I. Training background
Pay is the central concern of employees in enterprises, and fair science of the pay system has a direct impact on talent selection and retention and performance. In the face of a competitive market environment, sound and somewhat stimulating remuneration systems are important. There are three kinds of equilibrium and two incentives to achieve a good pay system, while most domestic enterprises lack scientific remuneration system design, internal equity, clear and effective external market positioning and external balance setting, and individual equilibrium setting needs to be improved, with insufficient linkages to competency models and performance. The establishment of a system of regulated, fair and motivated pay is therefore an urgent challenge for domestic enterprises。
Using the remuneration system of the world's top 500 firms as a blueprint, the european initiative's excellent consultants summarized the concept and methodology of “3e pay design”, which combines the normative practices of consulting firms and adapts to the specific practical requirements of large enterprises and small and medium-sized enterprises (smes), thus distilling this classic curriculum, which is flexible, scientific and simple, effective and practical, and is presented here as a sign of commitment by all enterprises。
Ii. Assessments for training
1. Regulatory approaches to the design of pay and bonuses systems
2. Learning about the design of the 3e pay system
3. Science for job evaluation and on-site design of pay scales (comprising, inter alia, overlap of grade differentials)
4. On the first day of the course, participants will be provided with a “3e pay design software” for exercise, with their own computers, pay data for 15 posts and two sets of evaluation elements, market data, which will guide participants in designing a new pay system that is appropriate to the actual situation of the enterprise
5. Systematic management of remuneration, bonuses, salary transfers, etc
Iii. Training context
Part i: payment philosophy
What is the nature of remuneration and how is it viewed as stimulating
2. What is comprehensive remuneration management and how to motivate staff effectively and in the long term
3. What are the essential differences in wages and benefits and what are the different design purposes
4. What is the greatest focus of remuneration system design, equity or motivation? Which are the three fairs and which are the two incentives。
Impact of enterprise culture and strategies on the design of pay benefits
Part ii: 3e salary design concept
1. The dramatic impact of three types of equity on the remuneration of enterprises
What's 3e? What's the idea of 3e
3. How to understand external competitiveness, common misunderstandings and mistakes
4. How a company's pay levels are positioned in the market are scientifically determined and set to be determined
5. What is the formula for measuring internal balance, and what will be the problem of imbalances
Part iii: job evaluation, internal balance
1. How to achieve internal balance, four ways to measure job value
2. What are the world-renowned formulas for internal balance
What are the three principles for selecting the elements of the job evaluation
4. What are the three principles for selection of key positions before evaluation
5. Examples of points-factor job assessment elements
6. Provide common 30 job assessment elements
What are the six steps for job evaluation
8. How to verify the accuracy of the results of the job evaluation by returning to the proposed operation
9. How to use the measured data results, how to rank jobs, and what is a grade chart (grading matrix)
10. Job evaluation and grade chart design exercise (half hour for job evaluation using zhang jicheng pay design software)
11. How the job evaluation should best be organized, by whom, how the team should be constituted, including what members, common mistakes
11 post evaluation attention and frequently asked questions
12. Use of grade charts in approved salaries for recruitment and promotion
Part iv: design of an enterprise remuneration system
(i) wage-grade design: (a one-hour computer exercise is recommended to carry the actual pay data of the enterprise itself, and a 17-step pay design software is delivered to the participants at the site to guide the participants in the step-by-step design of a new remuneration system that is in line with the actual enterprise)
1. How many grades an enterprise earns and how many grades are determined
2. What is the formula for the difference between salary levels
3. The regularity and practical significance of setting salary scales at all levels according to individual equilibrium
4. How should the overlap between two levels of wages be set and what is the meaning of its practical application
Using the “pay design software”, using 20-30 jobs that the enterprise needs to prepare in advance, covering the various sectors of the company and the lower levels of high school, as well as the current salaries of these jobs, as well as market prices, to guide participants in the use of the enterprise's data, the use of software, the design of wage standards and market curves at various levels of the enterprise, etc., including concepts of grade differentials, ranges, overlaps, etc., and calculation setting. Finally, a system of remuneration standards and systems is available to the enterprise. It also compares the differences between the salaries of existing personnel and those of the new system and identifies the individuals that need to be adjusted。
