设定薪酬结构(中英对照)
某公司人力资源薪酬设计方案(英文版)
End Year
•LEAD-LAG •年初
年中
•Start Year
Mid
• 落后-领先之间
路漫漫其悠远
年末
End Year
建立竞争工资
Develop Competitive Salaries
•一个等级= 一个 标准工资
•One Grade = One Reference Salary
•标准工资= 竞争报酬 = 招聘标准
利用幅度制定工资架构
Develop Salary Structure with Ranges
•RMB
•Grade
路漫漫其悠远
•a
b
•a1 - a2
•b1 - b2
c = Mid-Point Progression 中点增加率
•} = = Range Spread 幅度
•c1 - c2
=
•Question:
•建立最少增加幅度之标准工资
•Establish the smallest possible increase of reference salary
中國市場數據 Market Data on China 上海製造業 Shanghai Manufacturing WOFE (1)
Data as at April 1999
1
+
•25 •100
•= 1 + 0.25 •= 1.25
路漫漫其悠远
定最高工资
Establishing Maximum
最高 幅度
Maximum = = = =
幅度
Range =
路漫漫其悠远
最低
Minimum x (1 + Range) Rmb 800 x (1 + 50%) Rmb 800 x 1.5 Rmb 1,200
业务员工资和提成方案(中英文)Salary-and-Commission-system
业务员薪酬及提成制度Salary and Commission system (Salesman)一、总责 Total Responsibility本公司的薪酬模式以“新老同酬，以结果为导向”为原则。
以月为单位进行考核，考核日期为每月1日至31日。
公司行政人事部将根据员工考勤、绩效考核、奖惩制度制定当月的薪酬，具体如下：The company salary system is based on result only, no matter you are new or old in company, the fair status and the same chance you will get. Assessment date is 1st to 31th monthly, The company will calculate salary based on employee’s attendance, sales performance, reward and punishment.二、岗位薪酬制度 Salary system1、公司薪资采用月结形式，薪酬结算为每月1-31日，定于每月7日发上月基本工资，每月15日发放上月提成及其他部分工资。
Basic salary pay-day is 7th monthly, commission and other part salary pay –day is 15th monthly.2、财务会向每位员工提供一份工资明细单，员工可于工资发放后一周内向人力资源部或部门负责人查询。
You can check (Salary and commission paid details) from responsible person.三、岗位薪酬标准Salary standard (except probation period employee)（1）业务员基本工资由业绩完成情况决定。
薪酬管理体系中英文对照外文翻译文献
薪酬管理体系中英文对照外文翻译文献XXX people。
XXX enterprise management。
as it has a XXX attract。
retain。
and motivate employees。
particularly key talent。
As such。
it has XXX。
retain。
objective。
XXX on the design of salary XXX.2 The Importance of Salary System DesignThe design of a salary system is XXX's success。
An effective salary system can help attract and retain employees。
XXX。
XXX them to perform at their best。
In contrast。
a poorly designed salary system can lead to employee n and XXX。
which can XXX.To design an effective salary system。
XXX factors。
including the industry。
the enterprise's size and stage of development。
and the specific needs and goals of the XXX。
XXX.3 XXXXXX。
XXX incentives can help align the XXX with those of the enterprise and its shareholders。
XXX to perform at their best.When designing equity incentives。
爱立信薪酬体系英文版
企业文化 Company culture
Compensation & Benefit 薪酬体系
仁者见仁，智者见智的薪酬体系
人力资源管理 的灵魂
人力资源管理 中技术/技巧难 度最大的部分
最直白的竞争
直接影响公司 财务运作
既灵活又抽象， 为我所用
管理的平台
C&B Program Management Cycle 薪酬体系管理流程
Factor 4: Knowledge 知识技能
Knowledge required in job to
accomplish objective and create value 完成工作并增加价值所需的知识技能
Teams 团队 Knowledge 知识技能
Breadth宽度
Steps to set IPE System 设定IPE的步骤
Frame 架构(内部或外部) Communications 沟通
Position’s responsibility for communications both within and outside the organization 职位要求的对内部及外部的沟通
Factor 3: Innovation 创新精神
•Leave & holiday 休假 •Life&Medical Insurance人寿和医疗保险 •Overseas Travel Insurance 境外旅行保险
•Transportation 交通 •Meal allowance 饭补 • Others - welfare, rewarding 其他...
