××项目建议书(ppt)
Improve Business Results Through People 通过人改进经营结果

NEUSOFT Corporation ××软件集团有限公司
March 2001 二OO一年三月
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.
我们接受了××软件集团有限公司的委托，为贵公司提供一份关于××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××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. 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。
Contents 内容
About Hewitt Associates 关于××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
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
Hewitt Associates LLC ××咨询公司
Hewitt Associates ××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 在亚洲建立了19个办事机构
Hewitt in China (Con’t) ××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
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
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
How to Help Our China Clients(current project) ××如何帮助在华的客户企业(近期项目)

Our Experience in Telecom Industry in Asia Pacific
××在亚太地区电信业的服务经验
Our Clients in Telecom Industry and Information Industry (××在电信及信息行业的客户)
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
Align Organization to Business Strategy 组织与经营策略相统一
Our Understanding of Your Situation 我们对贵公司的理解
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

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
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
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

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

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。
Overview of the Project Phases 项目阶段概览
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





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？
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？
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？

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:××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 determined 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。
Phase 1 - Executive Interviews 第一阶段：高层经理面谈
Key Outcomes: 关键结果：
At the end of this phase, we will have gathered inputs from various key executives on the business strategy, and the goals and expectations for the long term incentive plan and compensation program 该阶段结束时，我们将收集到各位关键高层经理有关经营策略方面的意见与建议， 以及对长期奖励与薪酬计划的目标与期望

We also will have clarified the objectives and potential key design features of the program
我们还将明确该计划的总体目标及潜在的关键设计要素

Phase 1 - Executive Interviews Focus Group (Optional) 第一阶段：核心小组(备选)
You may also choose to have us conduct focus group meetings with key groups of employees 您还可以选择由××咨询公司与关键的员工小组来进行核心小组面谈
During these focus group discussions we would assess the employees’ views on: 在核心小组面谈中，我们将评估下述内容：
How satisfied employees are with Neusoft’s compensation system 员工对东大薪酬系统的满意度
Their understanding of the various components of pay (I.e. base bay, incentives, bonus, benefits, etc.) 员工对各种薪酬要素的理解情况(即：基本工资、奖励、奖金、福利等)
Their views on how competitive Neusoft is in terms of total compensation 员工对东大全面薪酬系统竞争力的看法
Their overall satisfaction about the employment relationship a Neusoft 员工对东大聘用关系的总体满意度
Their overall view of the various HR systems and management in general 员工对各种人力资源系统与一般管理的总体看法
Their understanding of the company’s business goals and their contributions to those goals员工对公司经营目标以及他们在实现这些目标的过程中所发挥的作用的理解情况






Phase 1 - Executive Interviews Focus Group (Optional) 第一阶段：核心小组(备选)
Key Outcomes: 关键结果：
At the end of this phase, we will have gathered inputs from employees on the business goals and their views on all HR systems including total compensation 该阶段结束时，我们将收集到员工们对于经营目标的建议，以及他们对包括全面薪酬在内的所有人力资源系统的看法

We will use this information to help us design programs that both meet the needs of top management and employees.
我们将根据该信息来设计相关计划，使之既满足高层管理人员的需求，也满足员工们的需求



Phase 2A - Assessment of Current HR Practices 第二阶段A：现有人力资源方案评估
In this Phase, Hewitt Associates will review all of Neusoft’s materials and procedures regarding Human Resources with a specific focus on Compensation and Performance Management 在该阶段中，××咨询公司将审核所有的东大人力资源材料与规程，尤其是薪酬与绩效管理方面的内容
Hewitt will give Neusoft a list of materials it would like to study ××将为东大提供一系列分析材料
Once we have collected all materials we will review them and assess your systems against Hewitt’s database of best practices. We will: 收集到所有材料之后，我们将对其加以审核并对照××最佳方案数据库来评估贵公司的系统。我们将：
Review all technical aspects of your systems and determine where there are gaps and areas for improvement 审核东大系统中所有的技术要素，并确定其中的差距与不足之处
Assess the link between your human resource practices and your stated business results 评估东大人力资源方案与您所陈述的经营结果之间的关联性
Determine if the link is strong or not 确定这一关联性是否紧密
Begin outlining how to improve the system 开始规划如何改进该系统








