Edward199
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企业薪酬设计和绩效考核与管理实务（北戴河，8</SPAN>月17-20</SPAN>日）</SPAN></SPAN> 【培训日期】</SPAN>2009</SPAN>年8</SPAN>月17-20</SPAN>日 </SPAN></SPAN>（四天）</SPAN></SPAN> 【培训地点】</SPAN>北戴河</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> </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 |