation,创新,Factor 4:Knowledge,知识技能,Teams,团队,Breadth,宽度,Knowledge,知识技能,Knowledge required in job to,accomplish objective and create value,完成工作并增加价值所需的知识技能,Steps to set IPE System,设定,IPE,的步骤,Step 1,Establish working committee,建立工作组,Management team review and approve,管理层审核并批准,Step 6,Calculate IPE score and second interview line manager,算出,IPE,分数并与经理第二轮面谈,Step 5,First interview line manager,与经理第一轮面谈,Step 4,Review job description and design checklist questions,回顾工作描述并设计相关问卷,Step 3,Understand IPE system and define role of each party,了解,IPE,系统并规定每一方的职责,Step 2,C&B Package,薪酬内容,competitive in the market to attract,retain and motivate,保持市场竞争力从而吸引、保留、激励员工,Compensation,薪酬,Fixed Salary,固定工资,Variable Pay,浮动工资,Short Term incentive,短期激励奖金,Sales Incentive,销售奖金,Performance bonus,绩效奖金,Benefits,福利,Social Insurance,社会保险,Housing Fund,住房公积金,Supl.Housing Fund,补充住房基金,Sports allowance,运动补贴,Leave&holiday,休假,Life&Medical Insurance,人寿和医疗保险,Overseas Travel Insurance,境外旅行保险,Transportation,交通,Meal allowance,饭补,Others-welfare,rewarding,其他.,Base Salary,基本工资,13 Months Salary,年底双薪,Overtime Payment,加班工资,Travel Allowance,出差补贴,Stock Option,股票期权,C&B Package Designing Principles,薪酬设计原则,Externally competitive,外部竞争力,Internally equitable,内部公平性,Cost Affordable&Appropriate,成本承受力及合理性,Understandable,员工及公司的认同性,Efficient to administer,便于操作,Externally Competitive,外部竞争力,Select competitors.,选定竞争对手,Select the appropriate type of survey,选择适当的市场调查,Determine current market position,了解目前在市场上的位置,Set target on Market positioning,设定市场定位目标(,e.g.25P,50P,75P or 90P),Adjust C&B policies accordingly,相关薪酬政策调整,Who are our reference?,我们和谁比较？,XX,的薪酬参照物？,Overall Variance,总述,2002 April fixed salary is 3%and 2%higher than 2001 April and 2001 October respectively.2002,年4月市场工资比2001年4月和10月分别增长了3%和2%。,At IPE 60 Level,2002 April is 15%higher than 2001 April and 5%more than 2001 October.,IPE60,的员工，2002年4月市场工资比2001年4月和10月分别增长了15%和5%。,Example1：Market Survey Data Analysis,举例1：市场调查数据分析,-,Market Movement,市场移动,0,50000,100000,150000,200000,250000,300000,42,43,44,45,46,47,48,49,50,51,52,53,54,55,56,57,58,59,60,90,P,75,P,50,P,25,P,IPE,Annual Total Cash,-,One Companys position in the market,公司在市场上的位置,Example2：Market Survey Data Analysis,举例2：市场调查数据分析,Internally Equitable,内部公平性,Base Pay-Systematic Salary Structure,基本工资-系统的工资结构,Variable Pay-based on Co.s achievement.,浮动奖金-与公司业绩挂钩,Benefits-secure program for every employee,福利计划-为每位员工提供保障,Stock Options-to retain&motivate key contributors,股票期权-保留和激励关键员工,Performance Management-Standard measurements,绩效管理-统一的衡量标准,Internal equity is reflected in the following areas:,内部公平性反映在以下方面：,Cost Affordable&Appropriate,成本承受力及合理性,-,Financial Analysis,费用的管理,C&B Cost Forecast-decides if its affordable,薪酬费用预算-决定公司是否有能力支付,OPEX Forecast-decides if its appropriate and acceptable by Management,营运成本与净销售额的比值(,OPEX),的预算-决定薪酬是否合理，并能,为管理层所接受,Understandable,员工及公司的认同性,Win-Win Principle,双赢原则,Employees create value for Company,员工为公司创造价值,Company provides employees competitive compensation and helps employees to achieve individual objectives.,公司为员工提供有竞争性的薪酬并帮助员工实现个人目标。,Efficient Communication,有效的沟通,Efficient to administer,便于操作,Negative Example:,负面例子：,Base Salary Setting,基本工资设定,Salary Structure Setting,工资结构的设定,Salary revision,调薪,实例1：,Salary Structure Setting,工资结构的设定,abc =Mid-Point Progression,中值变化,a1 -a2=Range Spread,幅度范围,s1 -s2=Range Overlap,范围重叠,0,5000,10000,15000,20000,25000,30000,35000,40000,45000,IPE Grades,a1,a2,a,b,c,d,e,Salary Policy Line,工资线,c,s,1,s,2,Salary Policy Line,工资线,market data,以市场数据和现行工资为参考,Use regressed trend line;,用回归曲线,Consistent with the C&B strategy of the organization,与公司薪酬战略保持一致,Midpoint-to-midpoint Differential,中值之间的差别,5-10%between grades for Adm.staff;(IPE43-49),行政人员-每个级别差约5-10%；,8-15%between grades for professional and management(IPE50-57),专业技术或管理人员-每个级别差约8-15%；,30-35%between grades for executive levels(IPE58+),高级管理人员-每个级别差约30-35%；,Range Spread,幅度范围,Narrow range(30-50%)for adm.staff;,窄幅(30-50%)适用于行政人员；,Wider range(40-60%)for professional staff;,稍宽幅度适用于专业技术人员；,Widest range(60%-300%)for managerial&executive staff.,最宽幅度适用于管理人员,Range Overlap,范围重叠,A function of midpoint differentials and range spreads;,由中值差别与幅度范围决定,Overlap of five grades is common.,五个级别内的重叠为正常,Broad banding may produce substantial overlap.,“宽级”会造成很大的范围重叠。