人力资源作为企业的第一资源，为企业提供可持续发展的永久动力。知识经济时代， 企业对人力资源的重视程度日益提高，面对复杂多变的市场环境，确保最大程度的发挥 员工的主观能动性和创造性，是人力资源管理一个不断研究的话题。知识、能力和素养 构成了员工的基本胜任力，是对员工进行职位评价的基础，通过职位评价和人才盘点发 掘高绩效、高潜质的员工，实现组织的灵活性和竞争力，达到企业与个人的双重提升。 基于此，薪酬管理作为现代人力资源工作中的重要组成部分，工作方向也在发生变化， 与职位评价的有机结合，即能弥补既往薪酬管理中的不足，又能实现有效的激励。通过 基于职位评价的薪酬管理体系搭建，实现人力资源管理中较为重要的两个模块的相互促 进和提升，促进员工自我提升和持续发展，更具前瞻性和战略性。 目前越来越多的企业在拓展电子商务业务，作为国内最大的自营 B2C 电商平台， DHDP 集团历经 17 年发展，目前旗下共有 6 个事业部，员工总数近 7 万余人，涵盖了“销 售、职能、互联网、金融、商贸、物流、智能研发及生产”在内的所有职位类别，人数 众多，薪酬结构复杂。作为行业的领军企业，既要保证薪酬体系具备外部市场的竞争性， 又要保证内部体系的公平性。在市场经济的下行压力下还要兼顾薪酬经济性。在众多的 职位中，既有一线劳动密集的仓储物配人员，又有知识密集的互联网研发人员，面向不 同职位，薪酬设计的同时又要考虑到薪酬激励性。因此，职位评价在薪酬支付的过程中 就显得尤为重要。DHDP 集团经过长时间的探索和持续改进，形成了一套较为完善的“基 于职位评价的薪酬体系”，DHDP 集团作为行业的翘楚，薪酬体系具有一定的典型性和 代表性。 本文从薪酬理念的制定、薪酬体系的搭建以及薪酬系统的应用三个方面，系统的研 究 DHDP 集团基于职位评价的薪酬管理。以 DHDP 集团为例，从职位评价着手研究， 阐述基于职位评价的薪酬管理理论基础和传统薪酬模式的对比分析。通过描述搭建基于 职位评价的薪酬体系的流程和方法，职位评价与薪酬设计的联系与相互作用，提出 DHDP 集团薪酬体系的优化方案，同时为电商行业的薪酬设计提供思路，最后总结全文， 得出结论和展望。 关键词，职位评价，薪酬结构，薪酬管理，宽带薪酬 Abstract Human resource is the first resource of the enterprise, to provide permanent power for the sustainable development of enterprises. In the era of knowledge economy, enterprises of human resources increasing attention, in the face of the complex and changeable market environment to ensure maximum play to their subjective initiative and creativity, is human resources management a research topic. Knowledge, ability and quality constitute the employee's basic competency, job evaluation based on staff, the position appraisal and personnel inventory of high performance, high potential employees to explore, to achieve organizational flexibility and competitiveness to double promotion of enterprises and individuals. Based on this, the salary management as an important part of modern human resources management, the direction of the work also in change, the organic combination of evaluation and position, which can make up for the deficiencies in previous salary management and implement effective incentive. Through compensation management system based on job evaluation of structures, in human resources management of the more important of the two modules mutually promote and enhance, promote employee self-improvement and continued development, more forward-looking and strategic. Currently more and more enterprises in the development of e-commerce business, as the largest self-supporting B2C business platform, DHDP group after 17 years of development, at present its total 6 careers ministry, the total number of employees nearly 7 million people, covering the sales, the function, the Internet, finance, commerce, logistics, intelligence research and development and production of all types of jobs, a large number, salary structure complex. As an industry leader, both to ensure a competitive salary system with the external market, but also to ensure the fairness of the internal system. In the downward pressure of market economy but also the economic compensation. In many positions, both the warehousing goods with personnel and labor intensive, knowledge intensive Internet researchers, for different positions, salary design shouldconsider salary incentive. Therefore, in the process of job evaluation salary payment is particularly important. DHDP group after a long period of exploration and continuous improvement, formed a set of more perfect based on the salary system of post evaluation, the DHDP group as a leader in the industry, the compensation system has certain typical and representative. The group of three aspects of the DHDP application system from the salary concept formulation, salary system and salary system to build a compensation management based on job evaluation. In the DHDP group as an example, from the aspect of job evaluation, this comparative analysis job evaluation salary management theory and the traditional compensation model based on. Through the description of structures based on the process and method of the compensation system of job evaluation, job evaluation and compensation design of the connection and interaction proposed DHDP group salary system optimization scheme, and provide the ideas for the salary system design of the electricity industry, the full text of the final summing up, draws the conclusion and the outlook. Key words: job evaluation, salary structure, salary management, wide band salary I 目 录 1 绪论.......................................................................................................................................1 1.1 研究背景与意义................................................................................................................1 1.2 研究的内容、目标及拟解决的问题................................................................................2 1.2.1 研究内容及目标.............................................................................................................2 1.2.2 拟解决的问题.................................................................................................................2 1.3 研究思路与方法................................................................................................................3 1.3.1 研究思路.........................................................................................................................3 1.3.2 研究方法.........................................................................................................................3 1.3.3 技术路线.........................................................................................................................4 