人事培训课件咨询师的薪酬手册

TheCompensationHandbookLanceA·BergerDorothyR·BergerAlignmentmodel.BUSINESSCLASSIFICATIONSTRATEGIESGROW•MarketshareGrowth•Pricetobuyshare•Producedevelopment•Expandmanufacturingsalesforce&distributionsystemMarketing•Marketshare•CapitalizedROI•Relativequality•Relativeprice•Flat•Decentralized•Fewerstafffunctions•Utilizeleadingtechnologies•Planinformationsystemexpansion•Recruit•Minimizetraining•Incentiveis“fast”careergrowth•High-leveltraining•Culture:highenergy•Riskseeking•Venturesome•Innovation/opportunistic•Volatile•Maximumparticipation•Flexibleranges•Highincentives•Equityoriented•Highcompetitiveleveltotalcompensation•LongrangeorientationEARN•Marketshareretention•Optimizemargins•Differentiateproducts•Segmentmarkets•OptimizevaluechainOperating•Marketingexpenses/sales•R&Dexpenses/sales•Valueadded/employee•Limitedcentralization•Holdstaffsize•Considerend-to-endsolutions•Createcontinuousimprovementloops•Retain•Selectivejobtraining/hiring•Jobcompetitionistheincentive•Intermediatefocus•Culture:motivational•Riskaccepting•Progressive•Creative•Stable•Stronglyparticipative•Balancedmixofbonus/incentive•Long-rangeplan:moderate•MediumcompetitiveleveltotalcompensationHARVEST•Profitvs.marketfocus•Holdprice/margin•Decreasecapacity•Shrinksalesforce•IncreaseefficiencyFinancial•ROI•Netcashflow/inventory•Grossmargin/sales•Sales/assets•Functional•Facilitiesreduction•Increasingcentralization•Reductioninstafffunctions•Introducereengineering•Holdtraining•Staffreduction•Motivation:security•Short-termfocus•Culture:efficiency•Riskaverse•Conservative•Pragmatic•Efficient•Participative•Costcontrol•Tightincentives,short-termoriented•Minimizelong-rangeplans•ReducecompetitiveleveltotalcompensationGoalsMeasuresStrategyStrategyRiskOrientationStrategyOPERETIONSCULTURECOMPENSATION1.TheroleofcompensationincorporatetransformationCustomizingacompensationsystem.HighlyandwidelypersonalizedModeratelyflexiblepackagesSelectivepersonalizationHighlystandardizedpackagesLowMediumHighAvailabilityoftalentHighGrowthofindustryMediumLow1.TheroleofcompensationincorporatetransformationBusinesssituationandpaytechniques.Businesssituation/paytechniquesHighcyclicalityEmergingbusinessFinancialdifficultyInflatedwagesControllingturnoverDown-sizingCulturechangeSimulateentrepre-eurshipFrequentjobcontentshiftsProfitsharingxxxxxxxxxxxxxxxxxxxSubjectivePerf.BonusxxxxxxxxxxxOpportunity/GainsharexxxxxxxxxxxxxxxxxxxxxGroup/TeamincentivexxxxxxxxxxxxxxxIndividualincentivexxxxxxxxxxxxxxxxxxKeycontributorprogramsxxxxxxxxxxxxxxxxxxxxxxxxxCompetency,knowledgeorskill-basedpayxxxxxxxxxxxxxxxBroadbandingxxxxxxxxxxxxxxxxxxxxxLong-termplansxxxxxxxxxxxxxxxxxxxxxxxxxxPaycutsxxxxxxxxxxxxxxxPayfreezexxxxxxxxxxxxxxxxxxTwo-TieredPaySystem*xxxxxxxxxxxxLumpSuminLieuofIncreasexxxxxxxxxxxxExtendedPayReviewIntervalsxxxxxxxxxxxxWork-LifexxxxxxxxxxxxxxxxxxNon-MonetaryxxxxxxxxxxxxxxxxxxxxxxxxXsindicatetheeffectivenessofthetechnique*Newemployeeatlowerratethancurrentemployees1.TheroleofcompensationincorporatetransformationPaytechniques:descriptivematrixPaytechniqueHowdoesthistechniquework?Whatbusinesssituationsleadcompaniestoconsiderthistechnique?Whatconditionsareimportantforthistechniquetosucceed?Whataretherisksofusingthistechnique?Profitsharing•Sharetheprofitonce-a-year.•Profitcanbetakenas:-Cash/stock-Deferredforretirement-Splitbetweenoptionsabove•Promotesemployeeinvolvementinimprovingprofits.•Underachievingfinancialperformance.•Needtolowerrelativelaborcosts.•Desiretocreateofcommonfate.•Shiftfromentitlementmentalitytoperformance.•Qualityorientation.•Senseofcommonfate.•Managementcredibility/trust.•Employeeinvolvement/participation.•Opencommunications.•“Accurate”financialstatements.•Profitableyearsarerare.•Employeeviewplanasabenefit.•Linkbetweenindividualpayoutandorganizationperformanceisweak.•Expectationarenotmet.•Managementusestheplanasalowpaysupplement.•Applicationisforced.•Employeesfocusonshort-termresults.•Uncontrollablefactorsexist(adverselyimpactprofits).SubjectivePerformanceBonus•Unexpectedbonuses.•Intentisto“present”behavioralmodelsAXZtotheorganization.•Rapidchange.•Trust,support,andcommitmentoneveryone’spart.•Goodcommunications.•Useofreinforcementinadditiontootheralternativerewards.•Credibleperformance.•Crediblemanagementjudges.•Soundcommunicationsystem.•Weakselection.•Poorcommunications.•Inequityofawards.•Doesnotinspiremostemployees.1.TheroleofcompensationincorporatetransformationPaytechniques:descriptivematrixPaytechniqueHowdoesthistechniquework?Whatbusinesssituationsleadcompaniestoconsiderthistechnique?Whatconditionsareimportantforthistechniquetosucceed?Whataretherisksofusingthistechnique?Opportunity/GainSharing(SmallGroup,Rucker,Scanlon,Improshare,Team)•Agroupofhighlyinterdependentworkersisselected.•Piecerateormeasuredday,standardhours,sales,R&D,technicalmilestonesorunitmeasurescanbeused.•Needtowordingroups.•Highlyinterdependentemployees.•Groupcaninfluenceitsownwork.•Groupmustbeabletocollaborateandworktogether.•Measuresmustbegroupnotindividual.•Allawardspaidongroupresults.•Employeestrustmanage