,Factors Influence Salary Revision,影响个人工资调整的因素,Performance Rating,表现评估得分,Individual Pay Position to Salary Structure,相比工资结构，个人的工资水平,salary exceeding the maximum:lump sum,工资超过最高值，付一笔金额，无工资增长,salary beneath the minimum:special adjust,工资低于最低值，特殊调整,Competence and Market Value,能力与市场价值,Cost of Living,物价水平,Incentive Setting,奖金设定,Incentive vs Guaranteed Pay,奖金与固定薪酬的比重,Incentive objectives setting,奖金目标的设定,实例2：,Incentive vs Guaranteed Pay,奖金与固定薪酬的比重,-Market Movement(example),市场移动(举例),100%,100%,100%,100%,100%,100%,10%,10%,15%,23%,30%,28%,0%,20%,40%,60%,80%,100%,120%,140%,Sales Mgr.,Sales Prof.,Sales general staff,Mgr.&Prof.,General staff,Admin/Sec.,Guaranteed Cash,Variable Payment,Incentive Objectives Setting,奖金目标的设定,-,Sales Incentive,销售奖金,Turn Over(order booking,net sales),营业额(定单，净销售额),Market Share,市场份额,Cash Flow,现金流,Product Mix,产品组合,1999,Turn Over(order booking,net sales),营业额(定单，净销售额),Market Share,市场份额,Cash Flow,现金流,Product Mix,产品组合,2000,2001,MU China Net Sales(compulsory),中国市场净销售额(必须),MU China Cash Flow(compulsory),中国市场现金流(必须),Customer Satisfaction,客户满意度,.,(,half-year evaluation&payment)(,半年评估一次),2002,Max.4 Objectives:,最多4个目标,Orders Booked,(,compulsory),定单量(必须),Net Sales(compulsory),净销售额(必须),Market Contribution(for managers),市场损益(针对经理),Product Mix(strategic products&services),产品组合,Customer Satisfaction,客户满意度,Account Receivable,应收帐款,Incentive Objectives Setting,奖金目标的设定,-,Sales Incentive,销售奖金,Based on 5 business perspectives of financial,customer,employee,innovation,internal efficiency,Y2K,基于财务、客户、员工、创新、效率等5个方面，以及,Y2K。,25%of financial objectives,75%of KPIs with financial&non-financial,须至少有25%为财务指标,No restrictions on number of objectives,对目标的设定无数量限制。,1999,Maximum 4 objectives,最多4个目标,At least 1 objective is financial,至少一个是财,务目标,1 objective from the unit in which the,employee works,有一个员工所在部门的目标,1 objective from the unit of line manager,works,有一个员工经理所在部门的目标,Each organization decide objective weight,各组织自己决定各项目标的权重,“Grandfather”principle reinforces,objective alignment,两层经理批准以确保目标,的一致性,2000,Incentive Objectives Setting,奖金目标的设定,-,STI&Performance Bonus,短期激励奖金和绩效奖金,Maximum 4 objectives,最多4个目标,Overall objectives of Net Sales/Orders Booked,Market Contribution,Quality/TQM is cascaded down;,整体目标如净销售额、定单量、市场损益、质量等由上自下设定,One of managers objectives should be shared by subordinates,下属须有一个目标与经理分担。,2001,2002,Maximum 5 objectives,最多5个目标,MU China Net Sales(compulsory),中国市场净销售额(必须),MU China Cash Flow(compulsory),中国市场现金流(必须),Others,其他,(,half-year evaluation&payment)(,半年评估一次),Incentive Objectives Setting,奖金目标的设定,-,STI&Performance Bonus,短期激励奖金和绩效奖金,C&B Program Evaluation,薪酬体系评估,Impact on organizations performance(Customers Satisfaction,Profit,external image,etc.),对公司业绩的影响(客户满意度，赢利，外部形象，等),Costs,费用,Employee turnover rate,员工离职率,Human Resources Effectiveness,人力资本指数,Performance Management,绩效管理,PD Discussion(Q1),个人发展谈话,Review job description,回顾工作描述,Set Objectives Measurements,设定目标及衡量标准,Competence Profile,技能要求,Individual development plan,个人发展计划,Development Actions,发展行动,(,Q1-Q4),Training,培训,Coaching,教练,Counseling,咨询,Review,审核,Performance Appraisal(Q4),绩效评估,Evaluate Objective achievements,Assess personal performance factors,评估目标达到情况，其结果将：,Input for next years PD Discussion,作为次年个人发展谈话参考,A base for salary revision,作为调薪的基础,A base for career advancement,作为事业发展的基础,PD Discussion,个人发展谈话,When To Have PD Discussion?,何时进行个人发展谈话？