Phase 2A - Assessment of Current HR Practices 第二阶段A：现有人力资源方案评估
Key Outcomes: 关键结果：
At the end of this Phase, Hewitt will have a thorough understanding of Neusoft’s HR practices specifically related to Performance Management and Compensation 该阶段结束时，××咨询公司将充分理解东大的人力资源方案，尤其是那些与绩效管理和薪酬密切相关的方案

This information will be used to draft a report to Neusoft outlining key areas for improvement and proposals for next steps
我们将根据该信息草拟一份报告，以便向××概述关键的改进之处及后续步骤提案


Phase 2B - Assessment of Current HR Practices Presentation to Management第二阶段B：现有人力资源方案评估向管理层进行演讲介绍
Once Hewitt has gathered all the information from the executive interviews, focus group (if applicable), and assessment of human resource practices we will make a half-day presentation to management ××咨询公司在从高层经理面谈、核心小组(备选)面谈及人力资源方案评估中收集到所有信息之后，我们将向东大管理层进行一次为期半天的演讲介绍。
The presentation will outline: 演讲中将概述下列内容：
Our understanding of the business strategy as outlined by the key executives 我们对于东大高层经理所概述的经营策略的理解
How the business strategy fits in with the total compensation plan 该经营策略与全面薪酬计划的匹配情况
Key areas of agreement amongst the top management for the direction of the long term incentive plan 高层管理人员对长期奖励计划所达成的关键共识
The message Executives want to send through the implementation of the long term incentive plan 高层经理希望通过实施长期奖励计划所传达的信息内容
Any related information on the direction of the company and the alignment of the its Human resource systems 任何与公司方向及人力资源系统调整相关的信息





Phase 2B - Assessment of Current HR Practices Presentation to Management 第二阶段B：现有人力资源方案评估向管理层进行演讲介绍
The presentation will also outline: 演讲中还将概述下列内容：
Our findings from the audit of the human resource practices 人力资源方案的主要审核结果
How the Neusoft practices compare with best practices in China 东大方案与在华最佳方案的对比情况
Our suggestions for modifications and improvement including: 我们的修改与改进建议包括：
Various options along with advantages and disadvantages of each option 各种方案及其优、缺点
Our recommendations on solutions best adapted to Neusoft’s situation 我们所建议的最适用于东大现状的解决方案
A comprehensive proposal on how to design and implement our recommendations 有关如何设计和实施翰威特提案的一个综合性计划

Phase 2B - Assessment of Current HR Practices Presentation to Management 第二阶段B：现有人力资源方案评估向管理层进行演讲介绍

Key Outcomes: 关键结果：
At the end of this presentation, Neusoft will have a comprehensive understanding of the direction and desire results for designing and implementing long term incentive plan 演讲结束时，东大将对设计和实施长期奖励计划的方向和预期结果获得一个全面的理解
Neusoft will also have a comprehensive review of its total remuneration and performance management system along with recommendations for improvement 东大在获得改进建议的同时，还将获得对其全面薪酬与绩效管理系统的全面审视
Neusoft will have a comprehensive proposal on how Hewitt would address its desire to modify or re-do the compensation and performance management systems
东大将获得一份综合性的提案，其内容是关于翰威特公司将如何在修改或重新制定薪酬与绩效管理系统方面满足贵公司的需求





