6 薪酬结构设计

Range Progression
中值级差是不同薪酬等级区间中值之间的等级 差异。 在薪酬体系是最高值和最低值既定的情况下， 这个级差越大，则薪酬等级就越少。
最低中值×(1+级差)等级数＝最高中值
Overlap
重叠
衔接
非衔接
Overlap
薪酬等级间的交叉重叠程度（叠幅）取 决于：
薪酬区间变动比率
Range Midpoint, Minimum, and Maximum
Grades and Ranges (cont.)
Typical range spread Top-level management positions – 30 to 60% above and below midpoint Midlevel professional and managerial positions – 15 to 30% above and below midpoint Office and production positions – 5 to 15% above and below midpoint
B B B B B B B B B B B B B B B B B C B
岗位名称 三足事业部主管 生产管理部主管 企管部主管 人力资源部主管 设备技术部主管 研发科主管 品管科主管 亚洲部主管 欧美部主管 预算科主管 商品采购科主管 打样科主管 原料采购科主管 计划科主管 门店运营主管 储运科主管 商品科主管 丝袜染色车间主任 会计科主管
Grades and Ranges (cont.)
A pay range exists whenever two or more rates are paid to employees in the same job – Recognize individual performance differences with pay – Meet employees' expectations that their pay will increase over time, even in the same job – Encourage employees to remain with the organization
From Policy to Practice: Grades and Ranges (cont.)
Establish range midpoints, minimums, and maximums – What size should the range be? Size of range based on judgment about how ranges support Career paths Promotions Other organization systems
C C C C C C C C C C C C C C C C C B B C B
业务科主管 业务科主管 棉一编织车间主任 棉二编织车间主任 丝袜编织车间主任 管理审计员 质量工程师/助工/技术员 棉袜缝头车间主任 棉袜定型车间主任 丝袜缝纫车间主任 丝袜定型车间主任 设备管理员 工艺技术员 研发工程师/助工/技术员 棉袜包装车间主任 丝袜包装车间主任 培训管理员 行政科主管 门店开发主管 综合管理员 出纳科主管
Set the number of bands Price the bands: Reference market rates – Reference rates Flexibility-Control
Reference Rates Within Bands
Broad Banding
普通 员工
部门 经理
Develop Pay Grades
Pay Grades
Pay grades are jobs that are similar in their worth to the organization Grouping of jobs Each grade will have its own pay range: minimum, maximum & midpoint Midpoint represents a fully trained employee, performing satisfactorily
The Pay Policy Line
Approaches to translate external competitive policy into practice – Choice of measure 50th percentile for base pay 75th percentile for total compensation – Updating
Profile of a Base Pay Structure
Base Pay Policy Line
$
b e d a
c
g f
Job Value
a : Range Min 最 低 点 b : Range Max 最 高 点 a-b : Range spread 级宽 d-c : Range overlap 级 间 重 叠 区 e-f, f-g : Range progression 级 差 e-f-g : Base pay policy line 基 本 工 资 政 策 线
408 408 406 406 406 403 381 375 375 375 375 371 365 360 360 360 354 351 350 343 343
把过高 的调低
300
400
500
600
பைடு நூலகம்
700
100
200
三足事业部主管 企管部主管 设备技术部主管 品管科主管 欧美部主管 商品采购科主管 原料采购科主管 门店运营主管 商品科主管 会计科主管 业务科主管 棉二编织车间主任 管理审计员 棉袜缝头车间主任 丝袜缝纫车间主任 设备管理员 研发工程师/助工/技术员 丝袜包装车间主任 行政科主管 综合管理员 生产调度 原料采购员 信息管理员 绩效管理员 总经理秘书 门店管理 电工班长 车辆班长 机修班长 销售会计 计划员 科员 门店店长 成品仓库班长 三足物流管理员 保卫班长 样品管理员 缝纫机修 行政管理员 原料检验员 司机 小车司机 前台文员 仓库保管员 制单员 司炉工 质量文员
Pay Structure
Combine Internal Structure and External Market Rates
Two parts of the total pay model have merged – Internally aligned structure - Horizontal axis – External competitive data - Vertical axis Two aspects of pay structure – Pay-policy line – Pay ranges
The Pay Policy Line (cont.)
Policy line as percent of market line – Specify a percent above or below market line an employer intends to match – Other options Pay among the leaders Lead for some job families and lag for others
-Small ranges with
less overlap 区间中值之间的级 差
-High degree of
中值级差
overlap and low midpoint differentials
Range Overlap
Number of Ranges
Judgment about career paths & promotions – number of jobs – hierarchical level – reporting relationships – flexibility – pay differentials Broadbanding – Flexibility – Simplicity – Potential for favoritism
Broad Banding
Involves collapsing salary grades into a few broad bands, each with a sizable range
From Grades to Bands
Steps Involved in Broad Banding
Pay Policy Line
8 7 monthly salary ($000) 6 5 4 3 2 1 Job Evaluation Points = 315 Predicted Salary = $6,486
PAY
40
80
120
160
200
240
280
320
Job Evaluation Points
Terminologies on Ranges
Range Spread Range Progression - distance between midpoints Range Overlap – inducing promotions – not restricting salaries artificially – great overlap does not recognize differentials
Pay Structure
8 7 monthly salary ($000) 6 5 4 3 2 1
PAY
100
150
200
250
300
350
Job Evaluation Points
Grades and Ranges
Offer flexibility to deal with pressures from external markets and differences among firms Differences in quality among individuals applying for work Differences in the productivity or value of these quality variations Differences in the mix of pay forms competitors use
Grades and Ranges (cont.)
Develop grades – Grades enhance an organization's ability to move people among jobs with no change in pay – Each grade will have its own pay range – All the jobs within a single grade will have the same pay range
高层
薪酬结构设计步骤
1.把各职位按评价点数排序
注意对明显不合理的点数进行调整。
序号 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19
部门名称 三足事业部 生产管理部 企管部 人力资源部 设备技术部 研发科 品管科 亚洲部 欧美部 预算科 商品采购科 打样科 原料采购科 计划科 三足事业部 储运科 三足事业部 生产管理部 会计科
合计 627 540 537 523 519 505 498 498 498 483 467 447 446 443 427 425 425 416 414
把过低 的调高
20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40
亚洲部 欧美部 生产管理部 生产管理部 生产管理部 企管部 品管科 生产管理部 生产管理部 生产管理部 生产管理部 设备技术部 设备技术部 研发科 生产管理部 生产管理部 人力资源部 行政科 三足事业部 企管部 出纳科
Chapter 6 Pay Structure
melding of internal & external equity
Pay Structure: Balancing Internal and External Pressures
Internal Pressures
Job Structure
External Pressures