Pay RewardforHuaweiTechnologies Co Ltd By ElaineNgMercerExecutiveResourcesConsulting MERC Tel 852 21152088 Email enskcrg 設定薪酬結構DevelopingSalaryStructure 設定薪酬結構之考慮因素DevelopingSalaryStructure Considerations BasePayPolicy基本薪酬政策DecideCompetitiveReferenceSalary決定具有競爭性的標準工資DecideSalaryRanges制定工資幅度RangeOverlap幅度重疊SignificanceofSalaryRange工資幅度的重要性Howmanystructures 多少個結構 OversandUnders高出 底於工資幅度 薪酬政策CompensationPolicy Grade级别 标准工资ReferenceSalary 定下最经济的标准工资以支付公司架构图Definethemosteconomicreferencesalarytopayfortheorganizationchart建立最少增加幅度之标准工资Establishthesmallestpossibleincreaseofreferencesalary 中國市場數據MarketDataonChina 上海製造業ShanghaiManufacturingWOFE 1 DataasatApril1999 90百分比90thPercentile 75百分比75thPercentile 中位數Median 25百分比25thPercentile 10百分比10thPercentile RMB PositionClass 中國市場數據MarketDataonChina 上海製造業ShanghaiManufacturingWOFE 2 DataasatApril1999 貴公司以及市場比較YourCompanyvstheMarketComparison 75百分比75thPercentile 中位數Median 25百分比25thPercentile 貴公司回歸線Yourcompanytrendline RMB PositionClass 貴公司以及市場比較YourCompanyvstheMarketComparison 年初年中年末StartYearMidEndYear 年初年中年末StartYearMidEndYear LAG落后LEAD领先LEAD LAG落后 领先之间 基本薪金政策BasePayPolicy 13201100900 12001000800 13201100800 13201100800 建立竞争工资DevelopCompetitiveSalaries RMB GradePC 4142434445464748495051525354555657 GradeorPositionClass 一个等级 一个标准工资OneGrade OneReferenceSalary标准工资 竞争报酬 招聘标准ReferenceSalary CompetitivePay RecruitmentStandard 利用幅度制定工资架构DevelopSalaryStructurewithRanges abc Mid PointProgression中点增加率a1 a2 b1 b2 RangeSpread幅度c1 c2 Question Howmuchshouldbethemid pointprogression betweengrades Howwideshouldtherangesbe Howmuchshouldtherangeoverlap RMB 制定幅度DevelopingSalaryRange 由中点开始 或标准工资 StartwithMid Point orReferenceSalary 决定幅度DecideRangeSpread定最低工资EstablishMinimum定最高工资EstablishMaximum 定最低工资EstablishingMinimum 最低Minimum Mid Point中点 1 Range 2 幅度 定最高工资EstablishingMaximum 最高最低幅度Maximum Minimumx 1 Range Rmb800 x 1 50 Rmb800 x1 5 Rmb1 200幅度 Range MinimumRmb800最低Mid PointRmb1 000中点MaximumRmb1 200最高 中点增加率Mid PointProgression Gradual逐渐的 Moderate稳健的 Steep陡斜的 10 10 15 15 30 30 Moregrades多级别 Lessgrades少级别 幅度重叠RangeOverlap 1 200 1 000 800 1 500 1 250 1 000 1 250 1 563 1 875 Grade Nooverlap没有重叠50 jumpeachpromotion每晋升 增加50 Bigoverlap大部分重叠12 5 jumpeachpromotion每晋升 增加12 5 Rangeoverlap重叠部分 67 1 200 9003001 350 900450 Moderateoverlap适度重叠25 jumpeachpromotion每晋升 增加25 Rangeoverlap重叠部分 40 1 200 1 0002001 500 1 000500 RMB RMB RMB 幅度重叠RangeOverlap 2 Howmuch 多少一个级别的幅度一般不超过三个其他级别的重叠Therangespanofanyonegradeshouldnotoverlapmuchmorethanthreeothergrades 幅度的重要性SignificanceofSalaryRange Q4 Q2 Q3 Q1 中点 竞争性工资Mid Point CompetitivePay Maximum最高点 Minimum最低点 一般期望 标准工资StandardExpectation ReferenceSalary Performance工作表现 Competencies技能 Yearsinservice服务年期 多少结构HowManyStructures 市场特色MarketCharacteristics内部平衡InternalEquity外部竞争力ExternalCompetitiveness管理概念ManagementPhilosophy 中值前进mid pointprogression ReferenceSalary 标准工资 超过 低过工资幅度OversandUnders 用什么策略 WhatStrategies