Phase 3A：Re - Design of Compensation Structure/Long-Term Incentive Plans 阶段三A：重新设计薪酬结构和长期奖励计划
Job Documentation 职位文档
Definition and Purposes 定义和目的
Is a process of defining and describing: 是一个定义和描述的过程:
Job duties/responsibilities 工作责任/职责
Job characteristics 工作性质
Other requirements of jobs 其他的工作要求
Typical purposes of job documentation include: 职位文档的典型目的包括:
Process Overview 程序概览
Process Steps 程序步骤
Step 1: Defining the purposes of job documentation 步骤1: 确定职位文档的目的
The project team will meet to: 项目小组将会面:
Discuss how Neusoft will use job documentation 讨论××软件集团有限公司将如何使用职位文档
Present how various purposes can impact on the design of the template 演示不同的目的将会如何影响模式的设计
Agree on high level principles of the development of a job description template 在设计职位描述模式时所涉及的高层次的原理上达成一致
Process Steps 程序步骤
Identify the most appropriate approach (e.g., job interview, questionnaire) to gathering job related information 确定最恰当的方法(例如职位访谈和问卷形式)，从而收集所有与职位相关的信息
Outcome: The purposes of job documentation is identified, which will guide the design of the job description template; the project team agrees how to gather updated and accurate job related information 结果：职位文档的目的最终确认，并将指导职位描述模式的设计；项目小组在如何收集与职位相關的最新的并准确的信息上达成一致。

Process Steps (Con’t) 程序步骤(续)
Step 2: Design job description template and information gathering tool 步骤2: 设计职位描述模式以及信息收集工具
Hewitt will will design the template off-site ××将为公司设计模式
The template should support Neusoft ’s purposes of establishing job documentation 这一模式应支持东大软件集团有限公司建立职位文档的目的
The template may consists of: 这一模式可能由以下几部分组成
Job purpose, primary duties and responsibilities. reporting relationship, internal & external customers, job requirement (e.g., education, experience), approval process 工作目的、主要的责任和职责、与上级的汇报关系、内部和外部的客户、工作要求(例如教育背景和相关经验)以及批准认同的程序。
Process Steps (Con’t) 程序步骤(续)
Hewitt will design appropriate tools (e.g., interview guide, questionnaire) to prepare for information gathering ××将设计恰当的工具(例如面谈指导和问卷)，从而为信息收集做准备
The project team will meet to finalize the template and information gathering tools 项目小组将会面并且最终确定模式和信息收集的工具
Outcome: Neusoft will have a useful job description template that serves its purposes; and an effective tool is available to gather updated and accurate job related information 结果: ××软件集团有限公司将拥有能为目的服务的有效的职位描述模式，并且具备有效的工具去收集最新的且准确的与职相关的信息

Process Steps (Con’t) 程序步骤(续)
Step 3: Job Documentation Training 步骤3: 职位文档培训
Hewitt will prepare training materials off-site; the material will focus on: 翰威特将准备培训材料，这些材料将注重于：
Introduction of the template and the information gathering tool 有关模式及信息收集工具的介绍
How to gathering information and documenting jobs once the information is received 一旦接收到信息，将如何进行信息收集及职位文本化工作


Process Steps (Con’t) 程序步骤(续)
The project team will meet to finalize the training material 项目小组将会面并最终确定培训材料
Neusof will make all necessary logistics arrangement for the training东大软件集团有限公司将为培训做好所有必要的安排
Usually, managers/supervisors are responsible for documenting their subordinates’ jobs; therefore, they are required to attend the training 通常情况下，经理或主管负责将他们下属的职位文本化。因此，他们被要求参加培训
Hewitt will conduct job documentation training; examples of completed job documentation will be provided for Neusoft as a reference 翰威特将进行职位文档培训，已完成的职位文档实例将提供给东大软件集团有限公司作为参考
Outcome: Neusoft’s managers/supervisors knows how to complete the task of documenting their subordinates’ jobs 结果: ××软件集团有限公司的经理或主管会了解如何完成他们下属的职位文本任务

Process Steps (Con’t) 程序步骤(续)
Step 4: Review job documentation 步骤4: 审核职位文档
Once all job documentation is completed, Hewitt will review it and provide comments or suggestions for improvement 一旦所有的职位文档完成后，翰威特将进行审核并提供改进的建议
Depending on the quality of completed job documentation, Hewitt will: 基于已完成的职位文档的质量，翰威特将：
Either provide more coaching for selective managers/supervisors and require them to improve their work, assuming the quality is not so good 或者对选出的经理或主管进行更多的指导，并要求他们改进工作(假设质量不是很好)
Or compile all completed job documentation into a Neusoft ’s job description manual, assuming the quality is acceptable or satisfactory 或者将所有已完成的职位文档编辑成东大软件集团有限公司的职位描述手册中(假设质量是可以的或令人满意的)
Process Steps (Con’t) 程序步骤(续)
The job description manual should include purposes, process, tools and outcomes of the job documentation work 职位描述手册应该包括目的、程序、工具以及职位文档工作的结果
Outcome: Neusoft will have well-documented job descriptions that support its people practice; knowledge and skills are transferred to Neusoft ’s staff 结果：××软件集团有限公司将拥有良好的职位描述文本，从而支持它的人员管理，同时相关的知识和技能将被传授给东大软件集团有限公司的员工

