Salary - mascotasohana

Conceptanalysis

Salaryiscomposedofsalaryandremuneration.Intherealbusinessmanagementenvironment,thetwoareoftenusedtogether.

Salary

Salaryreferstosalary,alsocalledsalary,salary,allpersonalreturnsthatcanbemeasuredincashandmaterialcanbecalledsalary,whichmeansthatsalarycanbeData-based,thewages,insurance,in-kindbenefits,bonuses,commissions,etc.thatweissuetoemployeesareallsalaries.Whenwebudgetforwagesandlaborcosts,allweestimateare"salaries."

Remuneration

Remuneration,reward,reward,reward,isakindofrewardthatfocusesonthespirituallevel.Therearemanycompaniesthatpayemployeesnotlowwagesandprovidegoodbenefits,butemployeesarestilldissatisfiedwiththecompanyandtalkbadaboutthecompany.Somecompaniespaylowwages,workhard,andemployeesareveryhard.Theemployeesareveryhappy.Why?Thesourceisthatthereisaproblemwiththe"remuneration".Whenthecompanyhasnospiritandemotions,employeesfeelthattheyhavenodreams,nofuture,andnosenseofsecurity.Theycanonlynegotiatemoneywiththecompany.Therelationshipbetweenemployeesandthecompanybecomesapureexchangerelationship.Suchapure"salary"paymentrelationshipisDon'tletemployeeshaveasenseofbelonging.

Relationship

Alwaysrememberthatsalaryandremunerationareliketwosidesofacoin.Theymustexistatthesametimeandbeconsideredatthesametime.Salaryandremunerationcanalsobecalledeconomicfactorsandnon-economicfactors.ThecontentcontainedinitcanbeillustratedbyFigure1:Inasense,salaryiswhattheorganizationpaystoemployees.Contributionsincludevariousrewardsmadebyemployees'attitudes,behaviors,andperformance.

Inabroadsense,compensationincludesexternalreturnssuchaswages,bonuses,andvacations,aswellasinternalreturnssuchasparticipationindecision-makingandgreaterresponsibility.Externalreturnsrefertothevariousformsofreturnsthatemployeesgetfromoutsideofthemselvesbecauseoftheemploymentrelationship,alsoknownasexternalcompensation.Externalcompensationincludesdirectcompensationandindirectcompensation.Directsalaryisthemaincomponentofemployeecompensation.Itincludesthebasicsalaryofemployees,thatis,basicsalary,suchasweeklysalary,monthlysalary,annualsalary,etc.;italsoincludesemployeeincentivesalary,suchasperformancesalary,dividends,andprofitsharing.Indirectcompensationisbenefits,includingvariousinsurancesprovidedbythecompanytoemployees,non-workingdaywages,additionalallowancesandotherservices,suchassingleapartments,freeworkingmeals,etc.

Internalreturnreferstothereturnthatemployeesfeelpsychologically,mainlyreflectedinsomesocialandpsychologicalreturns.Generallyincludeparticipatingincorporatedecision-making,gaininggreaterworkingspaceorauthority,greaterresponsibility,moreinterestingwork,opportunitiesforpersonalgrowthanddiversificationofactivities,etc.Internalreturnsareofteninvisibleandintangible.Theyarenotsimplematerialcontributions.Forcompanies,iftheyareusedproperly,theycanalsohaveagreatermotivationaleffectonemployees.However,theinternalreturnmethodinmanagementpracticeisoftenoverlookedbymanagers.Managersshouldrecognizetheimportanceofinternalreturnsandusethemrationally.

Thefunctionofsalary

Afunctionofsalary:employeeaspect

Theimportanceofsalarytoemployeesismainlyreflectedinthefunctionofeconomicprotection,incentivefunctionandsocialsignalfunctionAndotherthreeaspects.

1.Economicsecurityfunction

Fromtheperspectiveofeconomics,salaryisactuallythepriceoflabor,afactorofproduction.Thescarcehumanresourceswithcertainknowledge,skillsandexperienceareallocatedtovariouspurposes.Therefore,compensationisultimatelymanifestedasasupplyanddemandcontractbetweenthecompanyanditsemployees.Thecompanycreatesmarketvaluethroughtheworkofitsemployees.Atthesametime,thecompanyprovideseconomicreturnsforthecontributionsofemployees.Undertheconditionsofamarketeconomy,salaryincomeisthemainsourceofincomeforthevastmajorityofworkers,anditsroleinguaranteeingthelivesofworkersandtheirfamiliescannotbereplacedbyanyothermeansofincomesecurity.Ofcourse,theguaranteeofsalaryforemployeesisnotonlytomeetthebasicsurvivalneedsofemployeesintermsoffood,clothing,use,housing,andtransportation,butalsotomeetthedevelopmentneedsofemployeesinentertainment,education,andself-development.Inshort,thelevelofemployeecompensationhasagreatimpactonthelivingconditionsandlifestylesofemployeesandtheirfamilies.

2.Incentivefunction

Fromtheperspectiveofpsychology,compensationisapsychologicalcontractbetweenindividualsandorganizations.Thiscontractisdeterminedbyemployees’perceptionofcompensationstatus.Affecttheworkbehavior,workattitudeandworkperformanceofemployees,thatis,ithasanmotivatingeffect.AccordingtoMaslow’shierarchyofneedstheory,wecanfindthatemployees’needsforsalaryarerepresentedonfivelevels:first,employeesexpectthesalarytheyreceivetomeettheirbasiclifeneeds;second,employeeexpectationsTheirsalaryincomeismorestableorthepartofthestablesalaryincomehasincreased;third,employeesexpectthatthesalarytheyreceiveiscomparabletothatoftheircolleaguesandbetreatedfairly;fourth,employeesexpectthattheycanbebetterthanothersHighersalariesareusedasanaffirmationofpersonalabilitiesandthevalueoftheworktheyareengagedin.Fifth,employeesexpectthattheycangetthesalariestheyneedtoleadaricherandbetter-qualitylife,andthusenterabetterThefreestateofexistencefullyrealizesthevalueoftheindividual.Undernormalcircumstances,aftertheemployees'low-levelsalaryneedsaremet,higher-levelsalaryneedsareusuallygenerated,andemployees'salaryneedsoftencoexistatmultiplelevels.Therefore,companiesmustpayattentiontosatisfyingemployees'salaryneedsatdifferentlevelsatthesametime.

Fromtheperspectiveofmotivation,thehighertheemployee’shigher-levelsalaryneedsaremet,thegreatertheincentiveeffectofsalaryonemployees;conversely,iftheemployee’ssalaryneedsarenotmet,Itislikelytoproducenegativeeffectssuchasnegativeworkefficiency,lowworkefficiency,strainedinterpersonalrelationships,increasedabsenteeismandturnoverrates,organizationalcohesionanddecreasedemployeeloyaltytotheorganization.Infact,fromthesurveyresultsofemployeesatisfactionandorganizationalcommitmentthatwehavedoneinmanyChinesecompanies,atthisstage,Chineseemployeesaregenerallynotverysatisfiedwiththecompany’sremunerationsystemandremunerationlevels.Thissituationnotonlyexistsincompanieswithlowsalaries,butalsoinsomecompanieswithalreadyhighsalaries.Forexample,inacompanythattheauthoronceconsultedwithanaveragesalaryequivalentto1.5timesthelocalaveragesalarylevel,theoverallsatisfactionlevelofemployeeswithrespecttosalarycanonlyreach2.86pointsona5-pointscale,andonlymarketerswiththelowestsatisfaction2.36points.Thisshowsthatthesalaryissueinvolvesnotonlythesalarylevel,butalsothegapbetweentheemployees'psychologicalexpectationsofthesalaryandtheactualsalarysituationofthecompany.Experiencehasshownthatunderthesameconditions,companiesthatcannotmeetemployees'reasonablesalaryexpectationsarepronetolowemployeesatisfactionandhighturnover.

TwoSalaryFunctions:CorporateAspects

Forcompanies,theSalaryFunctionsaremainlymanifestedinthefollowingaspects.

1.Promotetherealizationofstrategyandimprovebusinessperformance

Ontheonehand,theworkingstatusofpeopleandpeopleisthecornerstoneofthesuccessofanybusinessstrategy,anditisalsothebasicguaranteeforthecompanytoobtainexcellentbusinessperformance;Ontheotherhand,withouttalkingaboutsalary,wecannottalkaboutpeopleandtheirworkingstatus.Salaryhasadirectimpactonemployees’workbehavior,workattitudeandworkperformance.Salarynotonlydeterminesthenumberandqualityofemployeesthatanenterprisecanrecruit,aswellasthestockofhumanresourcesintheenterprise,italsodetermineshowexistingemployeesareaffected.Thestateofincentivesaffectstheirworkefficiency,absenteeismrate,senseofbelongingtotheorganization,andorganizationalcommitment,whichdirectlyaffectstheproductioncapacityandproductionefficiencyoftheenterprise.Salaryisactuallyaparticularlystrongsignalthatthecompanysendstoitsemployees.Throughthissignal,thecompanycanletemployeesknowwhatkindofbehaviors,attitudesandperformanceareencouragedandcontributetothecompany,soastoguidetheemployees'workbehaviors,workattitudesandfinalperformancetowardsthedirectionexpectedbythecompanydevelop.Onthecontrary,unreasonableandunfairremunerationwillguideemployeestotakebehaviorsthatarenotinlinewiththeinterestsofthecompany,whichwillleadtodifficultiesinachievingbusinessgoalsandconfusioninvalues.Therefore,howtoimprovebusinessperformancebymakingfulluseoftheweaponofcompensationisamajorissueincorporatecompensationmanagement.