Externally Competitive 外部竞争力
人力资源管理薪酬管理中英文对照外文翻译文献
人力资源管理薪酬管理中英文对照外文翻译文献(文档含英文原文和中文翻译)Payment managementSince the end of the 20th century, the emerging new economy of the modern enterprise human resources management, including the management pays a higher demand. Economic globalization increasing adaptability, innovation and competitiveness, the right talent management imposed a terrible pressure. The value of expertise was recognized and integrated into the organization and day-to-day management to cope with pressure; unique intellectual capital as a factor of production, replacing wooden side-by-side human capital in the industry, the financial capital in 1997. All these have business or pay Management will bring fundamental changes, which are mainly embodied in the following aspects abuse.Integration in the global economy, trends in the knowledge-based economy, human resources has become the organization to acquire and maintain competitive advantage in key elements. So talent competition will be on a global scale by launching more intense, within the area of human resources are the most direct consequences of the contest is to pay Slumps. All competitors had to pay is higher than the average market price of the salaries, resulting in human resources rolling rising prices. Echoing this, the profit distribution pattern will have a tremendous transformation, knowledge - has value, personnel labor is the voice of increasingly strong gains will be more widely shared and not overly concentrated. Organization of human resources must take a more serious attitude and generous to pay greater human capital investment.Traditional working theory of value will gradually to the market value on transition. Rely on the work of analysis and calculation of the value of traditional working practices will be at a higher level, pay to reflect moreknowledge of the demands of a market economy, the management will pay the creation of a dynamic analysis system to adapt to changing market demand.Salaries and benefits design, design flexibility and multi-track system will become more popular, which contains the rules will be more complicated. "disinter grate" phenomenon will become more common. The salary management, human design colors will be more concentrated, delivered psychological principles rather than principles of economics will play a more important role. Based mainly in the mental age of the knowledge economy, the pay is not purely economics calculation. And even more importantly is the psychology. The meaning will pay more attention to the value rather than the economic value.To stock options as the main form of capital allocation in the future people pay the proportion will continue to expand. And become dominant pattern. Recently, some even offered to natural capital, including environmental, ecological and other non-monetary incentives as a means to the means.Online evaluation and online payments will be part of the enterprises has been highly appreciated. With the advent of the Internet, broadband, wireless communications and technological development, people's work patterns, staff and the concept of enterprise mode of operation will change very much. Working Families, flexible work system and virtual enterprises will become a fashion, by a part of the corporate bandwagon. Online assessment and on-line payment will be widely used many enterprises.The meaning of compensation and compensation managementSalaries and pay the content management Compensation is that the staff turn towards the organizations to provide labor or services and access to various forms of reward or return, is organization paid to their employees of all labor remuneration. Compensation management is the process of enterprise managers refers to the remuneration paid standards of staff, the level of theelements to determine thestructure, distribution and adjustment. The respect of traditional compensation management is material reward, with little consideration on the behavioral characteristics of manager; Moreover modern compensation management shifted the focus to the development of human resources and use, it takes the process of material reward of management and encouraging staff closely fall together ,turn into a unified organic whole.The influence factors of Compensation management Modern compensation management researchers found that the impact of the compensation management have a lot of factors, which can be primarily summed up in the four following factors.(1)External environment factorsImpacting compensation management to the external environment factors including:①Economic environment. Macroeconomic situation and development trend will affect the human resources policy formulation and adjustment.②Social environment. The change of social values will lead to the organization's staff mentality changed: With the staff's level of education and skills enhancement, the compensation system of enterprises must make out the appropriate adjustments for employees of these social changes.③Political environment. Human resources management is always a certain social and political conditions for the environment, must reflect the spirit of country(enterprises) according to law.④Technological environment. Technology environment including the whole process from raw materials and products to the market. In the process from raw materials to the products, any technological breakthroughs and improvements, and the staff of enterprises will all have a tremendous impact, therefore, enterprises must continuously reform the compensation system, to mobilize the enthusiasm of key personnel, the introduction of technology and retain the key personnel, encourage technological innovation, in order to gain the competitive advantages of technology, talent and innovation for enterprises.