an新酬管理-工具和技术(英文)3
合集下载
- 1、下载文档前请自行甄别文档内容的完整性，平台不提供额外的编辑、内容补充、找答案等附加服务。
- 2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
- 3、如文档侵犯您的权益，请联系客服反馈,我们会尽快为您处理(人工客服工作时间：9:00-18:30)。
479 571 677 805 954 1142 1372 1628 1960
2328 2812
3232
4056
4656 5352 6512 7744 8912 10224
Actual Mid-Point
36.5 43
50 58 67.5 78.5 91 105.5 124 147.5 176 209.5 248 291 342 404.5 478.5 566 674 807 967.5 1158 1384 1654 1970.5 2345.5 2785.5 3300.5
Compa-ratios (CR)
a compa-ratio of 80 would indicate a need to investigate why average salaries were low and possibly no longer competitive.
a compa-ratio of 120 would suggest either there were a lot of long-service staff or that staff were being overpaid, and that increases needed to be modified.
Job Grades & Salary Ranges
Compa-ratios (CR)
a compa-ratio (comparative ratio) is a measure of the extent which the average salaries in a grade deviate from the target salary.
compa-ratio analysis can reveal a situation where earnings drift has taken place.
Competitive Posture (CP)
Competitive Posture is a measure of how competitive the salary is with respect to a given market benchmark.
Competitive Posture can be used to measure the competitiveness of both company’s or individual’s salary competitiveness in the market
Competitive Posture for a company is computed as:
it is used to compare actual averages with the target salary to indicate the extent which salary levels are high or low.
the formula for calculating a compa-ratio is:
Salary Adห้องสมุดไป่ตู้inistration
Minimum Salary Points
1. Minimum salary for the grade 2. Minimum for Job In the market 3. Set compa-ratio at 1 .00 4. Overlap between 60% to 80% 5. Avoid leapfrogging tendencies 6. Allow for realistic minimum
Range *MTV Min $ Med $ Max $ Q1 $ Med $ Q3 $ New Grad Min $ Med $ Max $
1056-1260 1142 9,000 10,050 12,000 11,727 12,384 14,260 22 8,800 11,750 14,675 880-1055 954 7,000 8,500 10,000 9,475 10,533 12,159 21 7,100 9,475 11,850 735-879 805 6,000 7,000 8,000 8,172 9,123 10,212 20 6,100 8,150 10,175 614-734 677 5,000 6,000 7,000 6,878 7,610 8,502 19 5,175 6,900 8,625 519-613 571 4,000 5,000 6,000 5,616 6,232 6,957 18 4,200 5,600 7,000 439-518 479 3,500 4,000 4,500 4,565 5,091 5,679 17 3,375 4,500 5,625
Salary Administration
Minimum And Maximum Points
Minimum 1. Minimum salary for the grade 2. Minimum for Job In the market 3. Set compa-ratio at 1 .00 4. Overlap between 60% to 80% 5. Avoid leapfrogging tendencies 6. Allow for realistic minimum
Average of all salaries in the grade
---------------------------------------------------------------------------------------------------------------------------------------------------------------
Maximum 1. Maximum salary for the grade 2. Maximum for job in the market 3. Keep salary range short (8 - 12 years) 4. Maxmin ratio between 1.5 to 2.0 5. Set compa-ratio at 1.00 6. Allow for realistic maximum
x 100
Midpoint of the salary range
a compa-ratio of 100 indicates that the average salary is aligned to the midpoint of the salary grade and no corrective steps need to be taken.
* Most typical value corresponds to the working midpoint of the range @ Derived from annual base salary # Dispersion factor of +/ - 25% around Q1 values
Job Reference Levels
Reference Levels Hay Job Unit Ranges Most Typical Value
1 2
3 4 5 6 7 8 9 10 11 12 13 14 15 16
17 18 19 20 21 22 23 24 25
26 27
28 29
30 31 32 33 34 35
3915.5
4655.5 5540.5 6590.5 7740.5 8980.5 10410.5
Salary Administration
Determining Entry Salary
1.
