人均净销售额
Net sales 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
总营业额 营运费用/
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,
HR reward system
HR奖励机制
Company financial
objectives
公司财务目标
Human capital index
人力资本指数
Customer
satisfaction
客户满意度
Key elements of HR operation
人力资源运作的关键要素
组织设置
Organizational
design\M&A
人员配置、人才招聘
resource planning & staffing
薪酬体系
C&9><#990099'>B
设定目标/指标量化
Setting objectives
& measurement
和能力发展
Training & competence development
绩效评估和反馈
Performance
evaluation &feedback Motivation characteristics 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 individual’s desires
因人而异
MOTIVATION激励机制
企业运作环境
Business environment (industry, globalization,
market competitiveness)
Company culture
品牌 brand
员工的价值
Value of staff
工作,机会,工资,奖金,奖励,股票,
国外工作机会,教育,培训,管理风格,工作环境,组织结构,工作效率
仁者见仁,智者见智的薪酬体系
人力资源管理的灵魂
直接影响公司财务运作
人力资源管理中技术/技巧难度最大的部分 管理的平台
最直白的竞争
既灵活又抽象,
为我所用
C&<#990099'>B Program Management Cycle
薪酬体系管理流程
Organization’s Strategy 组织战略 Human Resources Strategy 人力资源战略 C & <#990099'>B Strategy 薪酬战略 Program Evaluation 体系评估
Administration & Implementation 操作执行
Program Design 体系
Communication
& Training
沟通与培训
Factors to be considered in C&<#990099'>B Strategy 薪酬战略的
考虑因素
Customer Value
客户价值
Price 价格
Quality 质量
Service 服务
Organization Value 组织价值
Financial Result 财务结果
Org. Performance 组织结果
Employee Value
员工价值
C&<#990099'>B 薪酬
Other returns 其他回报
C&<#990099'>B Strategy
薪酬战略
C&<#990099'>B Objectives 薪酬目标
Attract 吸引
Retain 保留
Motivate 激励
Employees
员工
Company
公司
Achieve Objectives
达到公司目标
Key Elements of C&<#990099'>B 薪酬福利的关键要素
IPE (International Position Evaluation) System 国际职位评估系
统
C&<#990099'>B Package 薪酬内容
Performance Management 绩效管理
IPE - International Position Evaluation
IPE - 国际职位评估系统
- A Human Resource tool which measures the
impact and contribution 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 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 it’s area of responsibility / operation 对于职责范围
内的影响
Factor 2: Communication 沟通
Position’s 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
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
Step 1
Establish working committee 建立工作组
Management team review and approve 管理层审核并批准
Step 6
Calculate IPE score and second interview line manager 算出IPE分数
并与经理第二轮面谈
Step 5
First interview line manager 与经理第一轮面谈
Step 4
Review job description and design checklist questions
回顾工作描述并设计相关问卷
Step 3
Understand IPE system and define role of each party
了解IPE系统并规定每一方的职责
Step 2
C&<#990099'>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
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
Others - 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&<#990099'>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 administer 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&<#990099'>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,
Example1:Market Survey Data Analysis
举例1:市场调查数据分析
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%。
- Market Movement市场移动
Example2:Market Survey Data Analysis
举例2:市场调查数据分析
0
50000 100000 150000 200000 250000 300000 42
43
44
45
46
47
48
49
50
51
52
53
54
55
56
57
7><58 59
60
90P
75P
50P
25P
IPE
Annual Total Cash
- One Company’s position in the market 公司在市场上的位置
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 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&<#990099'>B Cost Forecast - decides if it’s affordable
薪酬费用预算 -- 决定公司是否有能力支付
OPEX Forecast - decides if it’s 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 helps
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
a <#990099'>b c = Mid-Point Progression 中值变化
a1 - a2 = Range Spread 幅度范围
- s2 = Range Overlap 范围重叠 s1
0
5000
10000
15000
20000
25000
30000
35000
40000
45000
IPE Grades
a1
a2
a
<#990099'>b
c
d
e
Salary Policy Line
工资线
c
s1
s2
Salary Policy Line 工资线
market data & current salaries are reference;
以市场数据和现行工资为参考
Use regressed trend line; 用回归曲线
Consistent with the C&<#990099'>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 management (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 (IPE<58+) 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
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
现评估得分
Individual Pay Position to Salary Structure 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 vs Guaranteed Pay
奖金与固定薪酬的比重 - Market Movement (example) 市场移动(举例)
100%
100%
100%
100%
100%
100%
10%
10%
15%
23%
30%
28%
0%
20%
40%
60%
80%
100%
120%
140%
Sales Mgr. Sales Prof. Sales general staff
Mgr.&Prof. General staff Admin/Sec.