(2)Organization internal factorsInfluence the organizations of compensation management specific internal factors include : the compensation management of financial capability, human resources and remuneration policies, the scale of enterprises, the culture of enterprises, the structure of enterprises (or flat-level type), and faced life cycle of the specific stages.(3)Work factorsThe influence of work factors of compensation management specific including: work environment, labor intensity, and complexity of the initiative, and challenges and so on. (4)Individual factorsThe impact of individual actors of compensation management including: the laborers’ personal ability, personality, character traits and values, seniority, performance, experience, education, the development potential.In summary, the pay is an integrated with the four elements harmony of management, environment, organizations, and individuals, and continuously the process of effective use, in this process, employees gained the satisfaction and a sense of achievement on labor reward and job, and organizations will complete its goals.The structure, quality and function of compensation, and the motivation theory of compensation .The structure, quality and function of compensationThe structure of compensation Compensation is a complex economic and social phenomenon from different angles can perform various classifications. According to the mechanism of compensation, it can divide into internal and external compensation. (1) Internal compensation Internal compensation means the staff by virtue of their own hard work to get honor, success and liability. Internal compensation include : participation in the decision-making rights, individuals to play the potential job opportunities, independence and freedom to arrange their working hours, more terms, more interested in the work, personal development opportunities, diversification of activities.(2) External compensationExternal compensation means enterprises according tothe staff for the size of contribution they made and that paid the various forms of income to the staff. Its specific manifestations are varied, including wages, bonuses, benefits, allowances and other specific forms: ① Wages .employees as long as works in enterprises, we will be able to get a regular fixed amount of labor remuneration. The narrow wages paid to workers refer to the monetary reward. From the meaning of generalized wages, including laborers monetary and all the remuneration of non-monetary forms. It is now commonly referred to wages, generally refers to generalized wages. As the wages of staff basi c compensation, the basic amount fixed, it provides a more stable source of income to the employees, and meet the minimum needs of life to staff. ②Incentives. Incentives refers to the organization to provide staff with the efforts beyond the normal labor or labor and compensation paid to employees, including its dividend, profit sharing and usually refer to the bonus content. ③Welfare. Welfare also has broad and narrow, the broad welfare includes wages. The narrow welfare refers paid to the staff in addition to wages or salaries and other forms of remuneration, and more to pay in Physical or the form of services, such as social insurance (life insurance, unemployment , endowment insurance, etc.) the free and discounted of work meal, preferential housing, t he provision of free or low-priced canteens bathhouse, clubs, and so on.④Subsidy. Subsidies refers to the wage or salary of enterprises difficult to complete, accurately reflect the situation or the special working conditions of staff and job characteristics and the specific conditions of the additional pay and the cost of living paid staff compensation. These circumstances are: the working environment is detrimental to staff health; The work cause possibility of larger harm to staff; employees involved in the community in some seemingly decent work and so on. People usually associated with the allowance as compensation, and the compensation linked to life as subsidies. According to the compensation defined as the fundamental basis of the compensation classification, the pay can be divided into time, piece-work payand outstanding achievement compensation. In addition, according to the compensation whether the monetary form can be obtained directly, divided into monetary and non-monetary remuneration.The quality and function of compensation.(1)The quality of compensationPay is the same as commodity money contact to a ing the two angles as following to define the quality of compensation. From the point of view of productivity, it is production or other economic activities of human labor input the monetary funds manifestations, is the final cost of the product components. In the conditions of market economy, enterprises mainly through paid to the accounting or measuring production and other economic activities of human labor consumption. Due to the pressure of competition, enterprises must consider cutting labor costs.From the point of view of the relations of production, compensation for the income distribution reflects the outcome of the staff was the allocation of shares. Under the current social system of our country, compensation is the main sources to the means of subsistence consumption of workers. It have a major impact on the level of consumption and the consumption structure , and consumption actually is the process of reproduction labor, reproduction of labor also has an important influence in the next phase of production. Therefore, the compensation’s level has great significance for sustained and stable increase production or promote other economic activities.Such a dual character of compensation, it decided that the compensation management is actually reduce expenditure and income distribution on production costs and that continued to improve pay levels of this contradiction and make an adjustment.