Market value
2.
Candidate's existing salary
CR = Average of all Salaries in a given Job Grade Market Benchmark Salary
Competitive Posture for an individual is computed by:
CR = Salary of the individual Employee Market Benchmark Salary
Streamlining of Salary Ranges (Executives)
Effective 1 January 1995
Existing Salary Hay Points
Ranges
Hay Survey @ (Sept 94)
Proposed Salary Range (Using Q1 Ref) #
Salary Administration
Maximum Salary Points
1. Maximum salary for the grade 2. Maximum for job in the market 3. Keep salary range short (8 - 12 years) 4. Maxmin ratio between 1.5 to 2.0 5. Set compa-ratio at 1.00 6. Allow for realistic maximum
34-39 40-46
47-53 54-62 63-72 73-84 85-97 98-113 114-134 135-160 161-191 192-227 228-268 269-313 314-370 371-438
439-518 519-613 614-734 735-879 880-1055 1056-1260 1261-1507 1508-1800 1801-2140
Job Reference Levels
The reference job description prepared to assist non-hay evaluated companies with job matching, are each evaluated and quality assured against Hay’s standards. The evaluations are then slotted into the relevant job unit range which forms the reference levels. These reference levels and corresponding job unit ranges are now standard throughout all Hay’s main remuneration surveys and are detailed below.
371-438 406 3,000 3,500 4,000 3,756 4,152 4,580 16 2,800 3,750 4,700 314-370 342 2,500 3,000 3,500 3,033 3,382 3,751 15 2,300 3,050 3,800 269-313 291 2,000 2,500 3,000 2,480 2,791 3,116 14 1,875 2,500 3,125 228-268 252 1,500 2,000 2,500 2,148 2,402 2,681 13 1,600 2,150 2,700 192-227 208 1,000 1,500 2,000 1,772 1,964 2,191 12 1,300 1,750 2,200
2141-2550 2551-3020
3021-3580
3581-4250
4251-5060 5061-6020 6021-7160 7161-8320 8321-9640 9641-11180
37 42
49 57 66 75 90 104 125 151 173 208 252 291 342 406
2328 2812
3232
4056
4656 5352 6512 7744 8912 10224
Actual Mid-Point
36.5 43
50 58 67.5 78.5 91 105.5 124 147.5 176 209.5 248 291 342 404.5 478.5 566 674 807 967.5 1158 1384 1654 1970.5 2345.5 2785.5 3300.5
Compa-ratios (CR)
a compa-ratio of 80 would indicate a need to investigate why average salaries were low and possibly no longer competitive.
a compa-ratio of 120 would suggest either there were a lot of long-service staff or that staff were being overpaid, and that increases needed to be modified.
Job Grades & Salary Ranges
Compa-ratios (CR)
a compa-ratio (comparative ratio) is a measure of the extent which the average salaries in a grade deviate from the target salary.
compa-ratio analysis can reveal a situation where earnings drift has taken place.
Competitive Posture (CP)
Competitive Posture is a measure of how competitive the salary is with respect to a given market benchmark.
Competitive Posture can be used to measure the competitiveness of both company’s or individual’s salary competitiveness in the market
Competitive Posture for a company is computed as:
it is used to compare actual averages with the target salary to indicate the extent which salary levels are high or low.