Guaranteed Cash
Variable Payment
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) Product 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, 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 Contribution,
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 manager’s 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) 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&<#990099'>B Program Evaluation 薪酬体系评估 Impact on organization’s performance (Customers Satisfaction, Profit,
客户满意度,赢利,外部形象,external image, etc.) 对公司业绩的影响 (
等)
Costs 费用
Employee turnover rate 员工离职率
Human Resources Effectiveness 人力资本指数
Performance Management 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 achievements
Assess personal performance factors
评估目标达到情况,其结果将:
Input for next year’s 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 board(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 1 Review Job Description 回顾工作描述 Step 2 Set Objective/Goals - SMART 设定SMART目标
Step 3 Set Standards and Measurement设定衡量标准
Step 4 Discuss Competence Profile 讨论技能要求
Step 5 Individual 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
Priority Objectives/ Standards/
Rating
Weight Responsibilities Measurement
(1-5)
30%.
20%.
15%.
Deliver project XXX according Delivered by 15th of Apr 02 to time plan and project spec. Increase Customer.Sat
after
delivering by over 3,8.
Individual OPEX decreased by By 31st of Dec 02 Kr 25.000,-/year. Documented in the financial
system, cost center XXX
Implement Performance Measured by Dialog, Dec 01: Management within XXX. All employees have set goals.
All employees have PD-disc.
Increased Empowerment
index by over 30%
Examples 举例:
Technical/Professional Competence Human Competence
Business Competence
Individual
Capacities
Competencies relevant to interaction with people.
Managing People
Negotiating Skill
...
Competencies specific for a certain function, role or task.
3G Competence
2.5 G Competence
...
Competencies related to the understanding of the business.
Understanding of Telecom Market ...
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
Actions and Courses Planned Time
Complete Time
行动/课程 计划时
间 完成时间
Attend the LCC course June 2001
May 2002
Participate in the global project of „ Feb 2001 Oct. 2001
Implement the PM program in „ department May 2001
Dec. 2001
Rotate to „ position to get further understanding
of business operation Jan 2002 May 2002
Examples 举例:
Development Actions
发展行动
Training 培训
Coaching 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
及行动计划等。
Feedback反馈
Effective feedback describes the behaviors under 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 we’ll be moving ahead. One suggestion I’d make for
future presentations is spending less time on the alternatives considered.
That way the audience remains clear on what’s 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 been 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 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 solving 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
1
2
3
4
5
UNACCEPTABLE 不合格
NEEDS
IMPROVEMENT 需改进
MEETS
REQUIREMENTS 达到要求
EXCEEDS
REQUIREMENTS 超过要求
OUTSTANDING 表现突出
Performance well below expectations 表现大大低于期望
Immediate disciplinary action required 应立即处罚
requires improvement in some areas 在某些领域需要改进
Is he/she new in the job? 是否为新员工,
Meets all objectives 达到所有目标 Minor shortfalls极少不足
Meet all objectives达到所有目标 Exceeds some objectives 超过一些目标要求
Exceed all objectives 超过各项目标 obvious at all area 在合方面都表现突出 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
0%
5%
10%
70%
10%
5%
Performance Appraisal Form 表现评估表 Priority Objectives/ Standards/
Rating
Weight Responsibilities Measurement
30%.
20%.
15%.
Deliver project XXX according Delivered by 15th of Apr 02
to time plan and project spec. Increase Customer.Sat after
delivering by over 3,8. Excellent
Individual OPEX decreased by By 31st of Dec 02
Kr 25.000,-/year. Documented in the financial
system, cost center XXX Outstanding
Implement Performance Measured by Dialog, Dec 01:
Management within XXX. All employees have set goals.
Excellent
All employees have PD-disc.
Increased Empowerment
index by over 30%
Examples 举例:
excluding the hosted activities.
Difficult to give negative feedback
Not willing to give recognition on good behavior
Ask participants to paraphrase what they think each of the elements means.
Frequent = often; this may depend on the nature of the goal or activity and the points at which progress can be assessed
Accurate = correct; multiple perspectives are helpful, but must be verified and completely understood.
Specific = detailed enough to be helpful; should give employee information that he/she can act on
Timely = close to the activity or result it relates to