(2)The function of compensation The function of compensation may from the enterprises, workers and social aspects to inspect: ①From the point of view of the enterprises, compensation has the following functions: First, the increment functions. Compensation is not only the costs of purchase labor byenterprises, as well as the investment of live working , it will give employers greater than expected cost benefits. The existence of such benefit, provided the impetus mechanism of labor employment and investment labor for the enterprises. Second, the promoting functions. Compensation is a evaluation of workers and operators’ performance, reflect the quality and quantity conditions of work. Therefore, the compensation can promote staff constantly improve their work efficiency and enthusiasm. Third, the coordination functions. While the movement of compensation, put the organization's goals and intentions of managers to employees, correspond the relationship between staff and enterprises, and promote the consi stent of staff’ action and enterprises correspond. On the other hand, the reasonable of compensation’ differentials and structure can effectively mediate the conflict between the employees, and harmony the human relationships. ②From the point of view of the employee, compensation has the following functions: First, the reproduction of labor ensure functions. Staff through the labor and services exchange for compensation, so that they could meet the need of food, clothing, shelter, with the basic needs of life, thereby achieving a reproduction of labor force. Second is to achieve functional value. Compensation is an evaluation for enterprises to pay for their employees, also is the recognition of staff capability and level, is the returns of the implement of individuals value, and the signal of successful promotion, it reflects the employees’ relative position and function in enterprises, it can make the staff have a sense of achievement and satisfaction, and thus inspire greater enthusiasm for the work. Third，reasonable compensation will be strong the trust of enterprise by staff ,buildup the expected increase risk of psychological sense of security and a sense of security for the staff. ③From the point of view of the social, compensation has the relocate function of labor force resources for the social. Most people will be willing to the higher compensation regions, departments and the post. As a manager can use the difference compensation to guide human resourcesreasonable flow, promote the effective distribution for human resources, implement the human resources development and maximize efficiency. In addition, compensation also can apply the occupational value and types of work by people, compensation level to a certain extent reflect the types of work or social values, thereby adjust the people's occupational aspirations and the flows of obtain employment.The Motivation theory of compensation Compensation has always been an attention task, it is not merely related to each person's personal interests, is involved in every organization, the whole community, and even the entire country's socio-economic development. Therefore, compensation is that foreign scholars have always been an important research subject. The Motivation theory of compensation is the basis of the compensation management theory. Motivation is the most important and most basic functions in compensation. How to use the compensation to motivate the staff’ efficiency and enthusiasm, is the core content of compensation study, design and compensation management. Reasonable, fair and competitive compensation is the most important factors to encourage the employees to work hard. Reasonable, and effective compensation management mechanism between prompting is a benign interaction. Effective compensation mechanism must motivate the staff use higher quantity and quality to completed tasks, and higher quantity and quality of work must bring higher compensation. Motivation is a psychology concept, in its essence, it is said that some motivation by the reasons, some occurred motive acts is produced. For example, the same person, why do their sometimes work actively, and sometimes flagging spirit and no mood to work, or even negative go slow? Now, put the motivation concept into management practice, endow a new meaning. That is motivation is a spiritual power or state, the staff has stepped up, inspire and promote the role and instruction or guidance staff conduct at the organization's goals. Therefore, not only to study some kind of motivationhow is, more crucial to examine how to promote the management of a particular object have the motivation how to guide them with their full force to achieve a particular goal. Today's society, more and more motivation by many managers in the implementation guidance and leadership is seen as an important method thus effectively integrate human, using technology to achieve reunification of all employees ,it will also make the personal ease of mind, the achievement of organizational objectives.In the