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1、Ericsson Compensation&Benefit爱立信薪酬体系 2002年9月18日,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 tocompany 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
2、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 sa
3、les 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？,Key elements of HR operation人力资源运作的关键要素,Motivation characteristi
4、cs 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 individuals desires 因人而异,MOTIVATION激励机制,Compensation&Benefit薪酬体系,仁者见仁，智者见智的薪酬体系,C&B Pro
5、gram 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,C&B Objectives 薪酬目标,Attract 吸引Ret
6、ain 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 EvaluationIPE-国际职位评估系统,-A Human Resource tool which measures the impact and contr
7、ibution 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
8、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,Posit
9、ions 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,
10、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,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,
11、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 Ot
12、hers-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 administ
13、er 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？,
14、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
15、Analysis 举例1：市场调查数据分析,-Market Movement市场移动,-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
16、 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-decid
17、es 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 hel
18、ps 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
19、 a1-a2=Range Spread 幅度范围s1-s2=Range Overlap 范围重叠,Salary Policy Line 工资线,market data 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 m
20、anagement(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
21、,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 St
22、ructure 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
23、 vs Guaranteed Pay奖金与固定薪酬的比重,-Market Movement(example)市场移动(举例),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
24、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)Prod
25、uct 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
26、,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
27、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 Contribut
28、ion,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
29、),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 Ma
30、nagement 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 achievem
31、entsAssess 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 b
32、oard(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St
33、ep 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,Examples 举例:,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,Examples 举例:,Development Actions 发展行动,Training 培训Co
34、aching 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 und
35、er 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 wel
36、l 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 b
37、een 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
38、 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 sol
39、ving 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,Normal Distribution of 5 Performance Ratings五个绩效等级的正态分布,Unacceptable不合格,Acceptable需改进,Good达到目标,Excellent超过要求,Outstanding表现突出,Performance Appraisal Form 表现评估表,Examples 举例:,Thank You 谢谢大家！,中华职业教育网,http:/,