1.3.4 研究难点.........................................................................................................................4 1.4 报告可能的创新点............................................................................................................5 2 文献综述...............................................................................................................................6 2.1 基于激励因素的薪酬体系设计研究................................................................................6 2.1.1 基于激励因素的薪酬体系理论及发展区域.................................................................6 2.1.2 基于激励因素的薪酬体系设计目标.............................................................................8 2.2 基于职位族的薪酬体系设计研究....................................................................................9 2.2.1 职位族的薪酬体系概念.................................................................................................9 2.2.2 基于职位族的薪酬体系与传统薪酬的关联及优势.....................................................9 2.3 基于管理实践的薪酬体系研究......................................................................................10 2.4 基于能力评价的薪酬体系研究......................................................................................12 2.4.1 基于能力模型评价的薪酬体系优点...........................................................................12 2.4.2 能力模型的内涵与薪酬体系的关联及注意问题.......................................................12 2.5 基于企业发展阶段的薪酬体系设计研究......................................................................14 2.5.1 企业发展阶段的生命周期理论与特性.......................................................................14 2.5.2 企业不同发展阶段的薪酬体系设计...........................................................................16 2.6 对于现有研究成果的评析..............................................................................................18 3 基于职位评价的薪酬体系设计基本思路.........................................................................19 3.1 职位评价的基础构建及方法选择..................................................................................19 3.1.1 职位评价的基础构建...................................................................................................19 3.1.2 职位评价的方法选择...................................................................................................20 3.2 职位评价与薪酬管理的关联..........................................................................................23 II 3.3 职位评价与薪酬管理的挂靠..........................................................................................24 3.4 职位评价与薪酬体系搭建...............................................................................................25 3.4.1 基于职位评价与薪酬体系搭建优势...........................................................................25 3.4.2 基于职位评价与薪酬体系搭建条件...........................................................................26 4 基于职位评价的 DHDP 集团薪酬体系优化方案设计.......................................................27 4.1 公司概况及公司薪酬概况..............................................................................................27 4.1.1 公司概况.......................................................................................................................27 4.1.2 公司薪酬概况...............................................................................................................29 4.2 薪酬体系存在的问题分析..............................................................................................30 4.3 构建基于职位的薪酬体系的必要性..............................................................................30 4.4 基于职位评价的薪酬体系的构建思路..........................................................................32 4.4.1 基于职位评价的薪酬体系搭建准备工作...................................................................32 4.4.2 基于职位评价的薪酬体系设计原则...........................................................................33 4.5 配合薪酬体系设计开展的架构及职位优化..................................................................34 4.5.1 配合薪酬体系设计开展的架构优化思路...................................................................34 4.5.2 DHDP 职位体系设计 ....................................................................................................38 4.6 DHDP 集团的架构及职位评价 .......................................................................................39 4.6.1 DHDP 职位评价的原则 ................................................................................................39 4.6.2 DHDP 集团职位评价的方法 ........................................................................................40 4.7 DHDP 集团薪酬体系优化 ...............................................................................................41 4.7.1 DHDP 集团薪酬体系优化的指导思想和原则 ............................................................41 4.7.2 薪酬调查.......................................................................................................................41 4.7.3 DHDP 集团薪酬体系优化方案 ....................................................................................44 4.7.4 DHDP 集团薪酬体系的绩效植入 ................................................................................46 4.8 DHDP 集团薪酬体系导入与切换 ...................................................................................47 4.9 实施中需注意的问题及实施效果..................................................................................48 4.9.1 实施中需注意的问题...................................................................................................48 4.9.2 薪酬体系的实施效果...................................................................................................48 5 基于职位评价的薪酬体系对电商行业的借鉴意义.........................................................50