2.Shapingandstrengtheningcorporateculture

Asmentionedabove,salarywillplayaveryimportantroleinguidingemployees'workbehaviorandattitude.Therefore,areasonableandstimulatingsalarysystemcanhelpcompaniesshapeagoodcorporateculture,orplayapositiveroleinstrengtheningtheexistingcorporateculture.However,ifthereisaconflictbetweenthecompany’ssalarypolicyandcorporatecultureorvalues,itwillhaveaseriousnegativeimpactontheorganizationalcultureandcorporatevalues,andevenleadtothecollapseoftheoriginalcorporateculture.Forexample,iftheorganizationpromotesavariablecompensationplanbasedonindividualperformance(suchasthepieceratesystem),itwillplayaroleinstrengtheningindividualismwithintheorganization,makingemployeesrespectindependenceandpayattentiontoeachotherCompetition,theresultisacultureofindividualism;onthecontrary,ifthereisaprominentgrouporteamperformance-basedcomponentinthecalculationanddistributionofcompensation,itwillstrengthenthespiritofcooperationandteamawarenessofemployees,andmaketheentireorganizationbetterBecohesivetosupportateamculture.Infact,theculturalchangesofmanycompaniesareoftenaccompaniedbychangesinthesalarysystemandsalarypolicy,andevenleadbythechangesinthesalarysystemandsalarypolicy.Thisreflectstheimportantimpactofsalaryoncorporateculturefromoneaspect.

3.Supportenterprisereform

Asthetrendofeconomicglobalizationbecomesmoreandmorefierce,reformhasbecomeanormalstateinthebusinessprocessofenterprises.Itissaidthatintoday’sworld,"theconstantischange".Inordertoadapttothissituation,ontheonehand,companiesmustredesigntheirstrategies,reengineerprocesses,andrebuildorganizationalstructures;ontheotherhand,theyalsoneedtochangeculture,buildteams,andbettermeetcustomerneeds.

Diversifiedperspectivesofsalary

Sincehumanbeingsentertheindustrialsocietyfromtheagriculturalsociety,theaccompanyingemploymentrelationshiphasbecomeacommonphenomenon,andsalaryhasbecomeakindofinfluenceonmanufacturers.Variousorganizationssuchashouseholds,enterprises,andanimportantthinginthewholesociety.Thereasonwhyworkersfeelthattheirlabor(includingtime,skills,etc.)iscontributedtoanorganizationoranemployerisveryimportantbecausetheyexpecttoreceiveeconomicreturnsoreconomicremunerationcommensuratewiththevalueoftheirpersonallabor,whichisthemostrewarding.Themainformofmonetizationissalary.Therefore,salaryisnaturallyrelatedtoworkersandenterprises.Inaddition,salaryisalsorelatedtothegovernment.Whenweexamineremunerationfromthreedifferentperspectives:employees,enterprises,andsociety,wewillseethattheirfocusisdifferent,andthereareevenconflictsintheirinterests.

Theemployee'ssalaryperspective

DrawingonMaslow’shierarchyofneedstheory,wecaneasilyseethatemployeeswillhavethefollowingdifferentlevelsofneedsforcompensation.TheseneedsConversely,itcanalsoexplaintheimpactofsalaryonemployees.

First,theneedforsurvivalandstability.Undoubtedly,forthevastmajorityofindividualworkersandtheirfamilies,salaryisanimportantandevensourceofincome,anditsroleinensuringthedailylifeandnormaloperationofworkersandtheirfamiliesisother.Thereisnosubstituteforanymeans.Ontheonehand,theroleofsalaryforworkersisnotonlytomeetthebasicsurvivalneedsoffood,clothing,housingandtransportation,butalsotomeettheneedsofemployeesinentertainment,children'seducation,andself-development.Ontheotherhand,salarymustnotonlymeetthecurrentlifeanddevelopmentneedsofworkersandtheirfamilies,butalsomeetthebasicneedsofworkersafterretirementorunderunknownriskssuchasillnessandunemployment.Inshort,salaryhasagreatimpactonthelivingconditions,lifestyleandqualityoflifeofemployeesandtheirfamilies,andemployeesalwaysexpecttheirsalarylevelstobecontinuouslyimprovedwhilemaintainingsufficientstability.

Secondly,theneedforstatusandrespect.Foremployees,salaryhasanimportantsignalingfunction.Thisisbecauseinmodernsociety,becausepeoplefrequentlymovebetweencompaniesandevenbetweenregions,inarelativelysolidifiedtraditionalsociety,thesignalsusedtodetermineaperson’ssocialstatus,suchasage,origin,andfamilypowerWaitforthegradualdecline,andsalary,asanimportantmarketsignalthatcanbeeasilyidentifiedandcomparedinamobilesociety,canrepresentaperson’sleveloflifeandsocialstatustoaconsiderableextent.Peoplecanjudgeaperson'sfamily,friends,occupation,educationlevel,livingconditions,etc.accordingtoaperson'ssalarylevel.Inanorganization,therelativesalarylevelofemployeesoftenalsorepresentsthestatusandlevelofemployeeswithintheorganization,andrepresentstheorganization'saffirmationoftheindividual'sabilityandworkvalue.Therefore,theemployees'concernaboutsalaryactuallyreflectstheemployees'concernabouttheirownstatusandvalueinsocietyandwithintheorganization,andreflectstheirdesiretoberespected.Undoubtedly,employeesalwaysexpectahighersalarywhencomparedwithotherpeopleinsocietyandtheorganization.

Thethirdistheneedforfairnessandjustice.Obviously,theneedforfairnessandjusticeishumannature.Thisneedisoftenmoreprominentintheeconomicfieldthaninthepoliticalandsocialfields.Thisisbecausemoneyiseasiertoobjectivelymeasureandcomparewitheachother.Theneedsofemployeesforsalaryfairnessaremainlyinthesalarycomparisonwithsimilarpeopleinsociety,thecomparisonbetweenemployeesinotherpositionsintheorganizationandotheremployeeswithdifferentperformanceinsimilarpositions,anditisalsoreflectedinthefairnessofthesalarymanagementprocess.Somecompanieswillmeettherequirementsofsexandsoon.Thefairnesstheorytellsmethatemployeeswillcomparetheirindividualinput-outputratioswithotherstocontrolorevenlowerthecostofcompensation.Oncetheyfeelthattheircompensationisunfair,theyarelikelytotakemanyfollow-upactions,suchasfightingforcompensation.Increase.Second,salaryisthepotentialtoplayapositiveroleinreducingeffort,leavingajob,ordestroyingcorporateproperty.

Fourth,theneedforself-realization.InMaslow’shierarchyofneedstheory,self-realizationemphasizestheself-satisfactionthatapersonhastofullydevelopandutilizehistalentsandpotentials.Therefore,theoreticallyspeaking,nomatterhowhightheperformanceisandgettingahigherlevelofsalary,itcannotbeequatedwithself-realization.Butinasense,whenapersonisgettinganidealpromotionintheorganizationbyconstantlytappinghisownpotential,andthesalarylevelcontinuestorise,whenapersonmakeseveryefforttoachievehighervaluesandachievehigherproductionperformanceWhenahighlevelofperformancerewardsareobtained,compensationoftenbecomesasignalthataperson’spotentialisfullyrealized,andacertaindegreeofprofitandgreaterinvestmentcansatisfytheemployees’self-realizationneeds.Inaddition,high-levelcompensationcanalsoallowemployeestoenteramorefreestateofliving,andwillnotchoosecareersorjobsforsurvival.Onthecontrary,theyhavetheabilitytochoosejobsthataremoresuitableforthemandmorebalancedandmeaningfulthings.Achievetherealmofself-realizationmorefully.

Finally,justlikethecontinuousrevisionofMaslow’shierarchyofneedstheory,ingeneral,afterthelow-levelneedsofemployeesintermsofcompensationaremet,theyusuallyproducehigher-levelneeds.However,itcannotbeconsideredthattheprimaryneedsofemployeesintermsofsalarymustbemetfirst,andthentheadvancedneedswillbesequentiallygenerated.Infact,thesalaryneedsofemployeesoftencoexistatmultiplelevels.Therefore,companiesmustpayattentiontosatisfyingtheneedsofemployeesatmultiplelevelsofsalaryatthesametime.

Corporatesalaryperspective

Enterpriseshaveverydifferentviewsonsalaryfromemployees.Forcompanies,salaryisontheonehandanoperatingcostthathastobepaid,andontheotherhanditisameanstoattract,retain,motivateanddevelopemployees.

Firstofall,salaryisacost.Themainpurposeoftheexistenceofanenterpriseistoobtainprofit,andprofititselfisequaltothedifferencebetweenincomeandcost.Obviously,undertheconditionthattheoperatingincomeandothercostsoftheenterpriseremainunchanged,thelowerthesalarycostasapartoftheoperatingcost,themoreprofittheenterprisecanobtain.Althoughsalarycostsaccountfordifferentproportionsintheoperatingcostsofdifferentindustriesanddifferentcompanies,foranycompany,salarycostsareoneofthemostimportantcomponentsofoperatingcosts.Generallyspeaking,totalcompensationaccountsfor40%to90%ofthetotalcostofmostcompanies.Forexample,salarycostsarerarelylessthan20%ofthetotalcostofmanufacturing.Intheserviceindustry,totalsalaryaccountsforalargerproportionoftotalcosts,oftenashighas80%-90%.Byreasonablycontrollingsalarycosts,companiescanReducethetotalcostby40%~60%.Inaddition,fromtheperspectiveoftheproportionalrelationshipbetweensalarycostsandtotalincome,onaverage,salarycostsoftenaccountforabout1/4ofacompany'stotalincome.Somecompanieswilluse40%ormoreoftheirincometopaytheiremployees.Becauseofthis,companieshaveastrongincentivetocontrolorevenreducethecostofcompensation.