6. Description of the composition of remuneration structure, fixed income, variable income design methods and common errors
7. The concept of remuneration design, such as “paypoint system”, “3p theory”, and what are the differences and advantages and commonalities with the concept of “3e”
8. Common errors in the remuneration system - a fragmented internal unbalanced remuneration system and a false job wage system
The basic remuneration system in enterprises is not very relevant to the value of the post, and the wage system is more linked to administrative grade and seniority, and how it should be adapted
10. Post pay is simply and directly linked to the internal value of the post (so-called post coefficient) and ignores the external balance, how to modify pay for duty on leave, which is in fact pay for seniority, how to distinguish and correct the synergy between career planning and pay ranges and salary increment design
11. How to use a “brand” to reward and motivate employees, and the expression and meaning of remuneration
(ii) market pay surveys
1. How to conduct market pay surveys and how to determine the boundaries of market pay surveys
2. Four factors influencing and determining pay prices in a job market
3. How to read the market pay survey and what is the concept of market ranking
4. How to compare pay levels in enterprises with market curves and draw the business pay curves with market divides
5. What does leadership and lag policies mean, and how to consider the use of lead and lag policies in salary design
6. How to understand and resolve wage conflicts between new and old employees
7. How to regularly update the pay curve to market levels
Part v: payroll management
(i) salary levels
1. How to set salaries for new arrivals using the designed pay curve structure
2. Three moves to “pay negotiations” at recruitment
3. How to set salaries for candidates whose salary expectations are below standard
4. How to set salaries for mobility
5. How to resolve wage conflicts among new and old employees through the design of pay systems
6. Scientificly sound solutions for underpaid personnel (green circle)
7. Ten ways to address overrated pay levels (red circle)
(ii) salary increases
1. How to change the awkward and passive situation of being forced to use “traw, hard, card” in salary change management
Type of salary adjustment (promotional move, performance move, structured move)
What do you say? How to use cr to identify pay levels
3. How to use cr for annual salary transfers
Four, three, three, and li wants a change. How much are different people getting paid, how are they quantified
5. How to design a payroll adjustment matrix to guide departments and personnel on the basis of overall pay bands and individual performance of the enterprise
6. How to systematically avoid department managers trying to give their subordinates high marks in order to get a salary change, or hitting their favorite subordinates. High
7. How to understand and determine the percentage of annual salary increases
8. Will salary increases increase costs? How to correctly convince the general manager to understand the cost implications of the increase and approve the plan
How do you change your salary when you're promoted
(iii) awards
1. How to set the ratio of pay for performance (summary)
2. Employment of performance equipment for employment
3. Set-up of the performance appraisal factor matrix and flexibility setting of the coefficient
4. Discussion on performance pay or bonuses
(iv) administration and communication of remuneration
1. How to view appropriate pay management authority given to department managers
2. How to keep remuneration confidential
3. How to strengthen the necessary communication in pay management, as well as the content and skills of communication
4. How to interpret and communicate the three principles of equilibrium (3es) as higher pay for subordinates than for superiors, newer 5s and older employees
6. How to write an enterprise's pay policy and what it includes
Part vi: analysis of multiple pay systems
Skill pay (skill-b)What are the design and advantages and disadvantages of this
2. Qualitative differentiation and use of broad-banded and traditional pay structures
3. Design modalities for long-term incentives
4. Benefits and stock options
Part vii: case presentation
Presentation and presentation of the practical course of a consulting design case of an electronic manufacturing enterprise's remuneration system
Training of teachers:
This course is the most operational, operational and practical brand course in the country and has long been popular. The best teachers of the european initiative, based on their work and professional consulting experience in a number of large and well-known enterprises, have integrated modern, state-of-the-art and standardized salary design techniques and management concepts, initiated a “3e salary design” in the country. The course combines vivid examples and interesting exercises (computer-operated exercises account for one third of the course, gradually designing a pay structure for a realistic company led by a teacher), enabling participants to master the 3e theory and the full set of pay design techniques in a relaxed, interactive atmosphere. After training, many trainees re-engineered their own company's salaries in accordance with the course and received high recognition from their corporate leaders。
Euroi teachers have a professional research background in the field of remuneration, and have extensive experience in combat with foreign, state and private enterprises. The participants assessed the course as “the actual course is better than expected”。
