翰威特 - 通过人改进经营结果(东软集团)

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Improve Business Results Through People 通过人改进经营结果

NEUSOFT Corporation 东大软件集团有限公司 March 2001 二OO一年三月

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About this Material 关于这份材料

In response to “Neusoft” invitation, Hewitt provide in this material our suggested project approach to help Neusoft build up the world-wide standard human resource management system, which will be especially focused on the job design/evaluation, compensation design and performance management. This documentation demonstrates how we will proceed this project. We also emphasize our understandings upon your needs, our methodologies for the fulfillment and some detailed issues during the co-operation between Neusoft and Hewitt.

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我们接受了东大软件集团有限公司(东大)的委托，为贵公司提供一份关于翰 威特公司将如何帮助制定一个世界标准的人力资源管理系统，尤其是东大特 别关注的工作设计/评估，薪酬激励及绩效管理系统的设计方案。本文 本中所包括的信息说明了我们将如何进行这个项目。我们特别指出了我们对 贵公司需求的理解、完成这个项目的方法过程以及翰威特公司与东大合作的 许多细节问题。The suggested project approach adopts some successful ideas and procedures which have been proved in other human resource consulting projects. We acknowledge that you will have some modifications based on our suggestions to ensure the success of this project. We look forward to getting your input.

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这个建议的过程采纳了一些其他人力资源发展项目中运行较好的步骤。我们 认识到为了保证项目的成功运作你们可能会对我们所提出的设计方案做出相 应的改动。我们随时欢迎贵公司的指导，并希望贵方提出你们的想法以改进 我们的建议方案。2

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Contents 内容

About Hewitt Associates 关于翰威特公司 Our Understanding of Your Situation 对贵公司情况的理解 Linking HR Issues to Business 人力资源问题与公司业务相结合 Considering Factors in Design and Implementation设计和实施所要考 虑的因素 Our Suggested Approach 我们的设计方案 Our Consulting Team 我们的咨询团队

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Our Experience in Telecom Industry in Asia Pacific我们在亚太区电信 业上的经验Fee and Timing 费用与时间结构

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wHewitt Associates LLC 翰威特咨询公司

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Hewitt Associates 翰威特公司

Global management consulting firm specializing in people solutions to business issues 专长于从人员管理入手解决商业经营问题的全球性管理咨询公司 Largest human resources consulting firm in the U.S.A 为美国最大的人力资源咨询公司 12,000 Associates world-wide 全球 12,000 名员工 75% of Fortune 500 are Hewitt clients 财富500强中75%的公司为翰威特公司的客户 Over 1.28

billion USD in revenue in FY 2000 2000年度销售收入达12.8亿美金 81 offices in 37 countries 在37个国家建立了81个办事处— 19 offices in Asia Pacific

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在亚洲建立了19个办事机构5

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Hewitt in China (Con’t) 翰威特公司(续)

Largest and most experienced workforce consulting firm in China 中国规模最大并且经验最丰富的人力资源咨询公司 3 offices in Shanghai, Beijing, and Hong Kong with nearly 100 Associates 在上海、北京、和香港办事处拥有近100名员工 6 years of client experience in China 六年在华咨询经验 800+ clients in China 在中国已拥有800多家跨国客户公司的客户基础 Multi-cultural, multi-lingual, multi-talented staff 跨文化、多种语言能力、多方面经验技能的咨询队伍 One-firm firm 全球一体化的组织结构

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Our Consulting Experience 我们的咨询经验

Largest and most experienced restructure, compensation and performance management consulting practice in China 中国最大、最有经验的重组，薪酬及绩效管理咨询队伍— 40 full-time consultants 40 名全职咨询顾问

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Most experience in program design 在项目设计方面拥有丰富的经验— Organizational change, Salary structure, job evaluation, pay delivery ... 机构重组，工资结构、职位评估、工资发放...

Experience with SOEs, JVs, Rep Offices, WOFEs, Private Chinese companies 与国营企业、合资企业、外商代表处、独资企业及中国的私营公司均有合作经验 Working relationship with MOF and CSRC 与财政部和证监会的良好合作关系

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How to Help Our China Clients(current project) 翰威特如何帮助在华的客户企业(近期项目)Adidas Air Products Allied Signal B. A. T. Butler Manufacturing Ford Fudian Automotive Caltex Carrefour China Eagle Securities China Grand Enterprises China National Investment Guarantee Company (NIGC) China World Trade Center Coca Cola Decathlon Dow Corning Delphi Automotive Danone DuPont Exxon General Electric General Motors Gillette Grace Henkel Honeywell IBM Johnson & Johnson Legend Mary Kay Messer Mobil Motorola Nestle Nike Novartis Novo Nordisk Owens Corning Pillsbury Procter & Gamble Praxair Roche S.C. Johnson Schneider Electric Shanghai East Dragon Zipper Making Co Shanghai Fudan Kingstar Limited Shell Wyeth-Ayerst