Secondly,salaryisaninvestment.Forcompanies,salaryisnotonlyacost,butalsohasthepotentialtoplayapositiveroleinprofit.Thisis,whenusedproperly,salarywavescanplayaroleinattracting,retaining,motivatinganddevelopingemployees.,Toguideemployeestoshowthecorrectbehaviorandresultsthatthecompanyneeds,tohelpthecompanyachievestrategicgoals,improveunlockingefficiencyandobtainhigherprofits.Inotherwords,forcompanies,reducingcostsisnotawaytoincreaseprofits.Onthecontrary,iftheincreaseinsalarycostscanhelpcompaniesattractmoretalents,thesetalentscancreatehighervalueandachievehigherproductivity,despitethefactthatthecompany’ssalaryThetotalcostishigherthanthatofitscompetitors,butintheendthecompanycanobtainhigherprofitsandagreaterreturnoninvestment.Thissituationhasbeenconfirmedinthemanagementpracticesofmanyhigh-payingcompanies.Therefore,forcompanies,themostimportantpointishowtoachievethebestbalancebetweensalarycostsandtheeconomicbenefitsgenerated.

Thesocialsalaryperspective

Salaryisalsoofgreatsignificancetosocietyandthegovernment.Thesocialgoalsofremunerationmainlyrepresentthreeaspects:promotingeconomicdevelopment,maintainingsocialjustice,andbalancingpoliticalinterests.

First,salaryshouldbeconducivetoeconomicprosperityanddevelopment.Firstofall,salaryhasaveryimportantpositionintheeconomy.About60%ofthegrossnationalproductofeachcountryisreflectedintheformofsalary.Therefore,thelevelofsalarywilldirectlyaffectthenormaloperationofthenationaleconomy.Globalization,acountry’ssalarylevelmayalsoaffectthecountry’sproductcompetitiveness.Inthepastthreedecades,Chinahasattractedalargeamountofinternationalinvestmentduetoitslowlaborcosts.Overtheyears,salarylevelshaveincreasedrapidly,andChina’slaborcostadvantagehasgraduallyweakened.Manyforeign-fundedcompanieshaveshiftedtheirproductionactivitiestoothercountriesandregions,andevendomesticcompaniessuchasFuyaoGlasshavebeguntomovetocountriesandregionswithhighlaborcostssuchastheUnitedStates.Investmentinsettingupfactories,althoughsalarycostsarenotacostfactorconsideredbyenterpriseswheninvesting,theystillhaveasignificantimpact.Secondly,salaryisapricesignalofthelabormarket.Humanresourcesinacountryareallocatedtodifferentpositions,companies,occupationsandregionsthroughsuchamarketsignal.Atthesametime,manyhumancapitaldecisionsarealsoaffectedbythepricesignalofsalary.Impact.Ifthesalaryissubjectedtotoomuchunreasonableintervention,resultingindistortionofthepricesignal,itwillhaveanadverseeffectontheefficiencyofasociety'shumanresourceallocation.Infact,theproblemofexcessivelyhighlaborcostscausedbygovernmentinterventionandotherreasonshasalwaysbeenafocusofdebate.

Secondly,compensationshouldhelppromotesocialjusticeandstability.Theoverallsalarylevelofacountry’sworkersisanimportantindicatortomeasuretheoveralllevelofthecountry’ssocialandeconomicdevelopment.Reasonablesalarycanmeetpeople'svariousneeds,continuouslyimprovepeople'squalityoflife,andpromotesocialprosperity;oncethesalarydistributionisunreasonable,especiallyifthesecurityfunctionprovidedisinsufficient,itmaycausesocialunrestandbringmanysocialproblems.Itispreciselybecausesalaryisnotonlyaneconomictransactionbetweenenterprisesandworkers,butalsoaffectsthefairnessandjusticeofincomedistributionintheentiresociety,andaffectsthestabilityoftheentiresociety.Therefore,allcountriesintheworldattachgreatimportancetosalary.Marketeconomycountrieshavealsochangedfromtheearlypaynon-interventionpolicytoformulatingaseriesoflawsandregulationstoensurethestandardizationofnewpaymanagement.Thegovernment'seffortsinthisregardmainlyfocusonsettingminimumwages,promotingequalpayforequalworkandanti-discriminationinincomedistribution,andstrengtheningsociety.Guaranteesystemconstructionandensuretimelyandfullpaymentofsalaries,etc.

Thirdly,salaryshouldbehelpfultotheinterestsofpoliticalforcesinallaspectsoffairbusiness.Salaryisnotonlyaneconomicissue,asocialissue,butalsoapoliticalissue.Employers,workers,laborunionsaslaborunions,differentpoliticalfactions,andotherpoliticalforceswillallexpresstheirpoliticalopinionswhenitcomestoissuessuchasincomedistribution,anti-discrimination,anti-poverty,andconflictsbetweencapitalandlabor.,Putforwardcorrespondinginterestappealsandpolicysuggestionsforsolvingproblems.Forexample,inamarketeconomycountrywherecollectivebargainingexists,tradeunionshaveagreaterinfluenceonthecompany’scompensationissuesandeventhecountry’srelevantlegislativecouncils.Inaddition,differentpoliticalpartiesorschoolsofthoughtexistontheextenttowhichthegovernmentshouldinterveneinthecompany’scompensationandbenefits.Differentpointsofview,forexample,thereisstillabigdebateonwhetherthegovernmentshouldimplementminimumwagelegislation.

Thepurposeofsalarymanagement

·Ensurethatthecompany'ssalaryiscompetitiveinthelabormarketandattracttalents;

·Rewardtheemployees'contributionsaccordingly,Incentivetoretainemployees;

·Combineshort,medium,andlong-termeconomicbenefitsthroughthecompensationmechanism,andpromotetheestablishmentofacommunityofinterestsbetweenthecompanyandemployees;

·ReasonablecontroloflaborcoststoensureThecompetitivenessofenterpriseproducts.

Determiningthecompensationstrategy

Theimportantbasisfordoingagoodjobofcompensationmanagementistohaveacompensationstrategythatconformstothecompany'soverallstrategy.Thecompany'sinterestscanbelinkedtotheinterestsofemployeesthroughthecompensationstrategy.,Sothatallsalaryandworkpoliciesarebased.Companiescanonlyhaveaclearcompensationstrategytomaximizetheroleofcompensationinstabilizingcoretalentsandmotivatingemployees'performance.

Typicalcompensationstrategiesincludemarket-leadingcompensationstrategies,follow-upcompensationstrategiesandconservativecompensationstrategies.

Doagoodjobevaluation

1.Clearresponsibilities.Throughjobevaluation,theoverallsituationofthejobcanbeevaluated,whichisconducivetotheclarificationofjobresponsibilities.

2.Internalfairness.Asweallknow,inthedesignofcorporatecompensation,jobevaluationisanimportantmeanstoachieveinternalequityincompensationmanagement.

Clarifysalarypositioning

1.Salarylevel.Thesalarylevelisadirectmanifestationofthemarketcompetitivenessofthecompany'ssalarysystem,whichaffectsthecompany'sattraction,motivationandretentionoftalents.Therefore,thepositioningofthesalarylevelisveryimportant.

2.Salarystructure.Thesalarystructureisnotonlydirectlyrelatedtothesalarydistributionofemployees,butalsorelatedtosalaryincentives,whichareimportantaspectsthatdirectlyaffectemployees'workenthusiasm.

Performanceappraisal

Reasonableperformanceappraisalcanalwaysdirectlylinkemployees'workperformanceandsalary,whichmakesthecompany'ssalarymanagementeasier.

1.Developmentofassessmentcontent.Intheperformanceappraisal,thespecificappraisalcontentsuchasappraisalmethod,appraisalindex,appraisalperiod,etc.shouldbedonewell.

2.Ensurethatcompensationandperformancearelinked.Manycompaniesalsoattachgreatimportancetotheimplementationofperformanceappraisal,buttheeffectisverypoor.Themainreasonisthatperformanceandcompensationarenotwelllinked.

3.Thesalaryrangeshouldbelarge.Oneofthemainfunctionsofperformanceappraisalistomotivateemployeesthroughperformancecompensation.Therefore,thecompany'ssalaryrangeshouldbeaswideaspossibleunderscientificconditions,whichcanbetterreflecttheeffectofincentives.

Designgoals

Salaryshouldplayitsduerole,andsalarymanagementshouldachievethefollowingthreegoals:efficiency,fairnessandlegality.Achievingthegoalsofefficiencyandfairnesscanpromotetherealizationofsalaryincentives,andlegalityisthebasicrequirementofsalary,becauselegalityisthefoundationofthecompany'sexistenceanddevelopment.

(1)Efficiencytarget

Theefficiencytargetincludestwolevels.Fromtheperspectiveofoutput,thefirstlevelisthemaximumvaluethatsalarycanbringtoorganizationalperformance,includingPerformanceappraisalofallemployees;thesecondlevelistocontrolthesalarycostfromtheperspectiveofinvestment.Theessenceofsalaryefficiencygoalistobringthegreatestvaluetotheorganizationwithappropriatesalarycosts.

(2)Fairnessgoal

Thefairnessgoalincludesthreelevels,fairdistribution,fairprocess,andfairopportunity.