understanding the basis of human, and many scholars research the needs and conduct of human, But it has the same purpose of the study, namely : how to inspire motivation, how to analyze needs, how to determine action, adopted to meet the needs of the people to achieve their basic objective, so as to achieve an effective motivation. At present, domestic and foreign scholars have recognized the main motivation theory: Hierarchy of Needs Theory, Two-factor theory, Equity Theory, Expectancy theory of motivation. This text simply introduce Hierarchy of Needs Theory and Expectancy theory of motivation.Hierarchy of Needs TheoryMaslow put forward the hierarchy of needs theory, it thinks that the needs of human is arisen with the arrangement form, from the junior programs need to begin to move upwards to senior needs. Maslow thinks that it generally has five levels of needs in social life by people: physiological needs, security needs and society needs, respect needs and self-actualization needs.Maslow also considers that when a need to be met, and a higher level of need will occupy the dominant position, the individual needs of the layer to rise. From the point of motivation, no a need will be fully met, However, as long as the meeting is part of the individual will to pursue other aspects of their needs. According to Maslow's view, if we want to inspire someone, it is imperative to understand which hierarchy of needs by the person, then focused on meeting the needs of this level or above this level needs. Maslow's theory gained all-pervading recognition, especially gained the recogniztion from practice by many managers. This is mainly due to the theorysimple and clear, easy to understand the inherent logic. Its maximize usefulness lies in the fact that it points out the need for every person. As managers, in order to effectively, it is necessary to understand their subordinates what is need to meet.Expectancy theory of motivationExpectancy theory of motivation is proposed by Fulumu(V. H. Vroom) who is the United States psychologists. The basic viewpoints of Expectancy theory of motivation is: People expect their actions will help to achieve a certain target circumstances, will be incentive to do certain things together to achieve our goals. Performance is the three function of perceived: expectations, relevance and potency. From the point of view of psychological, Expectancy theory of motivation has three specific psychology relation:First, Effort-performance linkage refers to the perception of individuals through efforts to achieve the desired performance tarts possibility. Second, Performance-reward linkage is a person through a certain level of the efforts to achieve the desired level of pay determined.Finally, Reward attractiveness shows the achievement of the expected results or remuneration received by the individual concerned how much importance. As enterprise managers, Expectancy theory of motivation provides such a management way: every employees in the three psychological linked to the drive, the choice and tropism usually through the four steps :First, the work brings what results to the staff.Second, the results has how much more attractive to the staff.Third, achieve this result, what need to do by the staff.Fourth, From the point of view of staff, achieve such a result needs how much probability of success.Nanjing DE valve factory the problems and causes of compensation management and the analysis of problemCompensation system lack of strategic thinkingIn the reform process of state-owned enterprise, the internal reform of the compensation system is always the summit concerned by all the levels of managers. The reform ofenterprises compensation system throughout the entire process of state-owned enterprises reform. While managers at all levels pay great attention to design and pay system reform in China but the majority of businesses pay system still faced with many problems and shortcomings at present, and many enterprises’ employees is not high satisfaction of the compensation system, the compensation system of enterprises has failed to play the role of incentive, didn’t become the norm to workers. Like other state-owned enterprises. When the Nanjing DE valve factory carry through the compensation management, also not fully understand that the compensation system of enterprises must support and services to the enterprise's strategic goals. Greater extent on the existence of compensation to compensation, distribute the Equity and reasonable into the reform and development process as a goal and not what kind of compensation system will be favorable to corporate strategy and the implement of human resource strategy, Nanjing DE valve factory do not from their own strategies and the overall human resources strategy starting to reform and improve the compensation system, and do not foothold in the enterprise business strategy and human resources strategy, according to labor market, Finally formed enterprises compensation management system. Enterprises lack of management experience in professional human resources management sector in the medium and long term development strategy of Research and decomposition to the enterprise, according to the external market and the development of enterprises and work out development strategies that suit the salary management system, lack of study on compensation management. Although enterprises also pay a certain of reform for compensation system in recent years, but these reforms are not from the height of corporate strategy and the enterprise fails to reflect the strategic objectives