东软人力资源规划建议书

1 w H 翰威特 Improve Business Results Through People 通过人改进经营结果 NEUSOFT Corporation 东大软件集团有限公司 March 2001 二 OO一 年三月 2 w H 翰威特 About this Material 关于这份材料 v 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. v 我们接受了东大软件集团有限公司 (东大 )的委托，为贵公司提供一份关于翰威特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翰威特公司与东大合作的许多细节问 题。 v 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。 3 w H 翰威特 Contents 内容 v About Hewitt Associates 关于翰威特公司 v Our Understanding of Your Situation 对贵公司情况的理解 v Linking HR Issues to Business 人力资源问题与公司业务相结合 v Considering Factors in Design and Implementation设计和实施所要考 虑的因素 v Our Suggested Approach 我们的设计方案 v Our Consulting Team 我们的咨询团队 v Our Experience in Telecom Industry in Asia Pacific我们在亚太区电信 业上的经验 v Fee and Timing 费用与时间结构 4 w H 翰威特 Hewitt Associates LLC 翰威特咨询公司 5 w H 翰威特 Hewitt Associates 翰威特公司 v 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 v Largest human resources consulting firm in the U.S.A 为美国最大的人力资源咨询公司 v 12,000 Associates world-wide 全球 12,000 名员工 v 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 v Over 1.28 billion USD in revenue in FY 2000 2000年度 销售收入达 12.8亿美金 v 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 6 w H 翰威特 Hewitt in China (Cont) 翰威特公司 (续 ) v 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 v 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 v 6 years of client experience in China 六年在华咨询经验 v 800+ clients in China 在中国已拥有 800多家跨国客户公司 的客户基础 v 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 v One-firm firm 全球一体化的组织结构 7 w H 翰威特 Our Consulting Experience 我们的咨询经验 v 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 v 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 . v 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 v Working relationship with MOF and CSRC 与财政部和证监会的良好合作关系 8 w H 翰威特 How to Help Our China Clients(current project) 翰威特如何帮助在华的客户企业 (近期项目 ) 9 w H 翰威特 Our Experience in Telecom Industry in Asia Pacific 翰威特在亚太地区电信业的服务经验 10 w H 翰威特 Our Clients in Telecom Industry and Information Industry (翰威特在电信及信息行业的客户 ) 11 w H 翰威特 v 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 Linking People Strategy to Business Strategy 将人力资源战略与企业经营战略相联系 12 w H 翰威特 Rewarding 薪酬管理 Align Organization to Business Strategy 组织与经营策略相统一 Desired Business Results 经营目标 Business Strategies 经营策略 People Requirements 对 员工的要求 HR Strategies 人力资源策略 Employee Needs 员工的需求 HR 人力 资源 Performing 绩效管理 Learning 培训发展 Staffing 人员配置 Employee Satisfaction 员工满意 Customer Satisfaction 客户满意 Organizing 组织管理 13 w H 翰威特 Our Understanding of Your Situation 我们对贵公司的理解 14 w H 翰威特 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 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。 36 w H 翰威特 Process Steps (Cont) 程序步骤 (续 ) v 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 翰威特将为公司设计模式 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 and an effective tool is available to gather updated and accurate job related information 结果 : 东大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 38 w H 翰威特 Process Steps (Cont) 程序步骤 (续 ) v 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 39 w H 翰威特 Process Steps (Cont) 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 v Outcome: Neusofts managers/supervisors knows how to complete the task of documenting their subordinates jobs 结果 : 东大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 40 w H 翰威特 Process Steps (Cont) 程序步骤 (续 ) v 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 ) 41 w H 翰威特 Process Steps (Cont) 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 v Outcome: Neusoft will have well-documented job descriptions that support its people practice; knowledge and skills are transferred to Neusoft s staff 结果：东大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 42 w H 翰威特 Components of a Compensation Program 薪酬计划的内容 Compensation Strategy 薪酬策略 Job Documentation 工作描述文本 Job Evaluation 职位评估 Market Pricing 市场定价 Salary Structure 薪资结构 Pay Delivery -Short-term incentives -Long-term incentives 工资发放 -短期奖励 -长期奖励 Communication, Implementation and Annual Maintenance 项目沟通、实施以及全年 管理 Hewitts compensation design approach focuses on the following key elements: 翰威特公司薪酬设计方法 43 w H 翰威特 Compensation Design Consulting Process 薪酬设计咨询程序 Job Evaluation 职位评估职位评估 Salary Structure 薪资结构薪资结构 Market Pricing 市场定价市场定价 Communication, Implementation and Annual Maintenance process 项目沟通、实施以及全年管理 Compensation Strategy Design 薪酬策略设计薪酬策略设计 1.1 Design Planning 设计计划设计计划 Management Report 管理层汇报管理层汇报 Step步骤 1 Step步骤 2 Step步骤 3 Step步骤 4 Step步骤 5 Key Project Steps 主要项目步骤 Process yields fully functional compensation program that is totally integrated with new organization design. 