Mercer薪酬设计方案

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Mercer Executive Resources Consulting, Asia

Pay & Reward for

Huawei Technologies, Co., Ltd.

By:

Elaine Ng

Mercer Executive Resources Consulting (MERC)

Tel: 852-2115 2088; Email: [email protected]

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設定薪酬結構Developing Salary Structure

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設定薪酬結構之考慮因素Developing Salary Structure- Considerations

Base Pay Policy 基本薪酬政策 Decide Competitive Reference Salary

決定具有競爭性的標準工資 Decide Salary Ranges 制定工資幅度 Range Overlap 幅度重疊 Significance of Salary Range 工資幅度的重要性 How many structures? 多少個結構 ? Overs and Unders 高出 /底於工資幅度

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薪酬政策 Compensation Policy

$

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•Define the most economic reference salary to pay for the organization chart

建立最少增加幅度之标准工资•Establish the smallest possible increase of reference salary

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中國市場數據 Market Data on China - 上海製造業 Shanghai Manufacturing WOFE (1)

Data as at April 1999

0

50,000

100,000

150,000

200,000

250,000

300,000

350,000

400,000 90百分比90th Percentile

75 百分比75th Percentile

中位數Median



RMB

Position Class

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中國市場數據 Market Data on China - 上海製造業 Shanghai Manufacturing WOFE (2)

Data as at April 1999

Position Class

No. of Obs.

Yr of Exp

Regressed 10th

Percentile

Regressed 25th

PercentileRegressed

Median

Regressed 75th

Percentile

Regressed 90th

Percentile Actual MeanActual Median

41 5 3 12,329 13,806 15,628 20,164 27,759 15,509 16,606 42 17 3 14,077 15,925 18,272 23,383 31,768 19,044 20,056 43 41 6 16,073 18,369 21,363 27,116 36,356 22,114 23,400 44 32 6 18,352 21,189 24,978 31,445 41,607 23,803 24,298 45 47 8 20,954 24,441 29,203 36,465 47,615 29,904 30,000 46 46 6 23,924 28,192 34,144 42,286 54,492 32,685 33,161 47 59 5 27,316 32,519 39,921 49,036 62,362 43,131 43,680 48 58 4 31,189 37,510 46,675 56,865 71,368 48,467 48,942 49 59 5 35,611 43,267 54,571 65,942 81,676 58,325 58,265 50 54 5 40,660 49,908 63,804 76,470 93,471 54,821 55,566 51 64 4 46,425 57,568 74,599 88,677 106,971 59,268 58,600 52 59 5 53,007 66,404 87,219 102,834 122,419 74,535 73,410 53 57 5 60,522 76,596 101,975 119,250 140,099 96,645 97,136 54 28 6 69,103 88,352 119,228 138,287 160,333 113,331 104,250 55 39 6 78,900 101,913 139,399 160,364 183,488 129,435 124,800 56 23 8 90,087 117,555 162,984 185,964 209,988 185,869 162,500 57 10 9 102,859 135,598 190,558 215,652 240,315 226,892 212,079 58 12 9 117,443 156,410 222,797 250,079 275,022 245,599 215,615 59 4 15 134,094 180,416 260,490 290,002 314,741 254,505 255,075 60 2 10 153,105 208,108 304,561 336,298 360,196 443,284 443,284

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貴公司以及市場比較Your Company vs the Market Comparison

0

50,000

100,000

150,000

200,000

250,000

300,000

350,000

400,000

41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60

Your Company Trendline

Regressed 25th Percentile

Regressed Median

Regressed 75th Percentile


中位數Median


貴公司回歸線Your company

trendline

RMB

Position Class

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貴公司以及市場比較Your Company vs the Market Comparison

Position Class

Your Company Trendline

Regressed 25th Percentile Regressed Median

Regressed 75th Percentile P25 P50 P75

41 14,526 13,806 15,628 20,164 5% -7% -28%42 17,023 15,925 18,272 23,383 7% -7% -27%43 19,949 18,369 21,363 27,116 9% -7% -26%44 23,378 21,189 24,978 31,445 10% -6% -26%45 27,397 24,441 29,203 36,465 12% -6% -25%46 32,107 28,192 34,144 42,286 14% -6% -24%47 37,626 32,519 39,921 49,036 16% -6% -23%48 44,094 37,510 46,675 56,865 18% -6% -22%49 51,673 43,267 54,571 65,942 19% -5% -22%50 60,556 49,908 63,804 76,470 21% -5% -21%51 70,965 57,568 74,599 88,677 23% -5% -20%52 83,164 66,404 87,219 102,834 25% -5% -19%53 97,460 76,596 101,975 119,250 27% -4% -18%54 114,213 88,352 119,228 138,287 29% -4% -17%55 133,846 101,913 139,399 160,364 31% -4% -17%56 156,854 117,555 162,984 185,964 33% -4% -16%57 183,818 135,598 190,558 215,652 36% -4% -15%58 215,416 156,410 222,797 250,079 38% -3% -14%59 252,445 180,416 260,490 290,002 40% -3% -13%60 295,840 208,108 304,561 336,298 42% -3% -12%