Thefairnessofdistributionmeansthattheorganizationshouldmeettherequirementsoffairnesswhenmakingpersonneldecisionsanddecidingvariousincentivemeasures.Ifemployeesbelievethattheyhavebeentreatedunfairly,theywillbedissatisfied.Employees'perceptionoffairnessindistributioncomesfromsubjectivecomparisonoftheirworkinputandincome.Inthisprocess,theywillalsocomparewiththeirpastworkexperience,colleagues,colleagues,friends,etc.Distributionfairnessisdividedintothreeaspects:selffairness,internalfairnessandexternalfairness.Self-fairness,thatis,thesalarythatemployeesreceiveshouldbeproportionaltotheircontributions;internalfairness,thatis,thesalaryofemployeesindifferentpositionsinthesameenterpriseshouldbeproportionaltotheirrespectivecontributionstotheenterprise;externalfairness,thatis,thesameindustryandthesameregionOrsimilarpositionsindifferentcompaniesofthesamesizeshouldbepaidbasicallythesame.

Processfairnessmeansthatwhendecidingonanyrewardandpunishmentdecision,theorganization'sdecision-makingstandardsormethodsconformtotheprincipleoffairness,theproceduresarefairandconsistent,thestandardsareclear,andtheprocessisopen.

Opportunityfairnessreferstotheorganizationgivingallemployeesthesameopportunitiesfordevelopment,includingtheorganization’scommunicationwithemployeesbeforemakingdecisions,organizationaldecision-makingtakingintoaccountemployees’opinions,supervisors’considerationofemployees’positions,andestablishmentofanemployeegrievancemechanism.

(3)Legitimategoals

Legalgoalsarethemostbasicprerequisiteforcorporatecompensationmanagement.Thecompensationsystemimplementedbycompaniesisrequiredtomeettherequirementsofnational,provincialandregionallaws,regulations,andpolicies,suchasMustnotviolatetheminimumwagesystem,statutoryinsurancebenefits,salaryguidelinesystem,etc.requirements.

Ithasalwaysbeendifficultforcompaniestocarryouthumanresourceswork.Inthevaluechainofsomeenterprises,theroleofthehumanresourcesdepartmentisoftenoverlooked.Increasingpressureoncorporatelaborcostsisagoodtimeforthehumanresourcesdepartmenttocontrolcostsandincreaseperformance.So,inthefaceofsalaryincreasepressure,howcanthehumanresourcesdepartmenthelpcompaniesachieveprofitability?Inthefinalanalysis,itisstillnecessarytofightatalentstrategybattle.Needtodosalarymanagementinthefollowingaspects.

Components

Compensationincludesthefollowingfourelements:

Fixedsalary

FixedsalaryistherealizationthatdoesnotchangewithperformanceorworkresultsThesalaryitemthatchangesbydegreeisakindofsalarythatdoesnotchangeatwill.

Floatingsalary

Itisasalaryitemthatchangesdirectlyonthelevelofperformanceorthedegreeofachievementofchangesinworkresults.

Short-termincentivecompensation

Short-termincentivecompensationisacompensationplanforspecificperformancerewardswithinoneyearorless.

Long-termrewardcompensation

isacompensationplanthatprovidesrewardsforspecificperformanceforoneyearormore.

Establishingsteps

Thefirststep:designtheorganizationalstructureanddividedepartmentposts.

Step2:Conductjobevaluationandwritedescriptionsforeachpositiontodeterminethesalarylevelsystem.

Thethirdstep:Accordingtotheprofitabilityoftheindustryandthecompany,makeanannualsalarybudget,whichishowmuchmoneythecompanyintendstousetopayforsalaryandbenefits.

Step4:Formtheoverallsalary.Thegeneralsalaryiscomposedoffixedpart+floatingpart.Generally,middleandhigh-levelpositionshavealargefloatingpart,accountingfor30-50%;thebasic-levelfloatingpercentageissmall,andthefloatingpartaccountsfor10-20%.Thereareexceptions,suchasthemainincomeoftheinsuranceindustryItiscomposedoffloatingparts.

Step5:Comparepricesintheexternalmarketthroughsalaryreports,andthenmakefinaladjustmentstoachieveexternalequity.

Salaryclassification

Salaryisdividedintoeconomicsalaryandnon-economicsalary,andeconomicsalaryisdividedintodirecteconomicsalaryandindirecteconomicsalary.

Accordingtotheformofmonetarypayment,salarycanbedividedintotwoparts:

Onepartissalarypaidintheformofdirectmonetarycompensation,includingbasicsalary,bonus,performancesalary,incentiveWages,allowances,overtimepay,commissions,profitdividends,etc.;

Partofitisembodiedintheformofindirectmonetarycompensation,indirectlythroughbenefits(suchaspensions,medicalinsurance)andservices(paidleave,etc.)Salarypaid.

Paymentmethods

Therearefourbasicsofsalarypayment:position(Position),ability(Person),performance(Performance)andmarket(Place).Thisistheso-called"4P"theory.

Thelogicbehindposition-basedsalarydesignisthatthesalarypaymentshouldbedeterminedaccordingtotherelativevalueoftheposition.Thinkingdeeper,infact,thismethodistopayfortheobligationsandresponsibilitiesthatacertainpositionshouldperform,andithasnothingtodowithwhoworksinthisposition.Itcanbesimplysummarizedas"righttothematterbutnottotheperson."Theadvantageofthismethodisthatthemeasurementofjobvalueisrelativelysimple,hasstrongobjectivity,andismoresuitablefortraditionalindustriesandmanagementpositions.

Competence-basedcompensationdesignistheoppositeofposition-basedcompensation.Itiscalled"doingnotrightforpeople",thatis,nomatterwhatpositiontheemployeeworksin,nomatterwhatworkheactuallydoes,aslongashehasacertaindegreeofKnowledge,skillsandexperience,thecompanymustpayhimthecorrespondingsalary.Thisisamethodthatcaneffectivelypromotethelearningandgrowthofemployees.Generallyspeaking,R&Dpersonnelandseniormanagementpersonnelaremoresuitableforthismethod.

Performance-basedcompensationdesignisrelativelyeasytounderstand,thatis,thecompensationispaidinaccordancewiththeworkresultsofemployees.Nomatterwhatpositionheisin,whatabilityhehas,howhardheworksatwork,aslongasthefinalperformanceresultisnotgood,thenhewillnotbeabletogetthecorrespondingcompensation.Forexample,thetraditionalpieceratesystemisatypicalperformance-basedcompensationplan.Performance-basedcompensationhasstrongerfairness,flexibilityandincentives.Generallyspeaking,salespeoplearemoresuitableforthisapproach.

Market-basedsalarydesigniseasiertounderstand.Firstofall,thesalarydesignisnotblind,itshouldbemarket-oriented.Ifanenterprisewantstoretaintalents,itmustconsideritsmarketvaluetoformulateasalarymodel,andgenerallyretaintalentsatasalarystandardhigherthanthatofthesameindustryinordertoimprovetheexternalcompetitivenessoftheenterprise.

TheSixPrinciples

Theprincipleofsalarypaymentisthebasicrequirementsthatmustbefollowedtoensurethatthesalarypaymentisfullystimulated.Insummary,therearesixaspects:

First,theprincipleoftimelinessofsalarypayment.

Themonthlysalarymustbepaidonceamonth,andthetimemustberelativelyfixed.Iftherearespecialcircumstances,itmustbeclearlyexplainedtotheemployeesinadvance.Theemployee'ssalaryisnotthecharityofthecompany,butthecompany'sdebttotheemployees.

Second,thecashprincipleofsalarypayment.

Thebasicsalary,bonussalary,andadditionalsalarypaidtoemployeescanonlybepaidintheformofcash,notintheformofcorporatestocksorcorporateproducts.

Three,theprincipleoffullsalarypayment.

Thisisthatthepromisedsalarymustbeagreedontimeandpaidinfullwithoutanyclosure.Inreality,somecompaniesonlypayemployeesacertainpercentageofsalaries,andtheremainingpartofthepromisewillbefulfilledsomedayinthefuture.

Four,theagreedprinciplesofsalarydeduction.

Inenterprisemanagement,itisindispensabletoimposedisciplinaryfinesoncertainbehaviorsofemployees,suchasabsenteeism,lateness,andabsencesthatrequiredeductionofacertainamountofbasicwages,bonuswagesandadditionalwages.However,suchdeductionsmustbeclearlyagreedinadvance,andeveryemployeeisfamiliarwiththisprioragreement,andtheremustnotbeanyblack-boxoperationsorarbitraryadditionsafterwards.

Fifth,theperformance-linkedprincipleofwelfareenjoyment.

Istheenjoymentofbenefitssuchassocialinsuranceandhousingfunds.Itisrequiredthatastandardagreementonthepaymentratioandpaymentmethodmustbemadeinadvance,anditmustbelinkedtotheperformanceappraisal.ItisclearthattheperformanceappraisalscoreandtheamountandamountofemployeewelfareinsuranceEnjoytheproportions.

Six.Theguaranteeprincipleofsalaryadvance.

Undernormalcircumstances,companieswillnotallowarbitraryadvancesofwages,butthisisnotaonesizefitsall.Eachemployeefacesavarietyofproblems.Ifthesalaryadvancesaretoostrict,itwillmakeemployeesfeelthatthecompanylackshumantouch,itisdifficulttorelyonthecompanyastheirown,andthusreducethesenseofbelongingtothecompany.

