愛立信薪酬體系
Ericsson Compensation & Benefit 2002年9月18日
Ericsson Compensation & Benefit 愛立信薪酬體系
What are Ericsson’s business measurements? 愛立信業(yè)務(wù)的衡量尺度？ (它隨著公司業(yè)務(wù)的轉(zhuǎn)變而變化，去年可能是凈銷售額、客戶滿意度、現(xiàn)金流，今年則是訂單數(shù)量和應(yīng)收帳款等)
The business measurements decide the c&B strategy 業(yè)務(wù)的衡量尺度決定公司薪酬體系的戰(zhàn)略 (如獎勵機制中目標(biāo)的制定直接與業(yè)務(wù)戰(zhàn)略相關(guān))
Why HR need to look at money? 人力資源為什么向“錢”看？


How to build HR management into business process? 如何把HRM建立到業(yè)務(wù)流程？
Key elements of HR operation 人力資源運作的關(guān)鍵要素
Motivation characteristics of Successful Companies 成功企業(yè)激勵機制的特點

Compensation & Benefit 薪酬體系
仁者見仁，智者見智的薪酬體系

Factors to be considered in C&B Strategy 薪酬戰(zhàn)略的考慮因素
C&B Objectives 薪酬目標(biāo)
Attract 吸引
Retain 保留
Motivate 激勵
Key Elements of C&B 薪酬福利的關(guān)鍵要素
IPE (International Position Evaluation) System 國際職位評估系統(tǒng)
C&B Package 薪酬內(nèi)容
Performance Management 績效管理


Factor 1: Impact 影響力
Factor 2: Communication 溝通
Factor 3: Innovation 創(chuàng)新精神
Factor 4: Knowledge 知識技能


C&B Package Designing Principles 薪酬設(shè)計原則
Externally competitive 外部競爭力
Internally equitable 內(nèi)部公平性
Cost Affordable & Appropriate 成本承受力及合理性
Understandable 員工及公司的認(rèn)同性
Efficient to administer 便于操作
Externally Competitive 外部競爭力
Select competitors. 選定競爭對手
Select the appropriate type of survey 選擇適當(dāng)?shù)氖袌稣{(diào)查
Determine current market position 了解目前在市場上的位置
Set target on Market positioning 設(shè)定市場定位目標(biāo) (e.g. 25P, 50P, 75P or 90P)
Adjust C&B policies accordingly 相關(guān)薪酬政策調(diào)整

Example1：Market Survey Data Analysis 舉例1：市場調(diào)查數(shù)據(jù)分析
Example2：Market Survey Data Analysis 舉例2：市場調(diào)查數(shù)據(jù)分析





Salary Structure Setting 工資結(jié)構(gòu)的設(shè)定
Incentive vs Guaranteed Pay 獎金與固定薪酬的比重
Incentive Objectives Setting 獎金目標(biāo)的設(shè)定 -Sales Incentive銷售獎金
Turn Over(order booking, net sales) 營業(yè)額(定單，凈銷售額)
Market Share市場份額
Cash Flow現(xiàn)金流
Product Mix產(chǎn)品組合
Based on 5 business perspectives of financial, customer, employee, innovation, internal efficiency, Y2K 基于財務(wù)、客戶、員工、創(chuàng)新、效率等5個方面，以及Y2K。
25% of financial objectives, 75% of KPIs with financial & non-financial 須至少有25%為財務(wù)指標(biāo)
No restrictions on number of objectives 對目標(biāo)的設(shè)定無數(shù)量限制。
When To Have PD Discussion? 何時進行個人發(fā)展談話？
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) 新員工入職后的6個月(目標(biāo)設(shè)定可于員工入職后即完成)
Employee status change 員工情況變化時
Promotion升職
Demotion 降職
Transfer 工作調(diào)轉(zhuǎn)
...
Step 1 Review Job Description 回顧工作描述 Step 2 Set Objective/Goals - SMART 設(shè)定SMART目標(biāo) Step 3 Set Standards and Measurement設(shè)定衡量標(biāo)準(zhǔn) Step 4 Discuss Competence Profile 討論技能要求 Step 5 Individual Development Plan 設(shè)定個人發(fā)展計劃
Training 培訓(xùn)
Coaching and Feedback 教練、反饋
Counseling咨詢
Review 審核
Coaching & Feedback 教練、反饋
Good Communication Skill
良好的溝通技巧
Coaching教練
Coaching is the following up of
feedback, incl. Solving the problem
and action plan. 教練是對反饋的跟進，
包括解決問題及行動計劃等。
Feedback: The IDEAL State 給予反饋的理想狀態(tài)
F = Frequent 時常

A = Accurate 準(zhǔn)確

S = Specific明確具體
T = Timely 及時


What to be appraised? 評估什么
Results & achievements 工作結(jié)果評估
Objectives 目標(biāo)
Responsibilities/key results areas 職責(zé)
Performance factors 表現(xiàn)因素評估
Attitude in performing 工作態(tài)度
Competence 能力
Five Levels of Performance 績效的五個等級

愛立信薪酬體系