and positioning.The illogicality structure of compensation, with the disjoint of market level Due to the inference of traditional structure and the traditional concept,the existing compensation structure of enterprise is relatively average, no reasonable began gap, the price of enterprises compensation and labor market detached from the price of labor market, key positions in the compensation level below the external market compensation level and without external competition; And non-key positions in the compensation higher than the market level. The compensation of ordinary workers is higher than the market price. From the exterior, non-key positions ordinary workers of enterprise whose compensation their salary level higher than the average level in society, one side it increases the cost of human and waste the limited financial of enterprises, as ordinary employees in the labor market, especially in the large population of urban areas is a serious oversupply. There is absolutely no need to pay their high compensation, even paid high wages to stimulate all their enthusiasm, but is not worth from the input and output view of the relative efficiency , form the internal, non-critical positions in higher compensation levels, contrast, key positions on the low compensation levels, it will increase the sense of unfairness in key positions, in the important positions of workersThe staff of some key posts and important positions of the enterprise, their compensation were lower than the prices of market compensation. As we all know, the compensation level of enterprises in the talent market, and even the whole society should certainly attractive, In order to attract and retain talent, it can be overcome competitors. For first-rate talent should be given first-class return. If the key employees and the core staff income lower than the standards of social level, external competitiveness will be relatively weak, it will make the enterprises fail to hold the human, and led to serious unreasonable human resource structure in the enterprise. From the circumstances of investigation by us, on the one hand, many employees discontent the existing compensation system in the reflected rewards; On the other hand, there are many staff can not correctly deal with the compensation gap. Staff on the compensation gap issue of love and hate, this bring a bigresistance to the reform of compensation, even though the good idea is hardly to implement.As enterprise managers, are not to break the original pattern, the result is to make the large contribution of staff and Core staff lost their jobs initiative and creativity, even cause the missing of talent in the enterprises.The re-engineering of compensation management system Nanjing DE valve factory .The ideas of design of compensation system in Nanjing DE valve factory Through the design of compensation in Nanjing DE valve factory, which broke the original pattern of the compensation system, re-designing the compensation structure, recycling a compensation, under a new establishment of the guidance of modern theory of incentives, enterprise operations and staff compensation levels closely fall together, combine the income of employees and work performance closely, It will be able to maximize the mobilization of staff enthusiasm, initiative and creativity, strengthen the staff of responsibility and urgency, improve work efficiency, increase performance, make greatest contribution to meet the development goals of enterprise, to adapt the changes in the internal and external environment, protect the long-term stable and healthy development of the new compensation system. During the process of design of compensation system, and strive to achieve the following objectives: Providing a basic ideas and framework for the compensation of distribution to the enterprises, reasonable structure, strong maneuverability; give priority to efficiency and give consideration to fairness; adhere to equal compensation for equal work, embodied rewards; at the same time, appropriate increasing the total compensation, reasonable widening income gaps.The compensation of production quality piecework system of frontline staff(1)Basic ideas There are 195 front-line workers in the factory, such as latheman, miller, planer, grinder, locksmith and so on, their compensation carry out The compensation of piecework system. Compensation qualitypiecework system is designing for the operation staff, operation staff workload can be directly calculated. Therefore it can use the work measure to account their wages. The compensation of piecework system is that in accordance with the quantity production of qualified products or the volume of completed work by staff, according to a prescribed price calculation piece of a kind of compensation.