Internalfairness

Features

Internalfairnessofcompensationreferstoemployees'recognitionoftherelativevalueoftheirworkwithintheenterprise.AccordingtoAdams’fairnesstheory,employeescomparetheirownpayandincomewiththoseofotheremployeesinthecompany,andthenjudgewhethertheircompensationisinternallyfair.Whenanemployeefindsthathis"income-to-payratio"isthesameasthe"income-to-payratio"ofotheremployees,hewillgetasenseofinternalfairnessincompensation;otherwise,hewillfeelinternallyunfair.Fromthis,wecanfindseveralcharacteristicsoftheinternalfairnessofcompensation:

1.Theinternalfairnessofcompensationisthesubjectivefeelingofemployees.Asasubjectivefeelingofemployees,internalfairnesshasobviousindividualcharacteristics.Firstofall,individualdifferencesdeterminethatemployees'conceptoffairnesscannotbecompletelyconsistent.Employeesjudgewhetherthecompany’sremunerationisfairandinternalbycomparingthe“income-to-payratio”,butwhatshouldbeincludedintheindividual’sincomeandpay,andhowtomeasurethetwoareoftencriticalissues.Thereisnouniformstandard.Itismostlyemployees'self-understandingandjudgment,whichiscloselyrelatedtotheindividual.Secondly,thevariabilityofindividualsdeterminesthatemployees'conceptoffairnesscannotbefixed.Eventhesameemployee'sjudgmentontheinternalfairnessofcompensationwillchangeovertimeandtheenvironment.Inaddition,intheprocessofjudging,employeesoftendonotdistinguishbetweeneffectiveandineffectivepayfortheirowninterests,andincludeinvalidpayinthecomparison,andtendtooverestimate,exaggeratetheirownpay,andunderestimatethepayofothers.

2.Internalcomparisonisawaytogenerateinternalfairness.Fairnessasarelativelybalancedpsychologicalfeelingisproducedthroughmeasurementandcomparison.Employees'senseofinternalfairnessofcompensationisobtainedthroughinternalcomparison.Therefore,withoutacomparison,employeeswillnotfeelfairorunfairabouttheirpay.

3.Theinternalfairnessofremunerationcloselyrelatedtopersonalpaymentisbasedonfairnessintheprocessandfairnessintheresults.Insalarycomparison,employeesdonotonlycomparetheirownincomewiththeincomeofotheremployeesinthecompany,butcomparetheirown"income-to-payratio"withothers.

Whatemployeesmakeisnotasimpleabsoluteincomecomparison,butacomplexrelativeincomecomparisoncloselyrelatedtopersonalcontributions.Asimpleabsoluteincomecomparisonadvocatesthefairnessof"equalizationoftherichandthepoor"and"bigpotofrice",whichisinfactthepursuitofegalitarianism.

4.Employeeswhopursueinternalfairnessrequirefairnessbasedonthefairnessoftheprocess.Whenjudgingwhetherremunerationhasinternalfairness,thereasonwhyemployeespayattentiontotheirownandothers’payisactuallytorequireremunerationtoreflectthedifferenceinlaborpay,andthepursuitofincomeandpayarepositivelycorrelated.Specifically,salaryshouldreflectthedifferentvaluecontentofvariousjobs,andreflectthedifferentpersonallaborproductivityofeachemployee.Inotherwords,employeesrequirethattheprocessofdeterminingpersonalcompensationbefair,andrequiresconsiderationofthediversityandinitiativeofemployees’labor.Theresults,thatis,personalcompensation,reflecttheabove-mentioneddifferencesinemployees’work,andthisresultisItcanbeuneven,anditshouldnotbeaverage.

5.Youcanimprovethecompany'ssalarysystemthroughasalarysurveyandcheckthesalarysurveyreport,andpursuethecompany'ssalaryleveltoreachtheleveloftheindustrytoallowthecompanytogainafootholdintheindustry.

Connotation

Accordingtothecharacteristicsofinternalfairnessofcompensation,torealizeinternalfairnessofcompensation,wemustpayattentiontothefollowingaspects:

1.PayattentiontotheinternalcompensationofemployeesTheconstructionoffairness.Sincetheconceptoffairnessprofoundlyaffectsemployees'judgmentsoffairness,companiesmustvigorouslybuildaninternalfairnessconceptconsistentwithcorporatecultureandcompensationsystemsintheprocessofsalarymanagement.Wemustdevoteourselvestoguidingemployeestoestablishreasonableevaluationstandards,establishaninternallyconsistentviewofsalaryfairness,andavoidunreasonableinternalremunerationinjusticecausedbyunreasonablefairnessstandards.

2.Theconstructionofthesalarysystemshouldreflectthediversityandinitiativeofemployees'labor.

(1)Payattentiontotherelativevalueofpositions,equalpayforequalwork,anddifferentpayfordifferentjobs.The"equalpay"heredoesnotrefertothesameabsolutevalueofsalary,butreferstothesamesalaryband.Eachpositionwithinanenterpriseisdifferentintermsofjobrequirementsandjobresponsibilities.Intheprocessofformulatingcompensation,wemustpayfullattentiontothediversityofemployees'labor,andfairlydeterminetherelativevalueofeachpositionwithinthecompany.Thearrangementofthesalarylevelsofdifferentpositionsmustmaintainfairnessandconsistency,andreflectfairnessintermsofthenumberofsalarylevels,thesizeofthedifferencebetweendifferentsalarylevels,andthecriteriafordeterminingthesalarydifference.

(2)Payattentiontoindividualperformanceanddistributeaccordingtoperformance.Distinguishthecompetent,qualifiedandunqualifiedpersonsinthesameposition,andreflectthesedifferencesinthesalarysystem.Ensurethatemployees’remunerationisconsistentwiththeirperformance,thatis,equivalenttothemarginalbenefitoflaborinasingleproductioncycle.Studieshaveshownthattheremaybeveryobviousdifferencesintheperformanceofdifferentemployeesinthesameposition,andthemoreobviousthedifferenceisinjobsthatrequirehigh-levelknowledgeandskills.

Obviously,aninternallyfaircompensationsystemmustpayattentiontowhetheremployeesreallycreatevalueandhowmuchvaluetheycreate.Therewillbeasmanyrewardsasthereareeffectivecontributions.Suchasalarysystemisfair.

3.Emphasizetheeffectiveimplementationofthesalarysystem.Theimplementationofthesystemisasimportantastheconstructionofthesystem.Onlywhenafairsalarysystemiseffectivelyimplementedcanitachieve"fairtreatmentofeveryemployee".Itisnecessarytopreventthealienationanddeteriorationofthefairremunerationsystemintheimplementation,andtopreventtheslowandineffectiveimplementationofthesystem.Toacertainextent,emphasizingeffectiveexecutionmeansemphasizingthefairnessofprocedures.Thesystemisthecornerstone,andtheprocedureistheguarantee.Afairexecutionprocedureguaranteesthetruerealizationofafairremunerationsystem.

Method

Theconceptoffairness

Establishtheconceptoffairnessoftheenterprisethroughtraining,communicationandothermethodsofbuildingcorporateculture;throughrulesandregulations,Thesalarymanualestablishesclearsalarystandardstoillustrateandstrengthenaninternallyconsistentviewofsalaryfairness.Intheconstructionandpromotionofthefairnessconcept,thecompanymustclearlydistinguishtheconceptsof"pay"and"effectivepay","revenue"and"partialrevenue",and"fullrevenue",andthenestablishaunifiedfairnessstandard.Alltheemployees'effortsintheworkare"paying",butitisnotthesameas"payingeffectively".Thecontributionthatcancreateandenhancethevalueoftheenterpriseisthe"effectivecontribution",andviceversaisthe"invalidcontribution."The"income"ofemployeesdoesnotonlyrefertomaterialreturns,butalso"totalcompensation"(totalcompensation,ortotalcompensation).

JobEvaluation

Jobevaluationisbasedonthecontributionofeachpositiontothebusinessobjectivesofthecompany,andthecomprehensivevalueofeachpositioninthecompanyEvaluationdeterminestherelativevalueofeachpositioninthecompany,soastoestablishareasonable,systematicandstableworkstructure,developaworkvaluehierarchy,anddeterminethesalarylevelandjobbenefitsofeachpositiononthisbasis.Positionevaluationisbasedontheposition,designingthesalaryfromtheperspectiveoflabordiversity,relyingonthevaluetodeterminethesalary,makingthecomparisonbetweendifferentpositionsscientificandstandard,andlettingemployeesbelievethatthevalueofeachpositioninthecompanyreflectsthecontributionofthepositiontothecompany.Becauseithasmadeaclearandcleardefinitiononthebasisofcompensation.Duetotheroleofjobevaluation,employeesarerelativelymoreacceptingofthedifferenceinvaluebetweenpositions,andtheirpsychologicaltoleranceforabsolutesalarygapsisalsoenhanced,anditiseasytoobtainasenseofinternalfairnessincompensation.

Performance-basedsalary

Salary

Thesalaryofemployeesisdividedintotwoparts:basicsalaryandperformancesalary.Thebasicsalarydeterminedbythepositionorskillispaidontimeaccordingtotheremunerationcycle,andtheperformancesalaryispaidinproportiontothepresetstandardvalueaccordingtotheresultsofeachassessment.Atthesametime,somenon-compulsorybenefits,training,spiritualrewards,promotion,etc.arealsocloselylinkedtoperformanceappraisal.Performancecompensationcaneffectivelymeasuretheeffectivecontributionofemployees,linkpersonalreturnstotheeffectivecontributionofindividualstothecompany,andemphasizetheinitiativeofindividuallabor,whichcanavoidtheunfairphenomenonof"doinggoodandbaddoingthesame".Thedevelopmentofacompleteperformanceevaluationsystemisanimportantlinkintheeffectiveimplementationofperformancecompensationandtherealizationofinternalequity.Toreflectthefairnessoftheperformance-basedcompensationdecisionprocess,wemustfirstinvolveemployeesintheformulationofperformanceevaluationstandards.Throughdiscussion,communication,etc.,employeesshouldbeinvolvedingoalsetting,sothattheycaneffectivelyexercisetheirrighttoknowandparticipate,sothattheperformancegoalssetbytheorganizationforitaremoreobjective,fairerandmoreacceptable.Second,conducteffectiveperformancefeedbackandcoachingwithemployees.Oncethegoalisset,managersmustprovideinformationfeedback,andinformationfeedbackmustbetimely.Performanceevaluationreportsarebasedonresults,whilefeedbackismoreprocess-oriented.Payingattentiontofeedbackandcounselingcaneffectivelyavoidinjusticescausedbyneglectoftheworkenvironmentanditschangesundertheguidanceofcompleteresults.Third,wemustovercomevarioussubjectiveandarbitraryerrorsinperformanceevaluation.

