美世Mercer-美国保险公司人力资源方案
Source: CMS
Mercer Human Resource Consulting
7
Medical Trends
Pop Quiz How many years will it take gross medical costs to double, assuming no
specific employer interventions or national health care? – 10 or more –9 –8 –7 –6 – 5 or fewer
Results for Employers with 500 or more lives
Mercer Human Resource Consulting
6
Aggregate Health Care Spending (1980 – 2010) Government portion of payments increasing; total projected to be over $2 trillion by 2009
2.5% 2.1%
0.2% 0.00%
1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002
-2.00%
-1.1%
Includes medical, dental and pharmacy Source: 2002 Mercer/Foster Higgins National Survey of Employer-sponsored Health Plans
CPI-All Urban Consumers
CPI-Medical Care
1 9 9 0 1 9 9 1 1 9 9 2 1 9 9 3 1 9 9 4 1 9 9 5 1 9 9 6 1 9 9 7 1 9 9 8 1 9 9 9 2 0 0 0 2 0 0 1 2 0 0 2
C P I-M e d ic a lC a re 9 .0 %8 .7 %7 .4 %5 .9 %4 .8 %4 .5 %3 .5 %2 .8 %3 .2 %3 .5 %3 .9 %4 .6 %4 .7 %
Mercer Human Resource Consulting
11
ADEA Issues Impact on retiree medical coverage
Age Discrimination in Employment Act (ADEA) prohibits discrimination against persons age 40 or older in terms and conditions of employment
C P I O v e ra ll
5 .4 %4 .2 %3 .0 %3 .0 %2 .6 %2 .8 %3 .0 %2 .3 %1 .6 %2 .2 %3 .3 %2 .8 %1 .5 %
R a tio M C /O v e ra ll 1 .7 2 .1 2 .5 2 .0 1 .8 1 .6 1 .2 1 .2 2 .0 1 .6 1 .2 1 .6 3 .1 S o u rc e :U .S .B u re a u o fL a b o rS ta tis tic s
When will Medical Costs be Double the 2002 Level?
12 10
8 6 4 2 0
Year
Mercer Human Resource Consulting
9
Legislation
Medicare Prescription Drugs
– If made into law, will have major impact on retiree benefits and strategies – Initial confusion aside, should have positive impact on retiree plans – Expect cost shifting to negatively impact active plans
Standardized Cost 1967 1969 1971 1973 1975 1977 1979 1981 1983 1985 1987 1989 1991 1993 1995 1997 1999 2001
CPI vs. CPI Medical Care 400 300 200 100
0
Year
November 3, 2004
Is it Time for Employers to Move Away From the Traditional Ways of Providing Employee Benefits?
Rich Bailey FSA, MAAA, FCA Richmond, VA
Plan must provide equal benefits for older and younger workers, or Plan must incur equal costs for older and younger workers
Third and Sixth Circuit Courts reach different conclusions EEOC reviewing ADEA regulations
Mercer Human Resource Consulting
2
Double-Digit Increase for Second Year in a Row Per employee costs in excess of $5,600 per year
$6,000 $5,000 $4,000 $3,703 $3,000
The gap between CPI-U and medical care component is increasing
Mercer Human Resource Consulting
4
Comparison of Overall Growth Cumulative medical care CPI 89% greater than overall CPI since 1967
$2,500
$2,000
In US $ Billions
$1,500
$1,000
$500
$0 1980
1990
1995 OOP
1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
Private Insurance
Government
Agenda
The Environment The Catch-22 Paths Away from Traditional Delivery: Two Camps Opportunities Along Path 2 The Answer Additional Topics
Mercer Human Resource Consulting
Mercer Human Resource Consulting
3
Annual CPI Trend U.S. health care costs rise, despite continuing economic recession
10% 9% 8% 7% 6% 5% 4% 3% 2% 1% 0% 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002
Mercer Human Resource Consulting
8
Number of respondents
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 Never
Medical Trends Responses from a group of 25 actuaries who had time to get their calculators
EEOC Proposed changes in ADEA regulations
– Cline vs. General Dynamics
Wells Fargo case
– Appears to allow pre-funding (and tax-deductibility) of entire retiree liability an ILP approach won’t be exactly same number as FAS liability funding in years 2+ would be limited to service cost
Medical Care CPI
Overall CPI
Data based on January 1 CPI values
Mercer Human Resource Consulting
5
Employers’ Cost Increases Out-Pace Other Indicators Largest increase since 1990 (all employers)
-2.9% $3,594
+6.2% $3,817
+7.3% $4,097
+11.2% +8.1% $4,924
$4,430
+14.7% $5,646
$2,000
$1,000
$0 1996
1997
1998
1999
2000
2001
2002
Source: 2002 Mercer/Foster Higgins National Survey of Employer-sponsored Health Plans
Mercer美世薪酬设计方案.
