美世-华为薪酬设计方案

Mercer Executive Resources Consulting, Asia

Pay & Rewardfor

Huawei Technologies, Co., Ltd.By:

Elaine Ng Mercer Executive Resources Consulting (MERC) Tel: 852-2115 2088; Email: enskcrg@

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Mercer Executive Resources Consulting, Asia

設定薪酬結構 Developing Salary Structure

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Mercer Executive Resources Consulting, Asia

設定薪酬結構之考慮因素 Developing Salary Structure- ConsiderationsBase 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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Mercer Executive Resources Consulting, Asia

薪酬政策

Compensation Policy$标准工资

Reference Salary

Grade 级 别定下最经济的标准工资以支付公司架构图建立最少增加幅度之标准工资

Define the most economic reference salary to pay for the organization chart Establish the smallest possible increase of reference salary© Copyright

Mercer Executive Resources Consulting, Asia

中國市場數據 Market Data on China 上海製造業 Shanghai Manufacturing WOFE (1)Data as at April 1999RMB

400,000 350,000 300,000 250,000 200,000 150,000 100,000 50,000 041 43 45 47 49 51 53 55 57 59

90百分比 90th Percentile

75百分比 75th Percentile中位數 Median

25百分比 25th Percentile 10百分比 10th Percentile

Position Class

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Mercer Executive Resources Consulting, Asia

中國市場數據 Market Data on China 上海製造業 Shanghai Manufacturing WOFE (2)Data as at April 1999Position No. of Class Obs. 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 5 17 41 32 47 46 59 58 59 54 64 59 57 28 39 23 10 12 4 2 Yr of Exp 3 3 6 6 8 6 5 4 5 5 4 5 5 6 6 8 9 9 15 10 Regressed 10th Percentile 12,329 14,077 16,073 18,352 20,954 23,924 27,316 31,189 35,611 40,660 46,425 53,007 60,522 69,103 78,900 90,087 102,859 117,443 134,094 153,105 Regressed 25th Percentile 13,806 15,925 18,369 21,189 24,441 28,192 32,519 37,510 43,267 49,908 57,568 66,404 76,596 88,352 101,913 117,555 135,598 156,410 180,416 208,108 Regressed Median 15,628 18,272 21,363 24,978 29,203 34,144 39,921 46,675 54,571 63,804 74,599 87,219 101,975 119,228 139,399 162,984 190,558 222,797 260,490 304,561 Regressed 75th Percentile 20,164 23,383 27,116 31,445 36,465 42,286 49,036 56,865 65,942 76,470 88,677 102,834 119,250 138,287 160,364 185,964 215,652 250,079 290,002 336,298 Regressed 90th Percentile 27,759 31,768 36,356 41,607 47,615 54,492 62,362 71,368 81,676 93,471 106,971 122,419 140,099 160,333 183,488 209,988 240,315 275,022 314,741 360,196 Actual Mean 15,509 19,044 22,114 23,803 29,904 32,685 43,131 48,467 58,325 54,821 59,268 74,535 96,645 113,331 129,435 185,869 226,892 245,599 254,505 443,284 Actual Median 16,606 20,056

23,400 24,298 30,000 33,161 43,680 48,942 58,265 55,566 58,600 73,410 97,136 104,250 124,800 162,500 212,079 215,615 255,075 443,284

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貴公司以及市場比較 Your Company vs the Market ComparisonRMB 400,000

350,000 300,000 250,000 200,000 150,000 100,000 50,000 0

Your Company Trendline Regressed 25th Percentile Regressed Median Regressed 75th Percentile

75百分比 75th Percentile 中位數 Median 貴公司回歸線 Your company trendline 25百分比 25th Percentile

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

Mercer Executive Resources Consulting, Asia

貴公司以及市場比較 Your Company vs the Market ComparisonMarket Data Position Your Company Class Trendline 41 14,526 42 17,023 43 19,949 44 23,378 45 27,397 46 32,107 47 37,626 48 44,094 49 51,673 50 60,556 51 70,965 52 83,164 53 97,460 54 114,213 55 133,846 56 156,854 57 183,818 58 215,416 59 252,445 60 295,840 Regressed 25th Regressed 75th Percentile Regressed Median Percentile 13,806 15,628 20,164 15,925 18,272 23,383 18,369 21,363 27,116 21,189 24,978 31,445 24,441 29,203 36,465 28,192 34,144 42,286 32,519 39,921 49,036 37,510 46,675 56,865 43,267 54,571 65,942 49,908 63,804 76,470 57,568 74,599 88,677 66,404 87,219 102,834 76,596 101,975 119,250 88,352 119,228 138,287 101,913 139,399 160,364 117,555 162,984 185,964 135,598 190,558 215,652 156,410 222,797 250,079 180,416 260,490 290,002 208,108 304,561 336,298 Deviation from