SecretSalary

Employees’senseoffairnessisobtainedthroughcomparison.Conversely,employees’internalunfairnessofcompensationisalsoobtainedthroughcomparison.Then,implementingasecretsalarysystemandcuttingoffcomparisonshasbecomeawaytoachieveinternalsalaryfairness.However,managersmustfullyrealizethatsecretcompensationonlyestablishesabarriertoresisttheinternalunfairnessofcompensation.Nocomparisonandnocomparisononlyavoidsthesenseofunfairnesstoacertainextent,anddoesnotdirectlyleadtotheemployees'senseofinternalfairness.Andsalarysatisfaction.Secretcompensationcannotbeusedasacoremethodforcompaniestoachieveinternalcompensation.Onlysecretpaybasedonafairpaysystemcanplayadefensiveroleforalongerperiodoftime.

Supervisionandcommunication

Introduceasupervisionmechanismtoensuretheeffectiveimplementationofthesalarysystem.Supervisioncanbeimplementedthroughsuperiorsandthesamelevel.Forexample,whenapprovingemployeeperformanceremuneration,wecanadoptthemethodofsuperiorsuggestionandstep-by-levelappraisal.Inthisway,toohighortoolowjudgmentscausedbyconflictsbetweensuperiorsandsubordinatesorexcessiveintimacycanbeavoided;atthesametime,theinter-levelapprovalalsoallowsmanagerstoexaminetheinternalfairnessoftheemployee’sperformanceandcompensationfromahigherlevel,reducingthelimitedperspectiveIgnoretheinternalbalanceoftheorganization'soverallcompensation.Ofcourse,thebestsupervisionisemployeesupervision.Managersmustestablishacommunicationmechanism,buildanefficientcommunicationplatform,conductactivesalarycommunicationwithemployeesthroughinterviews,surveysandothermethods,givefullplaytothesupervisoryroleofemployees,andensurethatafairsalarysystemcanbeimplementedfairly.

StrategyDesign

Determiningthecompensationstrategycanbeconsideredfromthreeaspects.

Firstly,atwhichstagethecompanyisinthelifecycleoftheorganization,atitsinfancy,thecompanydidnothaveaclearjobdescription.Atthistime,externalfairnessisoftenmoreimportantthaninternalfairness.Thesystemdesignmustconsiderattractingspecialtalents.Theflexibilityofthecompany,andthesalarystructureshouldbemoreflexible,short-termincentivesareoftenmoreimportant.Inaddition,thestrategiesadoptedinthegrowthphase,maturityphase,anddeclinephasearedifferent.

Second,thecompany’sbusinessoperationscanbedividedintothreevalueprinciples:productorientation,operationcostorientation,andcustomerintimacyorientationbasedoncustomervalue.Eachvalueprincipleadoptsdifferentcompensationstrategies.

Third,thecompensationstrategyadoptedbydifferentculturalpositioningisalsodifferent.Whenconsideringtheculturalperspective,youcanconsiderthecompany'sprocessandresults,thecompany'sopenandclosedculture,andthefocusonteamsandindividuals.

4Pmode

P1:Positioningstrategically-Price[Setsalarypriceaccordingtocorporatestrategy]

P2:Gradingbyposition-Position[Determinethelevelaccordingtothejobrequirements]

P3:Determinesalarybasedonability-Person[Determinesalarybasedonpersonalability]

P4:Determineawardbasedonperformance-Performance[AccordingtoindividualPerformance,bonuses]

1.Humanresourcemanagementandsalarymanagementunderthebackgroundofdramaticchangesinthebusinessenvironment

1.Difficultiesandeasesinsalarydesign

2Theconceptandmodelof"4P"salarydesign

II.P1of"4P"salarymanagementsystemdesign:

——Payingfortheposition(Position)

3.Positionanalysisandsorting

4.Howtopassthepositionevaluation(emphasisonthepointfactorevaluationsystem)tocorrectlyreflectthevalueoftheposition

5.DemoofDehanPositionEvaluationSoftware

3.P2of"4P"salarymanagementsystemdesign:

——Payingforthemarket(Price)

6,2009salarystatusandhotspotsinmajorindustriesDemonstration

7.Howtoconductasalarysurveyandusethedataobtainedcorrectly

8.Howtodesignacompetitivesalaryplan

9.Reasonablepositioningofpositioncompensationtooptimizetotalcompensationplan

10.Selectionofcompensationstructureanddeterminationofstructuralparameters

11.Broadbandstructure

12.SalarypositioningandStructuraldesignpracticalcasedemonstration

13.Howtolinkemployeeabilitieswithsalary

14.Howtodesignsalarytoattractandmotivateknowledgeworkers

5."4P"P4ofSalaryManagementSystemDesign:

——PayingforPerformance

15.Choiceofperformance-basedrewardmodel

16,Howtostrengthensalesforcethroughsalary

6.Salaryincentivesformanagers

17.Salarystrategyformanagers

18.Short-termandlong-termincentivesformanagersPlan

19.Employmentagreementandperformanceevaluation

7.Benefitsandnon-cashrewards

8.Corporatecultureandsalarymanagement

20.Integratesalary,behavior,cultureandstrategy

21.Howtolinkperformancewithannualsalaryadjustments

Settingfactors

Internalfactors

1.Thebusinessnatureandcontentofthecompany

2.Thecompany’sorganizationalculture

3.Thecompany’sabilitytopay

4.Employees.

Externalfactors

1,socialawareness

2,locallivingstandards

3,nationalpoliciesandregulations

4.Thehumanresourcesmarketsituation.

Designprinciples

Whendesigningcompensation,certainprinciplesmustbefollowed.Theseprinciplesincludestrategicorientation,economy,embodyingemployeevalue,motivation,relativefairness,andexternalcompetitiveness.

1.Theprincipleofstrategicguidance

Theprincipleofstrategicguidanceemphasizesthatwhencompaniesdesigncompensation,theymustanalyzefromtheperspectiveofcorporatestrategy,andthecompensationpoliciesandsystemsformulatedmustreflecttherequirementsofcorporatedevelopmentstrategies.

2.Theeconomicprinciple

Theeconomicprincipleofsalarydesignemphasizesthatthecompanymustfullyconsiderthecharacteristicsofthecompany'sowndevelopmentandtheabilitytopaywhendesigningthesalary.Ithastwomeanings.Intheshortterm,afterdeductingvariousnon-labor(humanresources)expensesandcostsfromthecompany’ssalesrevenue,itmustbeabletopayallemployeesofthecompany;inthelongterm,thecompanyispayingallemployeesAftercompensatingthenon-laborexpensesandcosts,theremustbeasurplus,soastosupportthecompany’sadditionalandexpandedinvestmentandachievesustainabledevelopmentofthecompany.

3.Reflecttheprincipleofemployeevalue

Modernhumanresourcemanagementmustsolvethethreebasiccontradictionsoftheenterprise,thatis,thecontradictionbetweenhumanresourcemanagementandenterprisedevelopmentstrategy.Thecontradictionbetweenemployeedevelopmentandthecontradictionbetweenemployeecreationandemployeetreatment.

4.Theprincipleofincentiveeffect

5.Theprincipleofrelativefairness(internalconsistency)

TheprincipleofinternalconsistencyistheprincipleofSmith’sfairnesstheoryinsalarydesignApplication,itemphasizesthatcompaniesshould"abowlofwaterandwater"whendesigningcompensation.Theprincipleofinternalconsistencycontainsseveralaspects.Thefirstishorizontalfairness,thatis,thesalarystandardsandscalesamongallemployeesofthecompanyshouldbeconsistent;thesecondisverticalfairness,thatis,thecompanymusttakeintoaccountthehistoricalcontinuitywhendesigningthesalary,thepastinput-outputratioofanemployeeandeventhefutureAllshouldbebasicallythesame,andthereshouldbesomegrowth.

6.Theprincipleofexternalcompetitiveness

Theprincipleofexternalcompetitivenesshasbeenmentionedbefore,anditemphasizesthatcompaniesmusttakeintoaccountthesalarylevelandcompetitorsofthesameindustrywhendesigningsalary.Thesalarylevelofthecompanyensuresthatthesalarylevelofthecompanyhasacertaindegreeofcompetitivenessinthemarket,andcanfullyattractandretainthestrategicandkeytalentsrequiredforthedevelopmentofthecompany.

Operationmode

Theoperatingmodeofsalaryincludeshighelasticitymode,highstabilitymodeandcompromisemode.

Inthegrowthperiodofthecompany,itisnecessarytoadoptahighlyelasticsalaryoperationmode,reducetheproportionofrigidsalaryandincreaseflexiblesalary.Ahighpercentageofbonusesandallowanceswillgreatlystimulatetheenthusiasmofemployeesandtaptheirpotential,whichisalsoinlinewiththeneedsofenterprisestorapidlyincreaseproductivityanddeveloprapidlyatthisstage.