Components of a Compensation Program 薪酬计划的内容
Compensation Design Consulting Process 薪酬设计咨询程序
Step 1.1: Design Planning 步骤1.1：设计计划
Purpose: To plan all activities for the design of the compensation system, long-term incentive plan and performance management re-design 目的：计划所有的薪酬体系设计、长期奖励计划和绩效管理的重新设计
Process: 1/2 day planning meeting with key Neusoft team members, plus 1/2 day initial information sharing/brainstorming session. 程序：与关健的东大小组成员进行半天的计划会议，另外用半天的时间进行初步的信息共享和意见交流。
Hewitt will prepare planning information and project management timlines and key outcomes 翰威特将准备计划信息、项目管理的时间安排以及关健的结果
Hewitt and Neusoft will work the plan and agree on project timelines, milestones and key outcomes 翰威特和东大将共同设计计划，并在项目的时间安排、里程碑和关健的结果上达成一致
Outcome: Detailed project plan. List of issues associated with current compensation system and performance management, broad information about its character, and initial ideas for the future system. 结果：对薪酬设计阶段作出详细的项目计划。与目前的薪酬体系相关的问题以及有关特点的广泛信息，对将来的体系的初步想法。
Step 1.2: Create Design Team 步骤1.2：成立设计小组
Design team comprises Hewitt consultants and team of managers from Neusoft 设计小组由翰威特公司咨询顾问和东大经理小组组成
Criteria for selection 成员挑选标准
Senior level HR 高级人力资源管理人员
Other managers familiar with direction of business 其他熟悉公司经营方向的经理
Must be able to attend ALL meetings 必需能够参加每一次会议
Step 2: Compensation Strategy Design 步骤2：薪酬策略设计
Purpose: Establish how Neusoft will use compensation to attract, retain, motivate, and reward employees, in line with its business strategy 目的：建立东大利用薪酬体系来吸引、保留、激励、报偿员工的指导原则,并使之与经营策略相一致
Process: One or Two 1/2-day meetings with the design team focused on discussing: 程序：与设计小组进行一次或两次半天会议，讨论：
Business goals, strategy and people requirements 商业目标、商业策略与人员要求
The role of compensation, and how it supports Neusoft‘s business 薪资的作用，它如何支持东大的业务发展
Compensation usage (e.g. target pay levels, usage of variable pay, etc.) 如何运用薪资杠杆(例如，目标工资水平、浮动奖金的作用，等等)
Outcome: Compensation strategy statement which provides a framework for the design, communication and administration of the compensation at Neusoft. 成果：制定为薪酬项目设计，沟通和管理提供指导的东大薪酬策略
Step 3.1: Job Evaluation 步骤3.1：职位评估
Purpose: Determine the relative values of jobs at Neusoft 目的：确定东大内部职位的相对价值
Process ： 程序步骤；
Establish job evaluation methodology that works best for Neusoft 制定最适用于东大的职位评估准则
Gathering relevant data on Neusoft’s jobs 收集东大有关职位的信息
Option 1: The design team provides information on all jobs against developed criteria 备选方案1：设计小组成员根据新制定的职位评估准则提供所有职位信息
Option 2: Hewitt designs an information gathering form and Neusoft gathers information internally 备选方案2：由翰威特公司设计问卷，而由东大安排从内部收集具体信息
Option 3: Hewitt to conduct job interviews 备选方案3：翰威特进行职位面谈
Using methodology and information evaluate Neusoft jobs 对东大的职位进行评估

