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企业薪酬设计和绩效考核与管理实务（北京，11</SPAN>月17-20</SPAN>日）</SPAN></SPAN> 【培训日期】</SPAN>2009</SPAN>年11</SPAN>月17-20</SPAN>日（四天）</SPAN></SPAN> 【培训地点】</SPAN>北京</SPAN></SPAN> 【培训对象】</SPAN>单位高层薪酬决策人；人力资源经理；薪酬专员；绩效考核专员；劳动关系主管；工会干部等。</SPAN></SPAN> </SPAN> 【课程大纲】</SPAN></SPAN> 第一部分 薪酬设计</SPAN></SPAN> 一、薪酬现状诊断与重大薪酬问题决策</SPAN></SPAN> 1</SPAN>、哪些单位，出于什么动因进行了改革？</SPAN></SPAN> 2</SPAN>、改革中需要对哪些重大问题进行决策？</SPAN></SPAN> 3</SPAN>、改革过程中需要高度注意哪些问题？</SPAN></SPAN> 4</SPAN>、如何确定薪酬目标和内容？</SPAN></SPAN> </SPAN> 二、薪酬改革前期基础性工作</SPAN></SPAN> 1</SPAN>、调整组织机构和岗位设置；</SPAN></SPAN> 2</SPAN>、人员培训到位；</SPAN></SPAN> 3</SPAN>、成立相应的工作机构；</SPAN></SPAN> 4</SPAN>、了解把握薪酬政策；</SPAN></SPAN> 5</SPAN>、前期调研内容与调研方式，写好初期报告。</SPAN></SPAN> </SPAN> 三、工作分析与岗位评价</SPAN></SPAN> （一）工作分析：</SPAN></SPAN> 1</SPAN>、岗位说明书样本、范本；</SPAN></SPAN> 2</SPAN>、编制岗位说明书程序；</SPAN></SPAN> 3</SPAN>、设计岗位评价标准体系；</SPAN></SPAN> 4</SPAN>、岗位评价软件；</SPAN></SPAN> 5</SPAN>、岗位评价信息交流资料。</SPAN></SPAN> </SPAN> （二）岗位评价：</SPAN></SPAN> 1</SPAN>、岗位评价会议流程与控制；</SPAN></SPAN> 2</SPAN>、岗位评价数据汇总；</SPAN></SPAN> 3</SPAN>、划岗归级，形成《岗位等级表》。</SPAN></SPAN> </SPAN> 四、工资结构调整与工资标准测算</SPAN></SPAN> 1</SPAN>、统计调查分配格局；</SPAN></SPAN> 2</SPAN>、整合工资总额；</SPAN></SPAN> 3</SPAN>、调整工资结构</SPAN></SPAN> 4</SPAN>、数学测算；</SPAN></SPAN> 5</SPAN>、薪酬调查；</SPAN></SPAN> 6</SPAN>、存量推定。</SPAN></SPAN> 7</SPAN>、岗位资质工资“宽带”设计；</SPAN></SPAN> 8</SPAN>、绩效工资“窄带”设计；</SPAN></SPAN> 9</SPAN>、工资标准可行性验证。</SPAN></SPAN> </SPAN> 五、绩效工资计发设计</SPAN></SPAN> 1</SPAN>、绩效工资计发基本思路和基本模式；</SPAN></SPAN> 2</SPAN>、部门绩效工资计发；</SPAN></SPAN> 3</SPAN>、绩效工资两级考核、两级分配；</SPAN></SPAN> 4</SPAN>、绩效工资实施细则</SPAN></SPAN> </SPAN> 六、薪酬方案结构，薪酬策略；薪酬方案拟订与审核</SPAN></SPAN> 薪酬方案系列文件；薪酬方案结构；薪酬设计若干策略；薪酬方案审议通过程序。</SPAN></SPAN> </SPAN> 第二部分 </SPAN></SPAN>绩效考核与管理</SPAN></SPAN> </SPAN> 一、绩效管理项目初期调研与问题诊断</SPAN></SPAN> 1</SPAN>、绩效管理基本概念；</SPAN></SPAN> 2</SPAN>、公司战略分析；</SPAN></SPAN> 3</SPAN>、组织架构梳理；</SPAN></SPAN> 4</SPAN>、流程优化；</SPAN></SPAN> 5</SPAN>、工作分析；</SPAN></SPAN> 6</SPAN>、预算及核算体系；</SPAN></SPAN> 7</SPAN>、YD</SPAN>公司项目初期报告。</SPAN></SPAN> </SPAN> 二、基于公司战略的考核指标设计方法</SPAN></SPAN> 1</SPAN>、关键因素驱动法；</SPAN></SPAN> 2</SPAN>、平衡计分卡法；</SPAN></SPAN> 3</SPAN>、标杆基准法。</SPAN></SPAN> 4</SPAN>、KPI</SPAN>指标体系设计模拟练习。</SPAN></SPAN> </SPAN> 三、部门考核</SPAN></SPAN> 1</SPAN>、部门考核设计；</SPAN></SPAN> 2</SPAN>、部门考核存在问题及解决措施；</SPAN></SPAN> 3</SPAN>、分公司、子公司的考核。</SPAN></SPAN> </SPAN> 四、员工考核</SPAN></SPAN> 1</SPAN>、中层管理人员的考核设计；</SPAN></SPAN> 2</SPAN>、一般员工考核设计；</SPAN></SPAN> 3</SPAN>、员工考核存在问题及解决措施。</SPAN></SPAN> </SPAN> 五、考核标准和指标权重确定</SPAN></SPAN> 1</SPAN>、绩效目标确定；</SPAN></SPAN> 2</SPAN>、考核标准的确定；</SPAN></SPAN> 3</SPAN>、指标权重确定；</SPAN></SPAN> 4</SPAN>、指标定义与描述。</SPAN></SPAN> </SPAN> 六、企业成功实施绩效管理的关键点和绩效管理案例体验</SPAN></SPAN> 1</SPAN>、 </SPAN></SPAN>成功实施考核的关键点和具体措施；</SPAN></SPAN> 2</SPAN>、北京DT</SPAN>运营公司绩效考核项目；</SPAN></SPAN> 3</SPAN>、航天科技集团某研究所绩效管理项目。 </SPAN></SPAN> </SPAN> 【讲师介绍】</SPAN></SPAN> 康</SPAN>老师，中国培训资讯网(www.e71edu.com)</SPAN>资深讲师，现任北京某劳动管理干部学院教授，北京某薪酬设计院首席策划，全国人力资源管理技术资格考试聘任专家，北京市劳动管理人员岗位培训聘任专家组专家，北京市人力资源管理高级专业技术资格评审专家库成员、北京市劳动学会理事。1999</SPAN>年至今先后主持设计了50</SPAN>余家企事业单位的薪酬改革方案和奖金分配方案。2001</SPAN>年3</SPAN>月至今，先后主持举办了多期现代企业收入分配制度与新一轮工资制度改革方案设计培训班。主编和出版有工资、薪酬、社会保障等方面的多本专著。</SPAN></SPAN> |