,First quarter of the year,每年的第一季度,6 months after new employee on board(Objective can be set once employee on board),新员工入职后的6个月(目标设定可于员工入职后即完成),Employee status change,员工情况变化时,Promotion,升职,Demotion,降职,Transfer,工作调转,.,Step 1Review Job Description,回顾工作描述,Step 2Set Objective/Goals-SMART,设定,SMART,目标,Step 3Set Standards and Measurement,设定衡量标准,Step 4Discuss Competence Profile,讨论技能要求,Step 5Individual Development Plan,设定个人发展计划,PD Discussion Steps,个人发展谈话步骤,Setting Objectives,Standards and Measurements,目标及衡量标准设定,Priority Objectives/Standards/Rating,Weight Responsibilities Measurement (1-5),30%.,20%.,15%.,Deliver project XXX according Delivered by 15th of Apr 02,to time plan and project spec.Increase Customer.Sat after,delivering by over 3,8.,Individual OPEX decreased by By 31st of Dec 02,Kr 25.000,-/year.Documented in the financial,system,cost center XXX,Implement Performance Measured by Dialog,Dec 01:,Management within XXX.All employees have set goals.,All employees have PD-disc.,Increased Empowerment,index by over 30%,Examples,举例,:,Technical/Professional Competence,Human Competence,Business Competence,Individual,Capacities,Competencies relevant to interaction with people.,Managing People,Negotiating Skill,.,Competencies specific for a certain function,role or task.,3G Competence,2.5 G Competence,.,Competencies related to the understanding of the business.,Understanding of Telecom Market,.,The Ericsson Competence Model,爱立信技能模式,Examples,举例,:,Competence Profile,综合技能评定表,Individual Development Plan,个人发展计划,Actions and Courses Planned Time Complete Time,行动/课程 计划时间 完成时间,Attend the LCC course June 2001 May 2002,Participate in the global project of Feb 2001 Oct.2001,Implement the PM program in department May 2001 Dec.2001,Rotate to position to get further understanding,of business operation Jan 2002 May 2002,Examples,举例,:,Development Actions,发展行动,Training,培训,Coaching and Feedback,教练、反馈,Counseling,咨询,Review,审核,Development Actions,发展行动,Coaching&Feedback,教练、反馈,Good Communication Skill,良好的沟通技巧,Coaching,教练,Coaching is the following up of,feedback,incl.Solving the problem,and action plan.,教练是对反馈的跟进，,包括解决问题及行动计划等。,Feedback,反馈,Effective feedback describes,the behaviors under specific,situation,有效的反馈是对于员工,具体情境下行为的反馈,Feedback:The IDEAL State,给予反馈的理想状态,F=Frequent,时常,A=Accurate,准确,S=Specific,明确具体,T=Timely,及时,Preferred approach,“Your presentation this morning went well.You conveyed very clearly the supporting rationale.In fact,the team agreed with your recommendation and well be moving ahead.One suggestion Id make for future presentations is spending less time on the alternatives considered.That way the audience remains clear on whats being proposed.”,One approach,“That was a great job on the presentation you did last month.I got a few comments about how it could have been shorter,but overall you did fine.Keep up the good work!”,Some examples,例子,.,Performance Appraisal,绩效评估,What to be appraised?,评估什么,Results&achievements,工作结果评估,Objectives,目标,Responsibilities/key results areas,职责,Performance factors,表现因素评估,Attitude in performing,工作态度,Competence,能力,Rating and Weighting,分值与权重,The overall rating of Performance Appraisal should derive from both rating of objectives/responsibilities and performance factors.,表现评估的最终结果来自目标/职责及表现因素的评估。,Weighting,权重：,Objectives/Responsibilities=60%,目标/职责占60%,Performance factors=40%,表现因素占40%,Performance appraisal,绩效评估,.Initiative,主动性,.Problem solving,解决问题能力,.Customer oriented,客户导向,.Team work,团队精神,.Communication,沟通技巧,Performance Factors,表现因素,Examples,例如：,Five Levels of Performance,绩效的五个等级,Termination,解雇,Training,培训,Promotion,升职,1,2,3,4,5,UNACCEPTABLE,不合格,NEEDS,IMPROVEMENT,需改进,MEETS,REQUIREMENTS,达到要求,EXCEEDS,REQUIREMENTS,超过要求,OUTSTANDING,表现突出,Performance well below expectations,表现大大低于期望,Immediate disciplinary action required,应立即处罚,requires improvement in some areas,在某些领域需要改进,Is he/she new in the job