Step 3.1: Job Evaluation 步骤3.1：职位评估

Outcome: All jobs will be valued on a comparative basis, depicted in a chart of hierarchies within job families 成果：对所有职位进行比较评估,并通过图表的形式将职位类别中的等级描绘出来。
Note: An optional, additional step associated with job evaluation would be to produce documentation on all jobs, or to design a process whereby Neusoft can document its jobs 备注：采用与职位评估相关的备选附加的步骤，将制定出所有职位文档，或设计出东大如何将职位归档的程序。

Various Job Evaluation Methodologies 职位评估的不同方法
Selecting an Evaluation Method 职位评估方法的选择
Considerations may include: 考虑因素可能包括：
Precision准确性
Time/Resources 时间/资源
Regulatory/Compliance 法律规范
Communication 交流沟通
Types of jobs 工作的类型
Number of jobs 工作的数量
Applicability to other HR programs 对其他人力资源项目的适用性
Responsiveness to change 对变动的适应性







Step 3.2: Market Pricing 步骤3.2：市场定价
Purpose: Establish competitive market pay data for benchmark jobs 目的：建立针对东大的代表性基准职位为根据的市场定价
Process: 1/2 day meeting, in combination with Hewitt consultants working internally 程序：半天会议，以及翰威特咨询顾问独立进行的数据分析工作
Establish benchmark jobs, pricing approach, etc. 确定基准职位、定价方式，等
Pricing benchmark jobs 职位定价
Option 1: Use Hewitt’s existing data (TCM) 备选方案1：利用现有数据来源
Option 2: Conduct a custom study focussed on Chinese High-Tech industry (suggested-more accurate and defensible) 备选方案2：组织专项行业薪资调研 (建议性的，更为正确和可靠)
Outcome: All benchmark jobs at Neusoft are priced with competitive market pay data which includes: 成果：取得东大的所有职位的竞争性市场数据，包括：
Various pay components 各种各样的薪资组成
Quartile statistics for total cash compensation 全面现金工资百分位分析数据
Step 3.3: Salary Structure 步骤3.3：薪资结构
Purpose: Develop salary structure with pay target ranges assigned and all jobs captured 目的：建立薪资结构，该结构能容纳所有职位并分别建立目标工资幅度
Process: Design meetings, in combination with Hewitt consultants working internally 程序：设计会议与翰威特咨询顾问独立进行的分析工作
Combine job evaluation results and market pay data 融合职位评估结果与市场定价数据
Define number of grades, range width, midpoint progression, etc., based on compensation strategy 在薪酬策略的基础上确定级数、幅宽、中点值递进率，等等
Develop target pay levels for each job 为每个职位制定目标薪酬水准
Outcome: Formal salary structure with market competitive pay levels assigned to each job 成果：所有职位划归入不同工资级别，并相应建立市场竞争性的工资水平
Step 3.4: Pay Delivery--Short-and long-term Incentive Plan Design 步骤3.4：薪资发放-短期和长期的奖励计划设计
Purpose: Develop short-and long-term incentive plans and a pay delivery mechanism that drives employee behavior in support of Neusoft’s business objectives 目的：建立短期和长期奖励计划及发放机制，着眼于激励员工行为并支持东大的长远商业目标
Step3.4.3: Design Plan 步骤3.4.3：设计方案
Purpose: Progressive development and refinement of plan design 目的：进一步的设计，并对计划设计进行改进
Process:Three - four meetings with Design Team 程序：同设计小组举行３- 4 次会议
Hewitt brings discussion guides to facilitate decision-making, records all discussions, and brings “strawman” plan for consideration 翰威特公司为决策提供讨论提纲，记录所有讨论纲要，并提交计划草案供参考
Using the information collected through the interviews, focus groups, and external review, we will develop conceptual design alternatives for short-and long-term incentive programs. The design alternatives will capture our suggestions regarding which vehicles to use, plan eligibility, and award levels. We will present our ideas to Neusoft’s management team in a group meeting to gain reactions to the different alternatives and determine the direction to take for a final design.
通过运用面谈、核心小组讨论及外部回顾过程中所收集的信息，我们将设计出理性的短期和长期奖励方案，方案中将囊括我们对采用何种形式、资格和奖励程度的建议。我们将通过小组会议向东大管理层介绍我们的观点，并收集与会者对不同方案的反馈，以便确定最终方案的方向。
Step 3.4.3: Design Plan 步骤3.4.3：设计方案
Finalize Plan Design and Obtain Approvals 制定最终方案并获审批
After we have received your input and reactions to our suggested design alternatives, we will prepare a final design and present the final design to the team. We will also work with you to plan the final activities associated with the approval process. Once the final design is determined, we will provide you with complete documentation of the program details.
在征得您对我们备选设计方案的意见与反馈之后，我们将准备并向您介绍最终设计方案。我们还将与您共同规划与审批程序相关的最终行动步骤。