(2) The structure of compensationIts calculation : The compensation of piecework of frontline production staff per month= The compensation of posts standard ×The completion rate of target output × The completion rate of target cost ×quality coefficient + skills wages + allowance. On one hand, take the compensation of posts standard to maintain the basic completion; On the other hand, the employees revenue linked to the personal performance appraisal. Of which: The completion rate of target output target completion rate = actual output of the month / target yield of the month × 100% The completion rate of target cost = actual cost of the month / target cost of the month × 100% Actual cost = the cost of raw materials +the dynamic power of electric power + wages and the cost surcharge + depreciation + other costs. Quality coefficient: its benchmark value is 1, every workshop section for quality records per day, According to the quality coefficient of assess standard to add or button at the end of month, and gain the quality coefficient of the month. Quality coefficien t = 1.00 – the withheld coefficient of the month + the increase coefficient of the month①Established the compensation standards of posts According to the post of technical difficulty, and intensity of work, working conditions and responsibilities for the size to determine the level posts, different levels to determine the different of the compensation standards of posts. ②Determine the compensation of skills The compensation of skills through technical levels to identify and technical level by the technical assessment results to determine. Under the results of technical evaluation, it will be divided into five technical grade. ③Determination the allowances of postsThe monitor and the teacher is。
新员工薪资组成表(中英文)
姓名 Name 中文名 In Chinese 英文名 In English
职位 中文 In Chinese Post
英文 In English
Salary Package for New Hire 新 员 工薪 资组 成表
部门 Department 主管 Superior
员工工号 Employee No
绩效等级 Performance
Level
基本工资 Basic Salary
试用期 During Probation
转正后 After Probation
津贴 Allowance
月绩效奖金 Performance Salary
合计 Total
季度绩效奖金 Quarterly performance bonus
员工签名确认 Staff Signature
备注/NOTE
主管申请 Applied by Supervisor
部门经理审核 Approved by Dept.
Mgr
人事确认 Checkoval from GM
备注 NOTES
1.本薪资结构单仅供受薪本人参考,请受薪人遵循薪资保密管理办法规定,不可吐露给他人,违者依相关办法处理。 2.人事行政部发出,内容若有不明白之处,请向部门主管查询,倘仍有疑虑,由部门主管再向人事行政部查核。 3. 月绩效奖金和季度绩效奖金是浮动奖金仅作参考，实际发放金额按公司相关制度考核后为准。 4.当公司连续三个月不盈利或经营困难时，减少或取消月绩效奖金/季绩效奖金的发放。 5.因个人操作失误，造成公司损失超过500元以上，减少/取消当月月绩效奖金的发放。 6.受薪人确认本表内容无异议后签名确认，并由公司存档。
入职日期 Date of Joining
薪酬管理 专业术语(中英文对照)
1.薪酬管理总论报酬:(reward)薪酬:(compensation)总薪酬:(total compensation)薪酬管理:(compensation administration)直接薪酬:(direct compensation)间接薪酬:(indirect compensation)基本薪酬:(basic pay)可变薪酬:(variable pay)员工福利:(employee benefit)人力资源管理:(human resource management)2.战略性薪酬管理经营战略:(business strategy)竞争战略:(competition strategy)战略性薪酬管理:(strategic compensation administration)全面薪酬战略:(total compensation strategy)全面报酬战略:(total reward strategy)3.职位薪酬体系与职位评价职位薪酬:(job-based pay)职位分析:(job analysis)职位描述:(job description)职位规范:(job specification)职位评价:(job evaluation)报酬要素:(compensable factor)排序法:(ranking method)分类法:(classification method)要素计点法:(point -factor method)职位结构:(job structure)要素比较法:(factor comparison method)4.技能和能力薪酬体系深度技能:(depth skill)广度技能:(breadth skill)工作设计:(job design)技能等级:(skill level)技能认证:(skill certification)技能薪酬体系:(skill-based pay system)胜任能力:(competency)胜任能力模型:(competency model)能力薪酬:(competency-based pay)5. 薪酬水平及其外部竞争性薪酬水平:(pay level)外部竞争性:(external competitiveness)薪酬领袖政策:(lead policy)市场追随政策:(match policy)拖后政策:(lag policy)混合政策:(hybrid policy)劳动力市场:(labor market)薪酬调查:(total compensation survey)工作搜寻理论:(job search theory)信号模型理论:(signaling theory)补偿性工资差别理论:(compensating differentials theory)效率工资理论:(efficiency wage theory)保留工资理论:(reservation wage theory)6.薪酬结构设计薪酬结构:(pay structure)薪酬内部一致性:(internal consistency)薪酬区间中值:(midpoint of grade)薪酬比较比率:(compa-ratio)薪酬区间渗透度:(range penetration)薪酬区间叠幅:(range overlap)薪酬中值极差:(midpoint difference)宽带型薪酬结构:(broad-banding structure)薪酬变动范围(区间）: (salary range)7.绩效奖励与认可计划利润分享计划:(profit sharing plans)收益分享计划:(gain sharing plans)成功分享计划:(success sharing plans)股票所有权计划:(stock owns plans)标准工时计划:(standard hour plan)员工持股计划:(ESOP)绩效加薪:(merit pay)一次性奖金:(lump sum bonus)绩效奖励计划:(pay for performance plans)个人绩效奖励计划:(individual incentive plans)群体绩效奖励计划:(group incentive plans)提案建议制度:(suggestion system)特殊绩效认可计划:(special performance recognizing plans)直接计件工资计划:(straight piece rate plan)差额计件工资计划:(differential piece rate plan) 8.员工福利管理员工福利:(employee benefit)法定社会保险:(social insurance)养老保险:(pension benefit)失业保险:(unemployment insurance)医疗保险:(medical insurance)工伤保险:(injury insurance)员工服务福利:(employee services)弹性福利计划:(flexible benefit plans)福利规划:(benefit planning)福利沟通:(benefit communication)生育保险:(maternity insurance)福利管理:(benefit administration)生育保险:(maternity insurance)福利管理:(benefit administration)企业补充养老金计划:(complementary pension plans)团体人寿保险计划:(group life insurance plans)健康医疗保险计划:(health care insurance plans) 9.特殊员工群体的薪酬管理特殊员工群体:(special groups)销售人员:(sales force)专业技术人员:(professionals)外派员工:(expatriate)管理人员:(manager)佣金制:(commission system)成熟曲线:(maturity curve)双重职业发展通道:(dual career path)10.薪酬预算、控制与沟通薪酬预算:(total compensation budget)宏观接近法:(macro-approach method)微观接近法:(micro-approach method)薪酬控制:(compensation control)薪酬沟通:(compensation communication)。
企业薪酬体系设计外文文献翻译中文字数3000多字
企业薪酬体系设计外文文献翻译中文字数3000多字The success of any management strategy is dependent on the people who make up an XXX any enterprise。
and the XXX。
It is essential for an XXX can attract。
retain。
and motivate employees。
XXX enterprises。
and the design of a n system is not only an effective way to XXX on the design and performance XXX'ssalary system。
with a particular XXX.2 The Importance of a Well-Designed Salary SystemA well-designed salary system XXX。
It can help attract and retain top talent。
XXX。
and increase productivity。
Moreover。
a salary system that is XXX。
it XXX to design a salary system that aligns with their business objectives and values。
while also meeting the XXX.3 XXXEquity incentives are an essential component of a well-designed salary system。
especially for XXX incentives。
such as stock ns and restricted stock units。
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Question: •How much should be the mid-point progression (%) between grades? •How wide should the ranges be? •How much should the range overlap?
a a1 - a2 b1 - b2 c1 - c2
Pay & Reward
for
Huawei Technologies, Co., Ltd.