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Our Experience in Telecom Industry in Asia Pacific 翰威特在亚太地区电信业的服务经验

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Our Clients in Telecom Industry and Information Industry (翰威特在电信及信息行业的客户)Airtouch Communication Alcatel Communications Ameritech AT&T BC Telecom BCE (Bell Canada Enterprises) Bell Atlantic BellSouth British Telecommunication Cable & Wireless Cable & Wireless Comm Cincinnati Bell DDI Deutsche Telekom France Telecom GTE Japan Telecom Koninklijke PTT Legend C

omputer Nederland Mannesmann MCI Communications Mediaone Group Netcom Systems New Zealand Telephone Company Nigerian Telecommunications (Nitel) Nippon Telegraph & Telephone Olivetti Orange Philippine Long Distance Telephone Co. Portugal Telecom SBC Communications Singapore Telecommunications SK Telecom Southern New England Telecomm Sprint Tele Danmark Telebras Telecom Corp of New Zealand Telecom Italia Telefonica de Espana Telefonos de Mexico Teleport Communications Group Telstra TIM U S West Vodafone Group Worldcom

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Linking People Strategy to Business Strategy 将人力资源战略与企业经营战略相联系

Success in workforce planning requires HR to: 成功的进行员工队伍战略部署计划需要人力资源部门来：— Understand outcomes desired by business 了解企业经营的预期成果 — Understand business strategies for obtaining outcomes 了解获得这些成果所要采取的经营策略 — Define best organization structure to support business strategy 设计最佳组织结构来支持经营战略 — Define people requirements needed to achieve business strategy 确定完成企业经营策略所需的员工素质能力要求 — Develop strategies for delivering people requirements 制定将员工能力付诸于实践的策略 — Develop techniques for monitoring progress toward goals 发展对于达到目标的进程进行监控的技能

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Align Organization to Business Strategy 组织与经营策略相统一Desired Business Results 经营目标 Business Strategies 经营策略Customer Satisfaction 客户满意

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People Requirements 对员工的要求

Employee Needs 员工的需求

HR Strategies 人力资源策略Staffing 人员配置Employee Satisfaction 员工满意 Rewarding 薪酬管理HR 人力 资源

Organizing 组织管理

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Learning 培训发展

Performing 绩效管理

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wOur Understanding of Your Situation 我们对贵公司的理解

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Our Understanding of Your Situation 我们对贵公司情况的理解— Number of employees: Over2700 员工人数: 2700余人 — Registed Capital:0.56billion RMB 注册资本：5.6亿元 — Main line of business: 经营范围: Products or services: Application software and solutions 产品或服务: 应用软件的供应商和解决方案的提供者 Operation location: Shenyang & Dalian 主要营业地: 沈阳和大连

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Business and HR Issues 企业经营及人力资源状况

Company is experiencing increasing competition for talent and market share

面临日趋激烈的人才及市场份额的竞争

Current human resources systems do not support the firm’s need to be more competitive in the market and the war of talents 现有人力资源体制不能有效支持企业提高人才及市场竞争力的要求 Need to address the efficiency, competitiveness, and longevity of current organization structure 需要提高现有组织结构的

效率、市场竞争力以及有效寿命 — WTO will have an impact on your competitive situation 中国入世对你们的竞争地位将产生影响

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Need to develop an effective compensation and performance management program that: 着手制定有效的薪酬激励和绩效管理计划，此计划将： — — — Is in alignment with business needs and results 与企业经营绩效相互协调 Helps attract, retain and motivate employees, especially for management staffs 帮助吸引，留用和激励员工,尤其针对管理层 Rewards competency and/or contribution 奖励员工能力和/或贡献15

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Our Response to Your Needs 我们对贵公司需要的反应

The remainder of this document presents Hewitt‘s initial suggestions regarding how we might partner with Neusoft to resolve the issues at hand.Our suggested approach is in three main phases: 这份文件的以后部分呈现了翰威特公司的初步建议，有关为了解决相关问题 我们将如何与东大进行合作。我们的建议方案包括以下三个主要阶段：— Phase 1 - Executive Interviews 阶段1-高级经理面谈 — Phase 2 - Assesment of Current HR Practices, Presentation to Management 阶段2-现有人力资源方案评估，并向管理层人员演讲介绍 — Phase 3 - Re-design Compensation Structure, Long term Incentive Plan and Performance Management System 阶段3-重新设计薪酬结构、长期奖励计划以及绩效管理体系