Mercer美世薪酬设计方案.Mercer美世是一家全球领先的人力资源咨询和薪酬设计公司，致力于为世界范围内的员工和组织提供一流的、有效的人力资源解决方案。
其中，Mercer美世的薪酬设计方案是非常受欢迎和有影响力的一种产品，本文将对此进行详细分析。
一、Mercer美世薪酬设计方案的特点1. 客户定制化Mercer美世的薪酬设计方案是根据客户的具体需求和情况进行量身定制的，因此能够针对不同行业和企业的不同需求提供一系列契合度高的可行方案。
无论是员工群体差异性、人才流动程度、薪酬结构不同等问题，都能够在方案实施前充分考虑。
2. 数据分析型Mercer美世薪酬设计方案是一种数据分析型的产品，它能够根据客户的数据情况，进行各种形式的分析，并提供详细的数据报告。
这些数据不仅提供给企业在薪酬设计上的参考，而且还可以为企业更好地了解自身的人才和员工现状，以便更好地应对未来的挑战。
3. 综合考虑性Mercer美世薪酬设计方案不仅仅只考虑薪酬本身，而是综合考虑了员工需要、公司战略等多个方面的因素。
这种综合考虑性能够使企业将薪酬设计与其他人力资源管理领域的考虑紧密关联起来，避免单一视角的局限性，从而更好地提升企业的整体竞争力。
二、Mercer美世薪酬设计方案的价值1. 优化薪酬成本Mercer美世的薪酬设计方案能够识别出企业中的高、中、低绩效员工，并将薪酬分配给他们，从而避免在整个员工群体中平均分配薪酬的浪费现象。
通过这种方式，企业可以优化薪酬成本，更加有效地利用人力资源，提高业务绩效。
2. 激发员工动力Mercer美世薪酬设计方案能够根据企业内部员工的工作表现和贡献程度进行差异化薪酬激励，从而鼓励员工更加努力地工作。
这种激励方式可以提高员工幸福感和较高的薪酬满意度，进而提高企业整体的生产力和业绩。
3. 吸引和保留人才Mercer美世的薪酬设计方案能够为企业提供有竞争力的薪酬水平和优厚的员工福利，以此吸引和留住优秀人才。
美世(Mercer)_人力资源管理职能的变革041022(84p)
16%
46%
外包 6%
35%
其它0% 16%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 强烈倾向 倾向
26
人力资源工作重点
人力资源计划实施内容
人力资源所追求的技术和各种实践的配合与人力资源转变的驱动力、面临的机遇与挑战是大
致匹配。真正的挑战在于执行。
人力资源活动
已完成转变的公司更可能已经： 评估了人力资源客户的需要 对人力资源职能的有效性进行了衡量或标杆比较分析 设计了新的人力资源服务模型 重新设计了人力资源的工作流程
已完成转变的公司更可能已经通过制定以下特定的战略采取了开发和提 高其人力资源部门人员的能力的步骤： 吸引和保留人力资源部门员工 人力资源部门员工能力开发
面对中国经济发展、人力资本和商业的需 求及挑战，企业人力资源主管们需要通过 使用正确的工具、人力资源信息技术及衡 量投资回报率等方法，来掌控整个变革进 程
8
什么是人力资源职能转变？
重新定义或开发人力资源管理职能 使人力资源管理职能从行政事务管理职能转化为咨询顾问职能的
努力
9
调查背景
美世对全球人力资源管理职能转变调查研究的承诺
25
人力资源工作重点
提高人力资源员工技能的策略
针对职能转变，需要采用更大胆的方式－如从业务部门换岗至人力资源部。
传统的人力资源技能 较强（见前页）。提 投资于现有人员 高能力必须以更为广 泛的跨部门、业务范 围和咨询技能为重点 一线人员轮岗 9%
提高人力资源员工能力的途径
56% 62%
37%
招募新人
20
人力资源管理职能转变状况
转变的驱动力
美世Mercer美国保险公司人力资源方案(ppt 56页)
12 10
8 6 4 2 0
Year
Mercer Human Resource Consulting
9
Legislation
Medicare Prescription Drugs
– If made into law, will have major impact on retiree benefits and strategies – Initial confusion aside, should have positive impact on retiree plans – Expect cost shifting to negatively impact active plans
$2,500
$2,000
In US $ Billions
$1,500
$1,000
$500
$0 1980
1990
1995 OOP
1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
Private Insurance
Government
Results for Employers with 500 or more lives
Mercer Human Resource Consulting
6
Aggregate Health Care Spending (1980 – 2010) Government portion of payments increasing; total projected to be over $2 trillion by 2009
美世Mercer美国保险公司人力资源方案
Annual CPI Trend U.S. health care costs rise, despite continuing economic recession
The gap between CPI-U and medical care component is increasing
Comparison of Overall Growth Cumulative medical care CPI 89% greater than overall CPI since 1967
– IRS weighing its options
Proposals to Increase Coverage Among Early Retirees Few government programs except for financially indigent
