Compensation Design Purpose of Compensation Compensation drives behavior

薪酬激励方案设计Compensation Design

薪酬的目的 -- 薪酬推动行为 Purpose of Compensation— Compensation drives behavior 吸引 Attract 保留 Retain 激励 Motivate 加入 To join 作 To work 完 成 商 业 活 动 改善企业绩效 To improve organization performance 商业目标 Business Objectives

平 衡 (1) Balance 企业支付能力 对外竞争性 Affordable External Competitive 成本 $

平 衡 (2) Balance 对内公平性 对外竞争性 Internal Equity External Competitive 竞 争 公平

排序法举例 级别 最低值 中位值 最高值 标准职位 14 $200, 000 $250, 000 $300, 000 13 $160, 000 $200, 000 $240, 000 12 $128, 000 $160, 000 $192, 000 副总裁 11 $104, 000 $130, 000 $156, 000 业务总监 10 $88, 000 $110, 000 $132, 000 市场总监 9 $78, 400 $98, 000 $117, 600 首席顾问 8 $68, 800 $86, 000 $103, 200 财务经理 7 $60, 800 $76, 000 $91, 200 高级顾问 6 $52, 800 $66, 000 $79, 200 顾问 5 $46, 400 $58, 000 $69, 600 招聘专员 4 $40, 000 $50, 000 $60, 000 市场专员 3 $33, 600 $42, 000 $50, 400 网络管理员 2 $28, 000 $35, 000 $42, 000 会计 1 $22, 400 $28, 000 $33, 600 前台 总裁 标杆职位

确定职级薪酬水平-薪酬调查 基本术语 1. Mean 2. Median 3. Quartiles (75 th, 50 th , 25 th) 4. Regression Analysis Salary Survey

Mean Vs. Median is normally less than the Mean. （一般情况先，中位值低于平均值） Median l Low Mean Salary Continuum High

Mean is better when: 什么时候用平均值 – sample size is small 样本量较少的情况下 – computing year-to-year changes 计算年与年变化的时候 l Median is better when: 什么时候用平均值 – a sample has widely varying values 样本量足够大的时候 – you want to identify a “typical” pay rate 在识别“典型”数字的时候 l l In most cases, the median is the best value to use. 通常情况下，中位值最具有代表价值

Quartiles (75 th, 50 th , 25 th) Formula : P (n + 1) n =23 25 th percentile = (0. 25) (23 + 1) = (0. 25) (24) = 6 th data point = 420 75 th percentile = (0. 75) (23 + 1) = (0. 75) (24) = 18 th data point = 462

参考市场薪酬水平 Base Salary 基本 资 $ $ Total Cash 全部现金收入 $ 2 0, 000 270, 000 230, 000 190, 000 150, 000 110, 000 70, 000 30, 000 50 50 Grade

Reference Salary 标准 资 Q 3 标准 资线 Median Q 1 Reference Salary (Midpoint) Grade 市场调查

Median By Job Size 选取所有序列的中点 $ 35 30 25 20 15 10 5 0 0 50 100 150 200 Job Size 250 300 350

最大拟合线 Line of Best Fit $ 40 35 30 25 20 15 10 5 0 0 50 100 150 200 Job Size 250 300 350

指数回归 Exponential Regression Rate of Pay increases by Geometric Progression $ y = a*(1+i)n-1 Pay = a*(1+i)job size-1 Job Size

中点增加率 Mid-Point Progression $ 10% 渐进 适用职级较多的大公司 40 Increase by the same X percent e. g. 21% 15% 稳健 35 30% 陡峭 适用职级较少的办事处 30 25 20 15 Increase by X percent e. g. 21% 10 5 0 0 50 100 150 200 Job Size 250 300 350

幅度重叠 Range Overlap 超过三个或四个级别的重叠应该被避免。 Overlapping more than three or four pay grade generally should be avoided.

幅度分区 假设幅宽为 50% Max 4 th quartile P 50 Q 2 Median Max为 120% P 75 Q 3 “Upper quartile” Q 3为 110% 3 rd quartile Mid为 100% 2 nd quartile 1 st quartile Min P 25 Q 1 “Lower quartile” Q 1为 90% Min为 80%

制定薪酬方案的考虑因素（2） Consideration in Compensation Design 微观影响因素 Micro Factor Ø 公司所处行业 Industry 例如High-Tech公司 资水平远远高于消费品行业 Ø 竞争对手 Competitor: 外部 例如竞争对手Market position, Growth rate, Profitability, Labor cost, Employee relations, Mix of compensation and benefits Ø 公司商业计划和所处生命周期 Business plan and life cycles Ø 公司财务状况 Financial Condition 例如利润率，支付能力 Ø 公司内员 关系 内部

薪 酬 成 份 (1) Compensation Elements Cash 现金 Fixed Pay 固定现金 Fixed Allowance 固定津贴 Variable or Incentive Pay 不固定现金或奖金 Deferred Pay 延期现金 Non-cash 非现金 • Benefits 福利 • Perquisites 额外福利 ？ 用 作 励 激 有 at 具 h 些 w d 哪 n a s e at v i t o m t ? a t h ’ n W o d

XXX 的 薪 酬 支 付 理 念 (2) Q 1 Developed Max 最大值 个人技能 资 达到能创造和 有贡献阶段 Q 2 Developing 合格能胜任本 岗位 Pay for Competency! Median 中位数 Q 3 Learning 在学习阶段 Min 最小值 Survey results, Internal normal distribution competency, seniority, performance • Skills • Previous work experience • How long the individual has been in the job • Education • Contributions

制定 资政策 (1) Decide Pay Policy q 落后政策 Lag Policy 标准 资在年头相等最新的市场 资Your Reference Salary EQUAL Updated Market Benchmark at start of year q 领先政策 Lead Policy 标准 资在年头百分之百领先最近新的市场 资 Your Reference Salary FULLLY AHEAD of Updated Market Benchmark at start of year q 落后-领先政策(妥协政策) Lead-Lag Policy 标准 资在年头百分之五十领先最近新的市场 资 Your Reference Salary HALFWAY AHEAD of Updated Market Benchmark at start of year

制定 资政策 (2) Decide Pay Policy 1. 我们与哪一个市场比，同市场上的那一个位置比？ What market do we compare to, and at what level in the market? 2. 我们对于所有的岗位，在所有的地区都支付相同的薪酬吗？ Do we pay the same for all professions? In all locations? 3. 多少个级别？ How many grades? 4. 对这些级别来讲， 资范围应该有多宽？ How wide are salary ranges for the grades? 5. 个人的 资数额是如何在一定的范围内进行定位和调整的？(根据 绩效，素质或市场价位？) How are individual’s salary positioned and adjusted within the ranges? (by performance, competency, market pricing? ) 6. 每年几月薪酬调整？几年进行一次薪酬策略和结构调整？ When begins salary reviews in each year? When begins salary strategy and structure review?