設定薪酬結構 Developing Salary Structure
設定薪酬結構之考慮因素 Developing Salary Structure- Considerations
Base Pay Policy 基本薪酬政策 Decide Competitive Reference Salary 決定具有競爭性的標準工資 Decide Salary Ranges 制定工資幅度 Range Overlap 幅度重疊 Significance of Salary Range 工資幅度的重要性 How many structures? 多少個結構? Overs and Unders高出/底於工資幅度
Reference Salary = Competitive Pay = Recruitment Standard RMB
150000
100000
50000
53 54 55 56 57
0
Grade
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
PC
41 42
43
44
45
46
47
48
49
50
51
52
Mid
End Year
•LEAD-LAG
落后-领先之间
年初
年中
年末
Start Year
Mid
End Year
建 立 竞 争 工 资
Develop Competitive Salaries
250000
一 个 等 级 = 一 个 标 准 工 资 = 招 聘 标 准
One Grade = One Reference Salary
41 43 45 47 49 51 53 55 57 59
90百分比 90th Percentile
75百分比 75th Percentile
中位數 Median
25百分比 25th Percentile 10百分比 10th Percentile
Position Class
中國市場數據 Market Data on China 上海製造業 Shanghai Manufacturing WOFE (2)
P75 -28% -27% -26% -26% -25% -24% -23% -22% -22% -21% -20% -19% -18% -17% -17% -16% -15% -14% -13% -12%
基本薪金政策
•LAG 落后
Base Pay Policy
•LEAD 领先
年初
年中
年末
Start Year
P25 5% 7% 9% 10% 12% 14% 16% 18% 19% 21% 23% 25% 27% 29% 31% 33% 36% 38% 40% 42%
P50 -7% -7% -7% -6% -6% -6% -6% -6% -5% -5% -5% -5% -4% -4% -4% -4% -4% -3% -3% -3%
定最低工资
Establish Minimum
m
定最低工资
Establishing Minimum
最低
E.g.
=
=
Rmb 1,000 1.25 Rmb 800
= 1 + (25%) =1+ 25 100
=
= 1 + 0.25 = 1.25
(
(
Rmb 1,000 50% 1+ ( 2
53 54
55
56
57
Grade or Position Class
利用幅度制定工资架构
Develop Salary Structure with Ranges
45000 40000 35000 30000 25000 20000 15000 10000 5000 0 a b c d e
RMB
Grade
Data as at April 1999
Position No. of Class Obs. 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 5 17 41 32 47 46 59 58 59 54 64 59 57 28 39 23 10 12 4 2 Yr of Exp 3 3 6 6 8 6 5 4 5 5 4 5 5 6 6 8 9 9 15 10 Regressed 10th Percentile 12,329 14,077 16,073 18,352 20,954 23,924 27,316 31,189 35,611 40,660 46,425 53,007 60,522 69,103 78,900 90,087 102,859 117,443 134,094 153,105 Regressed 25th Percentile 13,806 15,925 18,369 21,189 24,441 28,192 32,519 37,510 43,267 49,908 57,568 66,404 76,596 88,352 101,913 117,555 135,598 156,410 180,416 208,108 Regressed Median 15,628 18,272 21,363 24,978 29,203 34,144 39,921 46,675 54,571 63,804 74,599 87,219 101,975 119,228 139,399 162,984 190,558 222,797 260,490 304,561 Regressed 75th Percentile 20,164 23,383 27,116 31,445 36,465 42,286 49,036 56,865 65,942 76,470 88,677 102,834 119,250 138,287 160,364 185,964 215,652 250,079 290,002 336,298 Regressed 90th Percentile 27,759 31,768 36,356 41,607 47,615 54,492 62,362 71,368 81,676 93,471 106,971 122,419 140,099 160,333 183,488 209,988 240,315 275,022 314,741 360,196 Actual Mean 15,509 19,044 22,114 23,803 29,904 32,685 43,131 48,467 58,325 54,821 59,268 74,535 96,645 113,331 129,435 185,869 226,892 245,599 254,505 443,284 Actual Median 16,606 20,056 23,400 24,298 30,000 33,161 43,680 48,942 58,265 55,566 58,600 73,410 97,136 104,250 124,800 162,500 212,079 215,615 255,075 443,284
貴公司以及市場比較 Your Company vs the Market Comparison
Market Data Position Your Company Class Trendline 41 14,526 42 17,023 43 19,949 44 23,378 45 27,397 46 32,107 47 37,626 48 44,094 49 51,673 50 60,556 51 70,965 52 83,164 53 97,460 54 114,213 55 133,846 56 156,854 57 183,818 58 215,416 59 252,445 60 295,840 Regressed 25th Regressed 75th Percentile Regressed Median Percentile 13,806 15,628 20,164 15,925 18,272 23,383 18,369 21,363 27,116 21,189 24,978 31,445 24,441 29,203 36,465 28,192 34,144 42,286 32,519 39,921 49,036 37,510 46,675 56,865 43,267 54,571 65,942 49,908 63,804 76,470 57,568 74,599 88,677 66,404 87,219 102,834 76,596 101,975 119,250 88,352 119,228 138,287 101,913 139,399 160,364 117,555 162,984 185,964 135,598 190,558 215,652 156,410 222,797 250,079 180,416 260,490 290,002 208,108 304,561 336,298 Deviation from
200000
标 准 工 资 = 竞 争 报 酬
CRG PC 41 42 43 44 45 46 47 48 49 50 51 52