爱立信薪酬体系
Ericsson Compensation & Benefit 2002年9月18日
Ericsson Compensation & Benefit 爱立信薪酬体系
What are Ericsson’s business measurements? 爱立信业务的衡量尺度？ (它随着公司业务的转变而变化，去年可能是净销售额、客户满意度、现金流，今年则是订单数量和应收帐款等)
The business measurements decide the c&B strategy 业务的衡量尺度决定公司薪酬体系的战略 (如奖励机制中目标的制定直接与业务战略相关)
Why HR need to look at money? 人力资源为什么向“钱”看？


How to build HR management into business process? 如何把HRM建立到业务流程？
Key elements of HR operation 人力资源运作的关键要素
Motivation characteristics of Successful Companies 成功企业激励机制的特点

Compensation & Benefit 薪酬体系
仁者见仁，智者见智的薪酬体系

Factors to be considered in C&B Strategy 薪酬战略的考虑因素
C&B Objectives 薪酬目标
Attract 吸引
Retain 保留
Motivate 激励
Key Elements of C&B 薪酬福利的关键要素
IPE (International Position Evaluation) System 国际职位评估系统
C&B Package 薪酬内容
Performance Management 绩效管理


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


C&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&B policies accordingly 相关薪酬政策调整

Example1：Market Survey Data Analysis 举例1：市场调查数据分析
Example2：Market Survey Data Analysis 举例2：市场调查数据分析





Salary Structure Setting 工资结构的设定
Incentive vs Guaranteed Pay 奖金与固定薪酬的比重
Incentive Objectives Setting 奖金目标的设定 -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
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。
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
Training 培训
Coaching and Feedback 教练、反馈
Counseling咨询
Review 审核
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，
包括解决问题及行动计划等。
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


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
Five Levels of Performance 绩效的五个等级

爱立信薪酬体系