EEOC Proposed changes in ADEA regulations
– Cline vs. General Dynamics
Wells Fargo case
– Appears to allow pre-funding (and tax-deductibility) of entire retiree liability an ILP approach won’t be exactly same number as FAS liability funding in years 2+ would be limited to service cost
Agenda
The Environment – Medical Trends – Legislation – Marketplace Changes – Population Demographics – Employer Outlook
Mercer_HR Shared Services 美世的人力资源管理
Very ready 10
Low ROI
Getting Ready for Shared Services What you can do
Just Starting
Consolidating
Shared Services
Platforms Data
Unintegrated platforms
Inconsistent data and processes
Shared Services
H
I
Fin
Unit
H
I Fin
– Don’t just standardise – maximise consistency in programs and processes – Consistency will enable better quality and exploitation of economies of scale
Decentralized
Consolidated
More competitive local service Few local HR services add distinct value to business.
More economical local service Few economies of scale or leverage of technology – know the true cost/benefit of service
Ownership
Technology
Most common cause of ROI erosion To get beyond immediate borders
Shared Services is not optimisation – it’s real change!
美国保险公司人力资源管理方案(英文版)
Number of respondents
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 Never
Medical Trends Responses from a group of 25 actuaries who had time to get their calculators
– A specific statutory exception applies, or – Equal benefit/equal cost test is satisfied
Plan must provide equal benefits for older and younger workers, or Plan must incur equal costs for older and younger workers
Results for Employers with 500 or more lives
6
Aggregate Health Care Spending (1980 – 2010) Government portion of payments increasing; total projected to be over $2 trillion by 2009
Provident Transamerica
Equitable HCA
Metropolitan Travelers
United Healthcare
Partners Aetna GSDHP
Lincoln National HPs TakeCare
PacifiCare Health Plan of America WellPoint/Blue Cross of
mercer为美国保险业协会做的绝密hr分析报告_OK
U.S. health care costs rise, despite
continuing economic recession 10% 9% 8% 7% 6% 5% 4% 3% 2% 1% 0% 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002
• Plan must provide equal benefits for older and younger workers, or • Plan must incur equal costs for older and younger workers
• Third and Sixth Circuit Courts reach different conclusions • EEOC reviewing ADEA regulations
Provident
CIGNA
CIGNA
HCA
CIGNA
Equicor
Metropolitan
Travelers United Healthcare
Partners Aetna GSDHP
Lincoln National HPs TakeCare
PacifiCare Health Plan of America WellPoint/Blue Cross of
-2.00%
-1.1%