Step 3.4.3: Design Plan 步骤3.4.3：设计方案
Outcomes: 结果：
At the end of this phase, we will have designed and documented a short-and long-term plan framework that supports Neusoft’s goals and business strategy 至本阶段结束时，我们将制定出一个支持东大公司长远目标和经营战略的短期和长期奖励计划框架，并将之文本化。
Design features will include eligibility criteria, award size, vesting schedule, performance measures and their linkage to award size and vesting (if any), etc. This design framework will be fine-tuned in the financial modeling and corporate testing phases. 设计内容将包括资格标准、授予的规模、等待期、绩效衡量标准、以及它们与授予规模和等待期(如果有的话)之间的联系等。该设计框架将在财务模型和公司测试阶段得以细化和微调。
Step 3.4.4: Financial Modeling 步骤3.4.4：财务模型
Purpose:Once we develop the plan design features, we will model the program design to project costs and possible payouts. Extensive financial modeling in the design of incentive program is important to: 在制定了设计方案内容之后，我们将制定方案设计的模型，以便对成本和可能的花费进行预计。设计奖励计划都需要制定颇具规模的财务模型，其重要性在于：
Finalize design assumptions 最终确定设计中包含的假设
Allow testing of different design assumptions 使不同的设计假设获得测试
Ensure that the plan is economically justifiable 确保计划的经济效益
Determine the company’s upside and downside financial risk within the context of the plan 确定该计划中公司的最大及最小财务风险
Determine whether a clear cost/benefit is established 确定是否已具有了一个清晰的成本/效益分析
Step 3.4.4: Financial Modeling 步骤3.4.4：财务模型

Process: Using mathematical models containing low-case,expected-case and high-case assumptions, Hewitt consultants will produce projected financial outcomes of the programs.
程序：通过使用包含有各种设想的数学模型，翰威特的咨询顾问将确定这些方案的预期财务结果。
Outcomes: 结果：
At the end of this phase, we will establish the program cost, including the impact on Neusoft’s financial statements 在本阶段结束时，我们将确定出该方案的成本，包括对东大财务报告的影响。
If necessary, we will suggest appropriate design modifications to improve the overall design 如果有需要，我们将针对总体设计的改进而提出适当的设计调整建议。
Step 4: Communication, Implementation, Annual Maintenance 步骤4：项目沟通、实施和全年管理
Purpose目的:
Establish clear implementation strategy, communication strategy, and action plan 建立明确的沟通策略和行动计划
Process程序:
Transition management plan via 2 - 3 design meetings with executive and HR team 与管理层和人力资源举行2-3次设计会议, 以便制定转变管理计划
Work to develop implementation plan for new structure and systems 制定新组织结构与体系的实施计划
Interim structures/support systems 过渡期组织结构/支持体系
Measures of success 对项目成功的评估标准
Establish clear communication strategy and action plan 建立明晰的沟通策略与行动计划
Outcome结果:
Clear process and timeline for implementation of new structure and programs 实施新结构和计划的明确程序和时间表

