12华为薪酬设计方案

©CopyrightMercerExecutiveResourcesConsulting,AsiaPay&RewardforHuaweiTechnologies,Co.,Ltd.By:ElaineNgMercerExecutiveResourcesConsulting(MERC)Tel:[phone];Email:[e-mail]©CopyrightMercerExecutiveResourcesConsulting,Asia設定薪酬結構DevelopingSalaryStructure©CopyrightMercerExecutiveResourcesConsulting,Asia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©CopyrightMercerExecutiveResourcesConsulting,Asia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©CopyrightMercerExecutiveResourcesConsulting,Asia中國市場數據MarketDataonChina-上海製造業ShanghaiManufacturingWOFE(1)DataasatApril1999050,000100,000150,000200,000250,000300,000350,000400,0004143454749515355575990百分比90thPercentile75百分比75thPercentile中位數Median25百分比25thPercentile10百分比10thPercentileRMBPositionClass©CopyrightMercerExecutiveResourcesConsulting,Asia中國市場數據MarketDataonChina-上海製造業ShanghaiManufacturingWOFE(2)DataasatApril1999PositionClassNo.ofObs.YrofExpRegressed10thPercentileRegressed25thPercentileRegressedMedianRegressed75thPercentileRegressed90thPercentileActualMeanActualMedian415312,32913,80615,62820,16427,75915,50916,6064217314,07715,92518,27223,38331,76819,04420,0564341616,07318,36921,36327,11636,35622,11423,4004432618,35221,18924,97831,44541,60723,80324,2984547820,95424,44129,20336,46547,61529,90430,0004646623,92428,19234,14442,28654,49232,68533,1614759527,31632,51939,92149,03662,36243,13143,6804858431,18937,51046,67556,86571,36848,46748,9424959535,61143,26754,57165,94281,67658,32558,2655054540,66049,90863,80476,47093,47154,82155,5665164446,42557,56874,59988,677106,97159,26858,6005259553,00766,40487,219102,834122,41974,53573,4105357560,52276,596101,975119,250140,09996,64597,1365428669,10388,352119,228138,287160,333113,331104,2505539678,900101,913139,399160,364183,488129,435124,8005623890,087117,555162,984185,964209,988185,869162,50057109102,859135,598190,558215,652240,315226,892212,07958129117,443156,410222,797250,079275,022245,599215,61559415134,094180,416260,490290,002314,741254,505255,07560210153,105208,108304,561336,298360,196443,284443,284©CopyrightMercerExecutiveResourcesConsulting,Asia貴公司以及市場比較YourCompanyvstheMarketComparison050,000100,000150,000200,000250,000300,000350,000400,0004142434445464748495051525354555657585960YourCompanyTrendlineRegressed25thPercentileRegressedMedianRegressed75thPercentile75百分比75thPercentile中位數Median25百分比25thPercentile貴公司回歸線YourcompanytrendlineRMBPositionClass©CopyrightMercerExecutiveResourcesConsulting,Asia貴公司以及市場比較YourCompanyvstheMarketComparisonPositionClassYourCompanyTrendlineRegressed25thPercentileRegressedMedianRegressed75thPercentileP25P50P754114,52613,80615,62820,1645%-7%-28%4217,02315,92518,27223,3837%-7%-27%4319,94918,36921,36327,1169%-7%-26%4423,37821,18924,97831,44510%-6%-26%4527,39724,44129,20336,46512%-6%-25%4632,10728,19234,14442,28614%-6%-24%4737,62632,51939,92149,03616%-6%-23%4844,09437,51046,67556,86518%-6%-22%4951,67343,26754,57165,94219%-5%-22%5060,55649,90863,80476,47021%-5%-21%5170,96557,56874,59988,67723%-5%-20%5283,16466,40487,219102,83425%-5%-19%5397,46076,596101,975119,25027%-4%-18%54114,21388,352119,228138,28729%-4%-17%55133,846101,913139,399160,36431%-4%-17%56156,854117,555162,984185,96433%-4%-16%57183,818135,598190,558215,65236%-4%-15%58215,416156,410222,797250,07938%-3%-14%59252,445180,416260,490290,00240%-3%-13%60295,840208,108304,561336,29842%-3%-12%DeviationfromMarketData©CopyrightMercerExecutiveResourcesConsulting,Asia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©CopyrightMercerExecutiveResourcesConsulting,Asia建立竞争工资DevelopCompetitiveSalaries0500001000001500002000002500001234567891011121314151617RMBGradePC4142434445464748495051525354555657GradeorPositionClass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=RecruitmentStandardCRGPCRmb4112893421534943182744421756452590146308374736713484370849520375067146517994052951745311330854134899551606045619120657227640©CopyrightMercerExecutiveResourcesConsulting,Asia利用幅度制定工资架构DevelopSalaryStructurewithRanges050001000015000200002500030000350004000045000abcdeabc=Mid-PointProgression中点增加率a1-a2=b1-b2=RangeSpread幅度c1-c2=Question:•Howmuchshouldbethemid-pointprogression(%)betweengrades?•Howwideshouldtherangesbe?•Howmuchshouldtherangeoverlap?}GradeRMB©CopyrightMercerExecutiveResourcesConsulting,Asia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©CopyrightMercerExecutiveResourcesConsulting,Asia定最低工资EstablishingMinimum最低MinimumMid-Point中点1+Range2=((E.g.Rmb1,0001+50%2=((Rmb1,0001.25=Rmb800=Rmb1,0001+50%2((=1+(25%)=1+=1+0.25=1.2525100幅度©CopyrightMerc