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Our Response to Your Needs 我们对贵公司需要的反应

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Because we understand from our meeting that development of a competency frame-work might also be valuable to Neusoft, we have included some suggestions on competencies and training in the appendix. Indeed, Hewitt advocates a holistic approach to all workforce programs rather than a piecemeal approach. This approach is particularly relevant when considering both your short and long-term business strategy. We believe that competencies can form the basis for all the key elements of your workforce programs.通过会议，我们了解到核心能力结构的设计以及管理培训也将对东大有 一定的价值。因此我们在附录中也包括了有关这两方面的建议。实际上，翰 威特更主张提供一整套全面的人力资源方案，对公司的长远发展更为相关。 核心能力是形成人力资源方案所有关健要素的基础。

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Overview of the Project Phases 项目阶段概览Phase 1 阶段一 Executive Interview of Neusoft’s top management to set direction for long-term incentive plan, compensation philosophy, and performance management 与东大高级管理人员进行面谈，以便确定长期性奖励计划、薪资理念和绩效管理的方向

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Phase 2 阶段二 A. Assessment of Neusoft’s current human resource system focusing on performance management and the compensation system A. 对东大当前的人力资源管理系统，尤

其是绩效管理和薪资系统进行评估 B. Presentation to management B. 向管理层汇报演讲

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Phase 3A 阶段三A Re-design of Neusoft’s compensation structure/ Re-design of Neusoft’s long term incentive plan 重新设计东大的薪酬结构和 长期奖励计划18

Phase 3B 阶段三B Re-design performance management system 重新设计绩效管理体系

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Phase 1 - Executive Interviews 第一阶段：高层经理面谈

We will meet with key executives to understand company goals and strategy and the overall business needs 我们将与关键的高层经理进行面谈，以了解公司目标、策略及总体经营需求 Interviews will be based on a pre-agreed questionnaire and will be designed to last approximately 2 hours each. 我们将根据双方预先确定的问卷来进行面谈，每个面谈将持续两小时左右— We had agreed that we would meet with the following individuals 根据双方所达成的共识，我们将与下述人员进行面谈： Chairman, CEO, CFO, Senior Vice President, Secretary to the Board, GM, and the Director of Human Resources 董事长、首席执行官、首席财政官、高级副总裁、董事会秘书、总经理及人力资源 总监

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Phase 1 - Executive Interviews 第一阶段：高层经理面谈

During the interviews, we will clarify several important questions that provide a context for the long term incentive plan and the compensation system, including: 在面谈过程中，我们将明确与长期奖励计划及薪酬系统相关的诸多重要问题，其中包括：— How should the long term incentive plan fit with the rest of the total compensation package? Should fit vary by position in the company? 长期奖励计划应如何与其它全面薪酬计划相匹配？匹配方式是否应根据职位而有所不同？

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What messages need to be delivered through the long term incentive plan? Which performance measure(s) should be incorporated in the program design? Should payout be structured based on performance range(s)? 需要通过长期奖励计划传达什么信息？计划设计过程中应融入哪些绩效标准？是否应根据 绩效幅度来确定费用结构？How will the company fund the program? 公司如何筹措计划基金？

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What should be the proper mix of base pay, short-term incentive, long-term incentive, and benefits in the compensation plan? 在薪酬计划中，基本工资、短期奖励、长期奖励和福利应各占多少比例？

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Phase 1 - Executive Interviews 第一阶段：高层经理面谈

Your answers to these questions will generate a context within which Hewitt Associates can guide Neusoft in the identification of long term incentive plan provisions, including: 翰威特咨询公司将根据您所提供的答案来引导东大确定基本的长期奖励计划条款，其中包括 ：— Eligibility—how will plan coverage be determi

ned and administered? 享受资格：如何确定和管理计划的适用范围？ Award sizes and target opportunities—how will award levels be defined? 授予数额与目标机遇：如何确定授予级别？ Award frequency—how often will awards be issued? 授予周期：授予周期为多长时间？ Vesting or exercise restrictions—what will be the nature of time- or performance-related vesting restrictions? 兑现或承兑限制：与时间或绩效相关的兑现限制措施的实质是什么？ Termination provisions—what will happen at death, disability, retirement, etc.? 终结条款：计划享受者死亡、残疾、退休时应如何加以处理？ The right total compensation mix between base pay, short and long-term incentive, and benefits 全面薪酬计划中，基本工资、短期奖励、长期奖励与福利的合理比例。21

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