Step 4: Communication,Implementation, Annual Maintenance 步骤4：项目沟通、实施和全年管理
Note:Our involvement in this part of the project may be simply acting as an over-the-shoulder resource, or we can work with you to develop a full compliment of communication, training, and administration materials. This could include the following: 备注：我们在该部分的介入可以是略加指点，也可以是与您共同设计一份沟通、培训和管理材料。其中包括以下细节：
Training of employees covered under the programs. 项目所涉及人员的培训;
Scripting announcements. 起草通告；
Writing plan documents. 撰写计划文本；
Developing ongoing communication devices. 设计持续沟通方案；
Developing suggestions for how the plan should be integrated with other compensation programs. 就如何将该计划与其它薪酬项目有机结合起来提供建议。
We will work with you on communication and implementation planning, and will stand ready to help, as needed.
必要时，我们将随时与您共同进行沟通和实施规划工作。
Step 5:Management Report Preparation 步骤5：管理层最终成果报告
Purpose: Create document that clearly captures all work completed in project 目的：拟定总结项目所完成各项工作成果的文本资料
Process 程序:
Hewitt consultants work internally to prepare report 翰威特咨询顾问将独立准备书面报告
Hewitt Consultants meet (1/2-day) with Neusoft Executives to present report 翰威特咨询顾问通过与东大高层经理半天会议呈交最终报告
Outcome: Professional report and presentation that summarizes project outcomes 成果：总结项目成果的正规书面报告，以及最终成果讲演汇报


Phase 3B: Performance Management
阶段三B： 绩效管理
Performing 绩效管理
A good performance management plan must be address these four key areas: 一个好的绩效管理计划需要围绕4个主要方面：
Our Understanding of Your Objectives for Performance Management 我们对贵公司绩效管理目标的理解
The Performance Management System will enable: 绩效管理体系将实现：
Clearer communication about goals, targets and expectations for employees 向东大的员工更加清晰地传达目标、指标及期望
More precise definition of training and development needs 更准确的定义培训与发展的需要
More objective measurement of individual performance 更加客观的衡量个人绩效的标准
Clearer links between rewards and performance 奖励与绩效更加明确地挂钩
(Note: Clear communication of Neusoft’s compensation philosophy to employees will be key to attaining these objectives) (注：对东大的薪酬哲学的清楚沟通是实现这一目标的关键)


Performance Management Project Overview 绩效管理 项目概览
Step 1:Design of Performance Management System-Principles and Process 步骤1：设计绩效管理系统-原则和程序
Purpose: Establish fundamental design principles and process 目的：建立重要的设计原则和程序
Process: Based on phases 1 and 2, Hewitt proposes a Performance Management System with various options for your choice. 程序：根据阶段一、二所获得的结果，翰威特公司将制定出几种绩效管理计划供东大 选择
The options are discussed and agreement reached in a workshop with Neusoft project team , covering such topics as: 与东大项目小组举行会议 ，并对方案进行讨论，最终达成协议。包括以下主题：
The impact of performance management on business performance
绩效管理对公司绩效的影响
High performance workplaces - what the research tells
高绩效工作环境 - 研究报告中所阐述的理想状态



Step 1:Design of Performance Management System--Principles and Process 步骤1：设计绩效管理系统-原则和程序


The Four Cornerstones Model
四要素模式
Leading edge practices in performance management
先进的绩效管理操作
Review high-level performance management process
高绩效管理流程概览


Step 1:Design of Performance Management System--Principles and Process 步骤1：设计绩效管理系统-原则和程序
Propose design of Performance Management System, based on our experience and understanding of your business situation, with various options for your choice, including
根据我们的经验和对贵公司经营情况的了解，提供绩效管理系统设计的不同方案，其内容包括：
Design principles 设计原则
Goal setting process 目标设定程序
Quarterly or mid-term review process 季度/年中评估程序
Feedback and coaching process 反馈和指导程序
Evaluation and review process 评估程序
Outcome: 结果：
Agreement on design principles and detailed process(see sample on following pages for possible questions regarding design principles)
在设计原则及具体步骤上达成协议(有关设计原则的可能的问题请见以后几页的范例)
Design Principles: Sample Questions 设计原则：问题范例
In developing a set of design principles for Neusoft’s performance management system a number of decisions need to be made. These include:
为设计东大的绩效管理系统，我们需要制定一系列的决策，其中包括：
How comprehensive should the system be?
系统的涵盖面应该多广？
What should be the balance of staff and management input to the goal setting and appraisal of performance?
目标设定和绩效协议的制定过程中，如何把握管理层和员工的意见？
Who should have access to the information that is created by the system?
谁可以查阅绩效管理系统的信息？