Inthematurestageoftheenterprise,itisnecessarytoadoptahighandstablesalaryoperationmode.Atthistime,theenterprisemustmaintainthecurrentoperatinglevel.Atthisstage,thepotentialofincreasinginvestmenttoimproveproductionefficiencyisverylow,andcompanieshopetostabilizeexistinghumanresourcesandusetheirhighproportionofproductmarketsharestoobtainhighprofits.Ahighproportionofrigidsalaryisconducivetothestabilityofpersonnel,promotescompaniestomaintainprofitsandprotectthemarket.

Intherecessionstageofthecompany,itisnecessarytoadoptamid-remunerationoperationmodel.Atthistime,thecompanyurgentlyneedstocollecttheavailableprofitsandinvestelsewhere.Atthisstage,thecompanyfocusesoncontrollingorevenreducingcosts,andachievesthisgoalbygraduallyreducingtheproportionofflexiblecompensation.Thecompromisedsalaryoperationmodeisconducivetothesmoothexitofthemarketcompetitionwithminimallosses.

Inthisway,employeeshaveastrongsenseofsecurity,buttheyarepoorlymotivated;thecompromisemodelemphasizesthemoderatedifferenceandrigidity,balancestheratioofbasicsalaryandbonus,andpaysattentiontobenefits,allowancesandinsurance.effect.Thisapproachalsotakesintoaccountthesafetyofemployeesandthemotivationofthecompany'sgoals.

Asenseofunfairness

First,makeclearthedifferencebetweenpayingandeffectivepaying,incomeandpartialincome,fullincome,etc.

EverythingaboutemployeesatworkEffortis"paying",butitisdifferentfrom"payingeffectively".Onlywhatreallycreatesvalueforthecompanyis"payingeffectively".Onlyby"payingeffectively"canemployeesearnincome.Ifyouarenotbusy,youshouldmakemoremoney.,Thereisnovalueinfuriously.Inadditiontosalaryincome,employees’“income”alsoincludesnon-materialreturnssuchastraining,promotionopportunities,developmentopportunities,psychologicalincome,andqualityoflife.Byclarifyingtheseconcepts,employeescanhaveascientificunderstandingwhenmeasuringtheircontributionsandreturns,therebyreducingtheirsenseofinjustice.

Secondly,increaseemployees’awarenessofthevalueoftheirpositionsthroughopenjobevaluationmethods

Jobevaluationisacomprehensiveevaluationofthevalueofeachpositioninthecompany,throughjobevaluationThetrainingallowsemployeestounderstandthescientificnatureofjobevaluation.Throughopenandseriousjobevaluation,employeescanfeelthefairnessoftheevaluationprocess.Bychoosingexperiencedandcapableexpertsfromthecompanyasthemainbodyofevaluation,employeescanfeeltheaccuracyofevaluation.Acknowledgeandaccepttheresultsofjobevaluationfromthebottomofmyheart,linkthevaluedifferenceofjobevaluationwiththesalarydifference,avoiddistrustofemployeesanddoubtsaboutfavoritismanddiscriminationcausedbythevaguedefinitionofsalarybasis,andenableemployeestorationallyunderstandthedifferenceinsalarywithinthecompany.Whenourcompanyisdoingjobevaluation,itisoftenregardedasamatteroftheseniormanagementormanagementteam,andoftenonlyinformsthebottom-levelemployeesoftheconclusion.Infact,thisonlyplayedhalfoftheroleofthejobevaluation,andletthebottom-levelemployeesunderstandmore.Eventheselectionofrepresentativestoparticipateisessentialfortheapprovaloftheevaluationresults.

Third,strictlyimplementtheperformanceappraisalsystem

Notonlyperformancepaymustbestrictlybasedonperformance,othernon-mandatorybenefits,training,spiritualrewards,promotion,etc.arealsorelatedtoperformanceTheappraisaliscloselylinked,andtheperformanceappraisalsystemisstrictlyimplementedtoavoidtheunfairphenomenonof"doinggoodandbad".Atthesametime,employeesshouldbemoreinvolvedintheentireevaluationprocesstoincreasetransparency,sothatemployeescaneffectivelyexercisetheirrighttoknowandparticipate.Thismakestheperformanceappraisalmoreobjective,fairer,andmoreacceptable,therebyreducingthesenseofunfairness.

Fourth,SecretSalary

Cutoffcomparisonisalsoamethod,butthismethodonlyavoidsthesenseofunfairnesstoacertainextent,andisnotdirectlydirectedTheemployees'senseofinternalfairnessandsalarysatisfaction,sotheuseofsecretsalaryalsoneedstobeselectedaccordingtodifferentsituationsoftheenterprise.

Managementandcontrolmode

Thesalarymanagementandcontrolmodeisanextensionandrefinementofthegroupmanagementandcontrolmode,andcannotexistindependentlyofthegroupmanagementandcontrolmode.Therefore,beforeestablishingthesalarymanagementandcontrolmodel,itisnecessarytoclarifythegroupmanagementandcontrolmodel,clarifythegroupstrategy,andthegroup'spositioningandrequirementsforitssubsidiaries.

Theso-calledmanagementandcontrolmeansmanagementandcontrol.Therearethreecorepoints:howtodecentralize,howtorestrictandhowtocoordinate.Accordingtothedegreeofdecentralization,thegroupmanagementandcontrolmodelcanberoughlydividedintothreetypes:financialcontrol,strategiccontrol,andoperationcontrol.Thesalarycontrolmodelofgroupcompaniescanalsobedividedintototalcontractualandstrategiccontrolaccordingtothedegreeofdecentralization.,Threestandardcontroltypes.

Justasthegroupmanagementandcontrolmodelcanberoughlydividedintothreetypes,therewillbemanydifferentchoicesdependingonthesituationoftheenterprise,andthesalarymanagementandcontrolmodelwillalsoderivemanytypesonthebasisoftheabovethreetypes.Differentchanges.Inactualoperation,thefinalcontrolmodeneedstobedeterminedaccordingtodifferentinfluencingfactors.

Inadditiontothegroupmanagementandcontrolmodel,thefactorsthatinfluencethecompany'schoiceofcompensationmanagementandcontrolmodeinclude:subsidiarymaturity,industrycharacteristics,businessrelevance,andsubsidiaryimportance.

CompensationStrategy

Afterestablishingthecompensationmanagementandcontrolmodel,animportantpartofcompensationmanagementandcontrolistodeterminethecompensationstrategyofthegroupcompanyanditssubsidiaries.

Usually,compensationstrategyincludesthreestrategies:salarylevelstrategy,salarystructurestrategy,andsalaryincentivestrategy.Whendeterminingthecompensationstrategyforitselfanditssubsidiaries,thegroupcompanyissimilartothatofasinglecompany.Italsoneedstoconsiderthefollowingfactors:

1.Corporatestrategy

Thecorporatestrategyorientationdeterminesthebasiccompensationstrategy.Direction,differentstrategiesshouldcorrespondtodifferentcompensationstrategies:

2.Enterprisedevelopmentstages

Subsidiariesindifferentdevelopmentstagesshouldadoptdifferentcompensationstrategies:

Start-upperiod:Inordertoattracttalents,companiesinthestart-upperiodshouldpayattentiontotheexternalcompetitivenessofcompensation.Therefore,forcoretalents,theymustadoptacompensationstrategythatisappropriatelyhigherthanthemarketlevel.Atthesametime,thecompany'sfundsinthestart-upperiodneedtofocusonproductionandoperation.Forgeneralemployees,aremunerationstrategyofthegeneralmarketlevelshouldbeadopted.Intheearlystageofthecompany'smaintaskistoopenupthemarket,sothesalaryshouldincreasethefloatingratioandbecloselylinkedtothecompany'sperformance.

Risingperiod:Companiesintherisingperiodhaverapidbusinessdevelopmentandrapidcapitalinflows.Therefore,ontheonehand,companieswillincreasefixedsalaryandbenefits,andontheotherhand,theywillincreasetheproportionofpersonalperformanceandsalary.

Maturityperiod:Thecompany'smarketinthematureperiodhasformedscale,profitshaveincreasedsignificantly,andcorporatemanagementhasbecomemoremature.Therefore,thecompensationsystempaysmoreattentiontointernalfairnessandwillfurtherincreasetheproportionoffixedcompensationandbenefits,Andwillreducetheproportionofperformancepay.Companiesatthisstagerelymoreonthejointeffortsoftheteamtocreateperformance,soperformancecompensationwillbemainlyrelatedtoteamperformance.

Recessionperiod:Thesalesandprofitsofcompaniesinarecessionperiodwilldropsignificantly,sotheyoftenadoptsalarylevelsthataresynchronizedwiththemarket.Atthesametime,sinceitisdifficultforemployeestoimprovetheirperformanceduetotheirhardwork,theproportionoffixedsalarywillbefurtherincreasedtoreflecttheguaranteefunctionofsalary,butatthesametime,companiesmuststrictlycontroltheproportionoflaborcostsbasedonpercapitalaborefficiency.

3.Corporateculture

Differentcorporatecultureswilldeterminethefocusanddirectionofincentives,andthereforealsoaffectthecompensationstrategy.Forexample,instate-ownedenterprises,thesalarygapbetweentheseniorandthegrassrootsisnoteasytobetoowide.Inanenterprisethatencouragesinnovationandopenness,thesalarylevelshouldnotbetoohigh,andthefocusshouldbeonmotivatingemployeestoimprovetheirskills.

Inadditiontotheabovefactorswhenformulatingremunerationstrategies,groupcompaniesstillhaveuniquefeaturesthataredifferentfromindividualcompanies:

1.Howtomaintaininternalfairness,especiallythesameThefairnessbetweenthetypes,thesamelevel,andinterchangeablepositions.Whenthesepositionsareinsubsidiariesindifferentregionsanddifferentindustries,thegroupcompanymustmakeadecisionwhetherandhowtomaintaininternalfairness.