Deviation fromMarket Data

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年初年中年末Start Year Mid End Year

年初年中年末Start Year Mid End Year

•LAG 落后

•LEAD 领先

•LEAD-LAG

落后 - 领先之间

基本薪金政策Base Pay Policy

1320

1100

900

1200

1000

800

1320

1100

800

1320

1100

800

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建立竞争工资Develop Competitive Salaries

0

50000

100000

150000

200000

250000

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17

RM

B

Grade

PC 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57

Grade or Position Class

一个等级 = 一个标准工资One Grade = One Reference Salary 标准工资 = 竞争报酬 = 招聘标准Reference Salary = Competitive Pay = Recruitment Standard

CRG PC Rmb41 1289342 1534943 1827444 2175645 2590146 3083747 3671348 4370849 5203750 6714651 7994052 9517453 11330854 13489955 16060456 19120657 227640

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利用幅度制定工资架构Develop Salary Structure with Ranges

05000

1000015000200002500030000350004000045000

a b c d e

a b c = Mid-Point Progression 中点增加率a1 - a2 =b1 - b2 = Range Spread 幅度c1 - c2 =

Question: •How much should be the mid-point progression (%) between grades?•How wide should the ranges be?•How much should the range overlap?

}

Grade

RM

B

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制定幅度Developing Salary Range

由中点开始 ( 或标准工资 ) Start with Mid-Point (or Reference Salary)

决定幅度 Decide Range Spread

定最低工资 Establish Minimum

定最高工资 Establish Maximum

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定最低工资Establishing Minimum

最低Minimum

Mid-Point 中点

1 +Range

2

=( (

E.g. Rmb 1,000

1 +50%

2

=( (

Rmb 1,0001.25

=

Rmb 800=

Rmb 1,000

1 + 50%2

( (

= 1 + (25%)

= 1 +

= 1 + 0.25= 1.25

25100

幅度

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定最高工资Establishing Maximum

最高最低幅度Maximum = Minimum x (1 + Range)

= Rmb 800 x (1 + 50%)= Rmb 800 x 1.5= Rmb 1,200

幅度 Range = Minimum Rmb 800 最低

Mid-Point Rmb 1,000 中点

Maximum Rmb 1,200 最高

1 + 50%

= 1 +

= 1 + (0.5)= 1.5

50100

(

(

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中点增加率Mid-Point Progression

Gradual逐渐的

Moderate稳健的

Steep陡斜的

10%10% 15%

15%30%

30%

More grades多级别

Less grades少级别

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幅度重叠Range Overlap

1,200

1,000

800

1,800

1,500

1,200

1,800

2,250

2,700

Grade

1,200

1,000

800

1,350

1,125

9001,000

1,250

1,500

Grade

1,200

1,000

800

1,500

1,250

1,000

1,250

1,563

1,875

Grade

No overlap 没有重叠50% jump each promotion

每晋升 , 增加 50%

Big overlap 大部分重叠12.5% jump each promotion

每晋升 , 增加 12.5%

Range overlap 重叠部分 = 67%1,200 - 900 3001,350 - 900 450

= = 67%

Moderate overlap 适度重叠25% jump each promotion

每晋升 , 增加 25%

Range overlap 重叠部分 = 40%1,200 - 1,000 2001,500 - 1,000 500

= = 40%

RM

B

RM

B

RM

B

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幅度重叠Range Overlap (2)

How much ? 多少一个级别的幅度一般不超过三个其他级别的重叠The range span of any one grade should not overlap much more than three other grades

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幅度的重要性Significance of Salary Range

Q4

Q2

Q3

Q1

中点 = 竞争性工资Mid-Point = Competitive Pay

Maximum 最高点

Minimum 最低点

一般期望 = 标准工资Standard Expectation = Reference Salary- Performance 工作表现- Competencies 技能- Years in service 服务年期

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多少结构 How Many Structures?

市场特色 Market Characteristics

内部平衡 Internal Equity

外部竞争力 External Competitiveness

管理概念 Management Philosophy

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$

中值前进

mid-point progression

Reference Salary

标准工资

Grades等级

超过 / 低过工资幅度Overs and Unders

用什么策略 ?

What Strategies?

Business

Mercer薪酬设计方案