Includes medical, dental and pharmacy Source: 2002 Mercer/Foster Higgins National Survey of Employer-sponsored Health Plans
Results for Employers with 500 or more lives
美世Mercer美国保险公司人力资源方案.pptx
-2.9% $3,594
+6.2% $3,817
+7.3% $4,097
+11.2% +8.1% $4,924
$4,430
+14.7% $5,646
$2,000
$1,000
$0 1996
1997
1998
1999
2000
2001
2002
Source: 2002 Mercer/Foster Higgins National Survey of Employer-sponsored Health Plans
CPI-All Urban Consumers
CPI-Medical Care
CPI-Medical Care
1990 9.0%
1991 8.7%
1992 7.4%
1993 5.9%
1994 4.8%
1995 4.5%
1996 3.5%
1997 2.8%
1998 3.2%
1999 3.5%
2000 3.9%
The gap between CPI-U and medical care component is increasing
2002 4.7% 1.5% 3.1
Mercer Human Resource Consulting
4
Comparison of Overall Growth Cumulative medical care CPI 89% greater than overall CPI since 1967
2001 4.6%
CPI Overall
5.4% 4.2% 3.0% 3.0% 2.6% 2.8% 3.0% 2.3% 1.6% 2.2% 3.3% 2.8%
美世提供人力资源管控制度方案
美世提供人力资源管控制度方案人力资源管控制度方案一、引言人力资源是企业最宝贵的资源之一，对于企业的发展和业务运营至关重要。
为了有效管理和控制人力资源，确保企业的正常运营，本旨在提供美世公司的人力资源管控制度方案，以供参考和执行。
二、目标与原则1. 目标：- 确保人力资源的充分利用和合理配置；- 促进员工的成长和发展；- 建立及维护良好的劳动关系。
2. 原则：- 公正公平：人力资源管理应公正、公平，遵循法律法规，并充分尊重员工权益；- 激励激励：通过激励机制，激发员工的工作动力，提升绩效；- 透明透明：人力资源管理的政策、规定以及流程应当对员工透明，并充分沟通；- 稳定稳定：建立稳定的人力资源管理机制，保障员工权益，提供良好的工作环境。
三、招聘与录用1. 招聘计划：- 制定招聘计划，确保岗位需求与业务发展相匹配；- 统筹考虑内部跨部门借调与外部招聘。
2. 招聘渠道：- 多渠道招聘，包括人才市场、招聘网站、校园招聘等；- 建立并维护与高校、人才中介机构的合作关系。
3. 面试与评估：- 设计面试流程，确保面试公平、公正；- 通过面试与评估，选出最适合的候选人。
4. 录用程序：- 发放录用通知书，并与候选人签订劳动合同；- 在入职前进行必要的背景调查和资格核实。
四、员工培训与发展1. 培训需求分析：- 定期对员工进行培训需求分析，为员工提供针对性的培训计划。
2. 培训计划制定：- 根据培训需求，制定全面的培训计划；- 考虑不同岗位、不同层级员工的培训需求。
3. 培训执行与管理：- 组织实施培训活动，确保培训效果的达成；- 对培训结果进行评估，不断提高培训质量。
4. 发展规划：- 提供员工发展规划机会，鼓励员工积极参与个人发展；- 建立职业发展通道和晋升机制，激励员工的个人成长。
五、绩效考核与激励1. 绩效考核制度：- 建立全面、客观的绩效考核指标体系；- 统一绩效考核流程，确保公正、公平。
2. 绩效激励机制：- 设计多元化的绩效激励方案，包括薪酬、福利、晋升等； - 激励与绩效挂钩，鼓励员工积极投入工作，提升绩效。
MERCER岗位评估---美世3.0（全）
MERCER岗位评估---美世3.0（全）职位评估（IPE系统）指导⼿册1 / 23为何要进⾏职位评估？随着企业规模扩⼤，分⼯与协作要求，⼈们常常需要确定⼀个职位的价值，或者想知道财务经理岗位和销售经理岗位相⽐，究竟哪个岗位对企业的价值更⼤，哪个岗位应该获得更好的报酬。
那么，究竟如何确定某个职位在企业⾥的地位呢？对不同职位间的贡献价值如何进⾏衡量⽐较呢？这就需要进⾏职位评估.职位评估的意义：职位评估（Job Evaluation，或称为岗位评价、岗位测评）是⼀种职位价值的评价⽅法。
它是在职位描述（Job Description）的基础上，对职位本⾝所具胡的特性（⽐如职位对企业的影响、职责范围、任职条件、环境条件等）进⾏评价，以确定职位相对价值的过程。
很显然，它的评价对象是职位，⽽⾮任职者，这就是⼤家通常所说的“对岗不对⼈”原则。
⽽且，它反映的只是相对价值，⽽不是职位的绝对价值（职位的绝对价值是⽆法衡量的）。
职位评估的具体作⽤：1、确定职位级别的⼿段职位等级常常被企业作为划分⼯资级别、福利标准、出差待遇、⾏政权限等的依据，⽽职位评估则是确定职位等级的最佳⼿段。
有时企业仅仅依靠职位头衔称谓来划分职位等级，⽽不是依据职位评估，这样有失准确和公平。
举例来说，在某企业内部，尽管财务经理和销售经理都是经理，但他们在企业内的价值并不相同，所以职位等级理应不同。
同理，在不同企2 / 23业之间，尽管都有财务经理这个职位，但由于企业规模不同，该职位的具体⼯作职责和要求不尽相同，所以职位级别也不相同，待遇⾃然也不同。
2、薪酬分配的基础在通过职位评估得出职位等级之后，就便于确定职位⼯资的差异了。
当然，这个过程还需要薪酬调查数据做参考。
国际化的职位评估体系（如HAY系统、IPE系统），由于采⽤的是统⼀的职位评估标准，使不同公司之间、不同职位之间在职位等级确定⽅⾯具有可⽐性，在薪酬调查时也使⽤统⼀标准的职位等级，为薪酬数据的分析⽐较提供了⽅便。