程序产生了完全功能化的薪酬计 划 , 与新的组织设计完全符合 Pay Delivery(short and long-term incentive 工资发放 (短期和长期奖励 ) 1.2 Create Design Team 成立设计小组成立设计小组 44 w H 翰威特 Step 1.1: Design Planning 步骤 1.1：设计计划 v 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 v 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 v 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。 45 w H 翰威特 Step 1.2: Create Design Team 步骤 1.2：成立设计小组 v 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 v 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 46 w H 翰威特 Step 2: Compensation Strategy Design 步骤 2：薪酬策略设计 v 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 v 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 Neusofts 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 ) v 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 47 w H 翰威特 Step 3.1: Job Evaluation 步骤 3.1：职位评估 v Purpose: Determine the relative values of jobs at Neusoft 目的 ： 确定东大内部职位的相对价值 v 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 Neusofts 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 48 w H 翰威特 Step 3.1: Job Evaluation 步骤 3.1：职位评估 v 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。 v 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。 49 w H 翰威特 Various Job Evaluation Methodologies 职位评估的不同方法 Externally Focused 主要侧重于外部 Internally Focused 主要侧重于内部 Rank to market 市场定位法 Internal Ranking 内部评级法 Point Factor Methods 因素评分法 Factor Comparison 因素比较法 Paired Comparison 匹配比较法 50 w H 翰威特 Selecting an Evaluation Method 职位评估方法的选择 Considerations may include: 考虑因素可能包括： v Precision准确性 v Time/Resources 时间 /资源 v Regulatory/Compliance 法律规范 v Communication 交流沟通 v Types of jobs 工作的类型 v Number of jobs 工作的数量 v Applicability to other HR programs 对其他人力资源项目的适用性 v Responsiveness to change 对变动的适应性 51 w H 翰威特 Step 3.2: Market Pricing 步骤 3.2：市场定价 v 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 v 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 Hewitts 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 ) v 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 52 w H 翰威特 Step 3.3: Salary Structure 步骤 3.3：薪资结构 v 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 v 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 v 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 53 w H 翰威特 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 v Purpose: Develop short-and long-term incentive plans and a pay delivery mechanism that drives employee behavior in support of Neusofts 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 54 w H 翰威特 Step3.4.3: Design Plan 步骤 3.4.3：设计方案 v 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 v Process:Three - four meetings with Design Team 程序：同设计小组举行 - 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 Neusofts 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。 55 w H 翰威特 Step 3.4.3: Design Plan 步骤 3.4.3：设计方案 v 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。 56 w H 翰威特 Step 3.4.3: Design Plan 步骤 3.4.3： 设计方案 v Outcomes: 结果： At the end of this phase, we will have designed and documented a short-and long-term plan framework that supports Neusofts 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。 57 w H 翰威特 Step 3.4.4: Financial Modeling 步骤 3.4.4：财务模型 v 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 companys 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 58 w H 翰威特 Step 3.4.4: Financial Modeling 步骤 3.4.4：财务模型 v Process: Using mathematical models containing low-case,expected-case and high-case assumptions, Hewitt consultants will produce projected financial outcomes of the programs. v 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。 v Outcomes: 结果： At the end of this phase, we will establish the program cost, including the impact on Neusofts 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。 59 w H 翰威特 Step 4: Communication, Implementation, Annual Maintenance 步骤 4：项目沟通、实施和全年管理 v 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 v 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 structure