the formula for calculating a compa-ratio is:
Salary Adห้องสมุดไป่ตู้inistration
Minimum Salary Points
1. Minimum salary for the grade 2. Minimum for Job In the market 3. Set compa-ratio at 1 .00 4. Overlap between 60% to 80% 5. Avoid leapfrogging tendencies 6. Allow for realistic minimum
Range *MTV Min $ Med $ Max $ Q1 $ Med $ Q3 $ New Grad Min $ Med $ Max $
1056-1260 1142 9,000 10,050 12,000 11,727 12,384 14,260 22 8,800 11,750 14,675 880-1055 954 7,000 8,500 10,000 9,475 10,533 12,159 21 7,100 9,475 11,850 735-879 805 6,000 7,000 8,000 8,172 9,123 10,212 20 6,100 8,150 10,175 614-734 677 5,000 6,000 7,000 6,878 7,610 8,502 19 5,175 6,900 8,625 519-613 571 4,000 5,000 6,000 5,616 6,232 6,957 18 4,200 5,600 7,000 439-518 479 3,500 4,000 4,500 4,565 5,091 5,679 17 3,375 4,500 5,625
Salary Administration
Minimum And Maximum Points
Minimum 1. Minimum salary for the grade 2. Minimum for Job In the market 3. Set compa-ratio at 1 .00 4. Overlap between 60% to 80% 5. Avoid leapfrogging tendencies 6. Allow for realistic minimum
Average of all salaries in the grade
---------------------------------------------------------------------------------------------------------------------------------------------------------------
Maximum 1. Maximum salary for the grade 2. Maximum for job in the market 3. Keep salary range short (8 - 12 years) 4. Maxmin ratio between 1.5 to 2.0 5. Set compa-ratio at 1.00 6. Allow for realistic maximum
x 100
Midpoint of the salary range
a compa-ratio of 100 indicates that the average salary is aligned to the midpoint of the salary grade and no corrective steps need to be taken.
* Most typical value corresponds to the working midpoint of the range @ Derived from annual base salary # Dispersion factor of +/ - 25% around Q1 values
Job Reference Levels
Reference Levels Hay Job Unit Ranges Most Typical Value
1 2
3 4 5 6 7 8 9 10 11 12 13 14 15 16
17 18 19 20 21 22 23 24 25
26 27
28 29
30 31 32 33 34 35
3915.5
4655.5 5540.5 6590.5 7740.5 8980.5 10410.5
Salary Administration
Determining Entry Salary
1.
Market value
2.
Candidate's existing salary
CR = Average of all Salaries in a given Job Grade Market Benchmark Salary
Competitive Posture for an individual is computed by:
CR = Salary of the individual Employee Market Benchmark Salary
Streamlining of Salary Ranges (Executives)
Effective 1 January 1995
Existing Salary Hay Points
Ranges
Hay Survey @ (Sept 94)
Proposed Salary Range (Using Q1 Ref) #
Salary Administration
Maximum Salary Points
1. Maximum salary for the grade 2. Maximum for job in the market 3. Keep salary range short (8 - 12 years) 4. Maxmin ratio between 1.5 to 2.0 5. Set compa-ratio at 1.00 6. Allow for realistic maximum
34-39 40-46
47-53 54-62 63-72 73-84 85-97 98-113 114-134 135-160 161-191 192-227 228-268 269-313 314-370 371-438
439-518 519-613 614-734 735-879 880-1055 1056-1260 1261-1507 1508-1800 1801-2140
Job Reference Levels
The reference job description prepared to assist non-hay evaluated companies with job matching, are each evaluated and quality assured against Hay’s standards. The evaluations are then slotted into the relevant job unit range which forms the reference levels. These reference levels and corresponding job unit ranges are now standard throughout all Hay’s main remuneration surveys and are detailed below.
371-438 406 3,000 3,500 4,000 3,756 4,152 4,580 16 2,800 3,750 4,700 314-370 342 2,500 3,000 3,500 3,033 3,382 3,751 15 2,300 3,050 3,800 269-313 291 2,000 2,500 3,000 2,480 2,791 3,116 14 1,875 2,500 3,125 228-268 252 1,500 2,000 2,500 2,148 2,402 2,681 13 1,600 2,150 2,700 192-227 208 1,000 1,500 2,000 1,772 1,964 2,191 12 1,300 1,750 2,200
2141-2550 2551-3020
3021-3580
3581-4250
4251-5060 5061-6020 6021-7160 7161-8320 8321-9640 9641-11180
37 42
49 57 66 75 90 104 125 151 173 208 252 291 342 406