P25 5% 7% 9% 10% 12% 14% 16% 18% 19% 21% 23% 25% 27% 29% 31% 33% 36% 38% 40% 42%

P50 -7% -7% -7% -6% -6% -6% -6% -6% -5% -5% -5% -5% -4% -4% -4% -4% -4% -3% -3% -3%

P75 -28% -27% -26% -26% -25% -24% -23% -22% -22% -21% -20% -19% -18% -17% -17% -16% -15% -14% -13% -12%

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基本薪金政策 LAG 落后

Mercer Executive Resources Consulting, Asia

Base Pay Policy

LEAD 领先

年初

年中

年末

Start Year

Mid

End Year

LEAD-LAG落后-领先之间

年初

年中

年末

Start Year

Mid

End Year© Copyright

Mercer Executive Resources Consulting, Asia

建 立 竞 争 工 资

Develop Competitive Salaries250000一 个 等 级 = 一 个 标 准 工 资 = 招 聘 标 准

One Grade = One Reference Salary200000标 准 工 资 = 竞 争 报 酬

CRG PC 41 42 43 44 45 46 47 48 49 50 51 52

Rmb 12893 15349 18274 21756 25901 30837 36713 43708 52037 67146 79940 95174 113308 134899 160604 191206 227640

Reference Salary = Competitive Pay = Recruitment Standard RMB150000

100000

50000

53 54 55 56 57

0

Grade

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

16

17

PC

41 42

43

44

45

46

47

48

49

50

51

52

53 54

55

56

57

Grade or Position Class© Copyright

Mercer Executive Resources Consulting, Asia

利用幅度制定工资架构

Develop Salary Structure with Ranges45000 40000 35000 30000 25000 20000 15000 10000 5000 0 a b c d e

RMB

Grade

Question: How much should be the mid-point progression

(%) between grades? How wide should the ranges be? How much should the range overlap?

a a1 - a2 b1 - b2 c1 - c2

b

}

c = Mid-Point Progression 中点增加率 = = Range Spread 幅度 =

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Mercer Executive Resources Consulting, Asia

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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Mercer Executive Resources Consulting, Asia

定最低工资

Establishing Minimum最低

E.g.

=

=

Rmb 1,000 1.25 Rmb 800

= 1 + (25%) =1+ 25 100

=

= 1 + 0.25 = 1.25

(

(

Rmb 1,000 50% 1+ ( 2

(

Minimum

=

Mid-Point 中点 Range 幅度 1+ ( 2

Rmb 1,000 1 + 50% 2

(

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定最高工资

Establishing Maximum最高 幅度 最低(© Copyright

Maximum

= = = =

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

1 + 50% = 1 + ( 50100

= 1 + (0.5) = 1.5

幅度

Range

=

Minimum Rmb 800 最低 Mid-Point Rmb 1,000 中点 Maximum Rmb 1,200 最高

Mercer Executive Resources Consulting, Asia

中点增加率

Mid-Point ProgressionGradual逐渐的

Moderate稳健的

Steep陡斜的

30% 30% 15% 10%

10%

15%

More grades 多级别

Less grades 少级别

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幅度重叠

Range Overlap

2,700 2,250

RMB

1,8001,500 1,200 1,200 1,000

RMB

RMB

1,800

1,875 1,500 1,350 1,200 1,125 1,000 1,000 1,000 1,000 1,250 1,200 1,500 1,563 1,250 1,250

900800 Grade 800 Grade 800 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 - 900 300 = = 67% 1,350 - 900 450

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 = 200 = 40% 1,500 - 1,000 500© Copyright

Mercer Executive Resources Consulting, Asia

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 RangeMaximum 最高点

Q4

一般期望 = 标准工资

Q3

Standard Expectation = Reference Salary - Performance 工作表现 - Competencies 技能 - Years in service 服务年期

中点 = 竞争性工资 Mid-Point = Competitive PayQ2

Q1

Minimum 最低点

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多少结构

How Many Structures?市场特色

Market内部平衡

CharacteristicsEquity Competitiveness Philosophy

Internal外部竞争力

External管理概念

Management

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Mercer Executive Resources Consulting, Asia

超过/低过 工资幅度$

Overs a

nd Unders

Reference Salary 标准工资

中值前进

mid-point progression 用什么策略? What Strategies?

等级

Grades

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