Design Principles: Sample Questions 设计原则：问题范例
What can the information be used for - pay, promotion, discipline etc?
绩效管理系统的信息应运用于哪些方面：工资评定、升职、纪律管理？
Should the system have a dual focus of performance and development goals or just one or the other?
系统应侧重于绩效管理还是发展目标？或是二者兼而有之？
Should there be a link between appraisal outcomes and pay? How direct a link should there be?
评估结果和工资评定是否有何关联？关联度如何？
Is the system to be based on individual or team performance or both?
系统以员工、团队为单位评价，还是对二者进行综合评定？
Step 2: Executive review meeting 步骤2：高级管理层评估会议
Purpose: Validate and/or make modifications to design and process 目的：审定并/或修改设计方案和程序
Process: Submission to the Executive Group for Comments and Approval 程序：提交董事会评审
One meeting facilitated by Hewitt 一次由翰威特公司组织的会议
Further refinement done internally by Hewitt consultants
由翰威特咨询顾问作进一步改进工作
Outcomes: 结果：
Draft process documentation, appraisal forms, manager's guide book for managing performance 草拟程序方案、评估表以及实行绩效管理的管理人员指导手册
Step 3:Finalize design and documentation 步骤3：完成设计和有关文档
Purpose: Produce agreed design and documentation in final form 目的：产生已协定的设计方案和有关文档
Process: Hewitt finalizes process documentation and toolkits for managers,based on further input from Neusoft team, and draft version generated in Step 2 程序： 基于东大进一步的想法以及步骤2中草拟的文件，翰威特公司制定最终的程序方案以及管理人员工具书
Outcomes: 结果：
Finalized process documentation, appraisal forms, manager’s guide book for managing performance 最终确定程序方案、评估表以及实行绩效管理的管理人员指导手册

Step 4:Communication 步骤4：沟通交流
Purpose: Obtain understanding and buy-in of managers 目的：获得经理们的理解和支持
Process: 程序：
One presentation meeting to managers conducted by sub team and supported by Hewitt 在翰威特公司支持下，由项目小组主持一次对管理人员的演讲会议
Outcome: Managers will have basic knowledge about the new system and will be committed to its effective implementation 结果：经理们对新的体系有基本的了解，并将支持它的有效实施
Step 5: Training 步骤5：培训
Purpose: Ensure effective implementation of the new system throughout the organisation 目的：保证新的体系在整个组织结构中的有效实施
Process: Training managers and employees to support culture change and build managers skills 程序：对管理人员及员工进行培训以便适应文化的转变并培养管理者的管理技能
Hewitt will train Neusoft‘s internal trainers on conducting seminars on Setting Performance Goals, Effective Coaching and Feedback, Conduct Performance Evaluations Successfully 翰威特公司将培训东大的内部培训师，帮助他们学习如何就设立绩效目标、提供有效指导与反馈、以及成功进行绩效评估举行内部培训班
Outcomes: 结果： Neusoft Trainers ready to deliver 3 seminars to be conducted just in time: Setting Performance Goals, Effective Coaching and Feedback, Conduct Performance Evaluations Successfully 东大的培训师可以马上进行三方面的培训：设立绩效目标、提供有效的指导及反馈、成功地进行绩效评估



Our Consulting Team 我们的咨询团队
Simon Keeley齐思蒙，项目经理(北京地区总经理，人员价值管理高级顾问 - 全球性综合HR策略专家)
Sofia Cao曹晟焱 (人员价值管理顾问 - 薪酬及福利)
Lisa Li李东平 (人员价值管理顾问 - 薪酬及福利)
Rena Gan干晓东 (人员价值管理顾问 - 长期激励计划及福利)
Joe Liu刘朝辉 (人员价值管理高级顾问 - HR策略，绩效管理及培训)
Glen Wines韦小谷 (人员价值管理高级顾问 -全球性综合薪酬业务专家)









?目小組管理框架
Fees 费用

××项目建议书(ppt)