宁海县服务业发展规划Title

1TotalRewardsandCompensationTotalRewardsMonetaryandnon-monetaryrewardsusedtoattract,motivate,andretainemployeesRewardsSystemStrategicObjectivesLegalcomplianceCosteffectivenessInternalandexternalequityforemployeesRecognizingcontributiontomaximizeperformanceandmanagetalentqq群发http：//•Compensationprimarilybasepay•Bonusesforexecutivesonly•Fixedbenefitstiedtoseniority•Paygradeprogressionbasedonorganizationalpromotions•Oneorganization-widepayplanforallemployees•Variablepayusedwithbasepay•Annual/long-termincentivesprovidedtoallemployees•Flexibleandportablebenefitsoffered•Knowledge-basedbroadbandsdeterminepaygrades•Multiplepayplansconsiderjobfamily,location,andbusinessunits3TotalRewardsComponents4CompensationPhilosophies5HRMetricsforCompensation6TypicalDivisionofHRResponsibilities:Compensation7CompensationSystemDesignIssuesFairnessInternalEquityProceduralDistributiveInteractionalExternalEquityPrivacyTransparency8MarketCompetitivenessandCompensationLeadthemarketMeetthemarketLagthemarket9CompensationQuartileStrategies10MoreCompensationSystemDesignIssuesIdentificationoftherequiredcompetenciesProgressionandcompensationofemployeesLimitationsonwhocanacquiremorecompetenciesTrainingintheappropriatecompetenciesCertificationandmaintenanceofcompetenciesCompetency-BasedPaySystems11MoreCompensationSystemDesignIssuesTeamHowtodevelopcompensationprogramsthatbuildontheteamconcept.IndividualHowtocompensatetheindividualswhoseperformancemayalsobeevaluatedonteamachievements.Individualvs.TeamRewards12PossibleComponentsofGlobalEmployeeCompensation13LegalConstraintsonPaySystemsMinimumwageChildlaborExemptvs.nonexemptstatusOvertime14ExemptStatusUndertheFLSA15CompensationforOvertimeWorkCommonOvertimeIssuesCompensatoryTimeOffIncentivesforNon-exemptsTrainingTimeTravelTime16LegislationAffectingCompensationCompensationandtheLawDavis-BaconActWalsh-HealyActMcNamara-O’HaraActEqualPayActof1963andPayEquityStateandLocalLawsGarnishmentLaws17CompensationAdministrationProcessPayStructurePaygradesPayranges18ValuingJobswithJobEvaluationMethodsJobEvaluationMeansusedtoidentifytherelativeworthofjobswithinanorganization.CompensableFactorJobvaluecommonamongagroupofjobs.Somethingforwhichanorganizationchoosestocompensateanemployee.19ExamplesofCompensableFactorsforDifferentJobFamilies20JobEvaluationMethodsJobEvaluationMethodsPointMethodRankingMethodClassificationMethodFactor-ComparisonMethod21JobEvaluationMethodsPointmethodRankingmethodClassificationmethodFactor-comparisonmethod22ValuingJobsUsingMarketPricingMarketPricingUsingmarketdatatoidentifytherelativevalueofjobsbasedonwhatotherfirmspayforsimilarjobs.AdvantagesDisadvantages•Tiesorganizationalpaylevelstotheexternaljobmarket,without“internal”jobevaluationdistortion.•Communicatestoemployeesthatthecompensationsystemis“marketlinked.”•Itreliesonmarketsurveydata.•Aspecificjobmaydifferfroma“matching”jobinthesurvey.•Themarketdata’sscope(rangeofsources)isaconcern.•Tyingpaylevelstomarketdatacanleadtowidefluctuations.23PaySurveysCollectionofdataoncompensationratesforworkersperformingsimilarjobsinotherorganizations.BenchmarkJobsJobsfoundinmanyorganizations.Internet-BasedPaySurveys24PayStructuresJobFamilyGroupofjobswithcommonorganizationalcharacteristics.CommonPayStructuresHourlyandsalariedOffice,plant,technical,professional,managerialClerical,informationtechnology,professional,supervisory,management,andexecutivePayGradesGroupingsofindividualjobshavingapproximatelythesamejobworth.25CompensationAdministrationProcess26MoreonPayStructuresMarketBandingGroupingjobsintopaygradesbasedonsimilarmarketsurveyamounts.MarketLineShowsrelationshipbetweenjobvalueasdeterminedbyjobevaluationpointsandjobvaluebasedonpaysurveyrates.ShowsdistributionofpayforsurveyedjobsLineartrendlinetobedevelopedbytheleast-squaresregressionmethod.27Market-BandedPayGradesExample(Bank)*Computedbyaveragingthepaysurveysummarydataforthejobsineachpaygrade.28ExampleofPayGradesandPayRanges29PayRangesBroadbandingUsingfewerpaygradeshavingbroaderpayrangesthatintraditionalsystems.BenefitsEncourageshorizontalmovementofemployeesIsconsistentwithtrendtowardsflatterorganizationsCreatesamoreflexibleorganizationEncouragescompetencydevelopmentEmphasizescareerdevelopment30IndividualPayRatesOutofRangeRed-CircledEmployeeAnincumbent(currentjobholder)whoispaidabovetherangesetforthejob.Green-CircledEmployeeAnincumbentwhoispaidbelowtherangesetforthejob.PayCompressionPaydifferencesamongindividualswithdifferentlevelsofexperienceandperformanceintheorganizationarereduced.31PayAdjustmentMatrixCompa-ratioThepayleveldividedbythemidpointofthepayrange.ratio)-(Compa89100(midpoint)15.00pay)(current$13.35EmployeeJ8932StandardizedPayAdjustmentsStandardizedPayIncreasesSeniorityCost-of-LivingAdjustments(COLA)Across-the-BoardIncreasesLump-SumIncreases(LSI)