2.Howtomaintainexternalcompetitiveness,especiallytheexternalcompetitivenessofsalariesforpositionswithobviousindustrycharacteristicsindifferentindustries.Foradiversifiedgroupcompany,itmustbeclearandrelevantTargetedcompensationstrategiestoattract,retainandmotivatetalentsintheseindustries.

3.Howtoestablishasustainablesalarypaymentconcept,includinghowtoreflecttheaccumulatedhistoricalcontributionsofemployees,howtomotivatethegrowthofemployees’capabilities,andwhetherpersonalperformancebonusesaremorecloselylinkedtotheoverallperformanceofthesubsidiaryorshoulditbeinlinewithPersonalperformanceismorecloselylinked,orlinkedtoteamperformance.Doesthegroupcompanyencourageinnovation,orencouragethecreationofgoodperformanceforcustomers,orencouragecostsavings?

Totalcompensation

Regardlessofthedegreeofcontrol,thegroupcompanyalwaysneedstoapprovethetotalcompensationofitssubsidiaries.

Forthemanagementandcontrolofthetotalsalary,thesingleenterprisemainlyconsidersthecontroloflaborcosts,andthegroupenterpriseismoreimportanttothebalanceofincentivesandconstraintsofthesubordinateenterprises.Thegroupcompanynotonlyhastopreventitssubsidiariesfromusingvariousnamestopaysalaries,whichwillleadtoexcessivelaborcostsandcannibalizethecompany'snetprofits.Itisalsonecessarytoincentivizethesubordinatecompaniesthatreallyworkhard,sothattheyarewillingtocreatebetterperformance.

1.Groupcompaniesoperatingacrossregions

Forgroupcompaniesoperatinginthesameindustryandacrossregions,thekeypointsforapprovingthetotalremunerationoftheirsubsidiariesItliesin:howthegroupcompanyanditssubsidiarycompaniesagreeonthestandardsofrelevantindicators,orhowtosetthestandardsofindicatorsthatdeterminethetotalremuneration,soastoachieveabalancebetweenconstraintsandincentives.

Generally,ifthemethodofapprovingthetotalsalaryisapurelylinearincrease,thatis,whenthetotalsalaryincreaseswiththeincreaseinthecompletionrate,thesubsidiarycompaniesalwaystendtosetalowerStandards,whilegroupcompaniestendtosethigherstandards.Therefore,acertainmethodneedstobeadoptedtoguidethesubordinateenterprisestomeettherealitywhenformulatingbudgetgoals,andtogivefullplaytotheirabilitieswhencompletingthegoals.

2.Diversifiedoperatinggroupenterprises

Fordiversifiedoperatinggroupenterprises,thekeypointforapprovingthetotalsalaryofsubordinatecompaniesis:howtosetanddeterminethesalaryThetotalindicator.Sincethesubordinatecompaniesareindifferentindustries,differentstagesofdevelopment,anddifferentoperatingmodelsandprofitability,itisunreasonabletousetheabsolutevalueorcompletionrateofprofits(orrevenue)toverifythetotalremunerationofsubordinatecompanies.Itshouldbedeterminedbyacombinationoffourtypesofindicators:absolutevalue,growthrate,relativevalue,andpercapitalaborefficiency.

Absolutevalueindicators:revenue,profit,outputvalue,EVA,etc.ortheplannedcompletionrateoftheaboveindicators;

Growthindicators:incomegrowthrate,profitgrowthrate,outputvaluegrowthrate,etc.;

Relativevalueindicators:returnoninvestment,profitcontributionrate,profitgrowthcontributionrate,etc.;

Percapitalaborefficiencyindicators:suchaspercapitaincome,percapitaprofit,percapitaoutputvalue,100yuanLaborcost,profit,etc.

Payattentiontodetails

Inspecificoperations,therearesomedetailsthatarepronetoloopholes,whichrequirespecialattentionfromgroupcompanies:

1.Regulatethesalaryofsubordinatecompanies,WelfareProjects

Afterdeterminingtheremunerationstrategyofitssubsidiariesandapprovingthetotalremuneration,thegroupalsoneedstopayattentiontostandardizingtheremunerationandwelfareprojectsofitssubsidiariestopreventitssubsidiariesfromsettingupvariousnon-standardremunerationandwelfareprojectsTochangetheestablishedremunerationstrategyorbreakthroughthetotalremuneration,themostimportantofwhichissomeitemsthatappearintheformofexpensesorbenefits.

2.Regulatetheremunerationofdirectors,supervisors,managementandfinancialpersonneldispatchedbygroupcompanies

Inagroupenterprisethatadoptsakeypersonneldispatchsystem,itisalsonecessarytopayattentiontothedispatchedpersonnelofthegroupcompanyTheremuneration,especiallytheremunerationofdirectors,supervisors,managementandfinancialpersonnel.Becausethesepeoplearethekeytoworkingonbehalfofthegrouptoprotecttherightsandinterestsofshareholders,iftheylosecontrolovertheirremunerationsettingsandpayments,itisverylikelythatshareholders'rightsandinterestswillnotbeproperlyprotected,andthemanagementandcontrolofthegroupwillalsogetoutofcontrol.

FiveStrategies

Awareness

Inthepast,ourmindsetwasthatourcountry’slaborcostswerelow.Itwasrightatthattime,butitmightnotberight.Thesooneryouhavesuchanunderstanding,thebetter,andthemorehelpfulitwillbetothecompany'scompensationsystem.Maybewecan'ttalkabouttheeraofhighlaborcosts,butweareenteringtheeraofhighlaborcosts.Especiallyhigh-endmanagers,marketersandtechnicians,theirsalarieshaveenteredtheeraofhighlaborcosts.Forexample,ifyouwanttohireagoodprogramdeveloperandbeateamleader,youmayget200,000ayear.Ifyouwanttohireasalesleader,with3yearsand5yearsofexperienceandgoodtalent,youwillhave15-200,000,andthepossibilityofhimleavingthecompanyatanytimecannotberuledout.Itshouldbesaidthatourlaborcostsareslowlyenteringtheeraofhighlaborcosts.Thisisthefirstcountermeasuretochangeourthinkingandrealizethatweareabouttoentertheeraofhighlaborcosts.

TheeconomistLewishasasayingcalledtheunlimitedlaborsupplymodel,whichmainlymeansthatnomatterhowmanypeopleacountryabsorbsintothelaborforce,wagescanbeconstant.Forexample,acertainpositioninanenterprisehasafixedsalaryof1,000yuan,andyoucanhireasmanypeopleasyouwant.Ifthisconceptofunlimitedlaborsupplyisestablished,itmaybeconsistentwithChina90or95yearsago,thatis,laborcostscanbasicallyremainunchanged,andyoucanhireasmanyasyouwant.Forexample,forawaiterpositioninahotel,employeescomeandgo,andthesalaryof600yuan/person/monthpersistsfor10years.Thisisthemodelofunlimitedsupplyoflabor.SomeeconomistsaretalkingabouttheLewisturningpoint,whichmeansthattheturningpointfromsurpluslabortoshortage.Toincreaselabor,wagesmustbeincreased.TheauthoragreeswiththisviewthatChina'slaborsupplyisalreadyataninflectionpoint.ThearrivaloftheLewisturningpointindicatesthattheeraofunlimitedsupplyofsurpluslaboriscomingtoanend.Realizingthisisthefirstcountermeasure.

Payattentiontototalcompensation

Learntousetotalcompensationinsteadofmonetarycompensationtosolveproblems.Theroleofmonetarycompensationislimited,limitedbytheabilitytopayandemployeeperception.Monetaryrewardsfollowthelawofdiminishingincentives.Astimegoesbyandincomeincreases,theestablishedmonetaryrewardwillnolongerhaveanyeffectafteracertainpointintime.Forexample,adding10yuantotheemployee'ssalarywillnolongerhaveanyeffect.Ontheonehand,theabilitytopayislimited;ontheotherhand,themarginalutilityofincentivesisdiminishing.Ifyoualwaysmakeafussaboutmonetaryrewards,youwillgointoadeadend.Inasense,thethinkingofourChinesecompany'ssalarymanagers,orthethinkingoftheentirecompany'ssalarymanagement,ismonetarycompensationorientedratherthantotalcompensationoriented.Thearticleswewriteoftenfocusonmonetaryrewards,splitlikethistoday,andassessmentlikethattomorrow.

Thereisanotherviewontotalcompensation.Thereallycorrectapproachistotreatmonetarycompensationasahealthcarefactorandnon-monetarycompensationasanincentivefactor.Thehealthcarefactoristhatyoudon'tgivememuch,andyouwillscoldyouifyoudon'tgiveittome.Themotivationfactoristhatifyoudon'tdoitforme,Iwillbemotivatedifyougiveittome.Monetarycompensationisthehealthfactor,andpraiseisthemotivatingfactor.Ifweregardmonetaryrewardsasincentives,weareactuallygoinginthewrongdirection.Ifyouignorethemotivatingfactoritself,youdonotuseit,infact,itisbecausewedonothaveagoodvision.Theimplicationofthisviewisthatifyoudosalary,itisbesttogiveemployeesthemonetarycompensation,andthentheincentivedesignmainlyfocusesonnon-monetarycompensation.ThisiswhyIhavealwaysadvocatedahighbasesalaryandalowbonus.Theideaoftotalcompensationistosavelaborcostsbyusingmorenon-monetarycompensation.Thisisthesecondstrategy.

Salaryisaboutbuyingsmartsinsteadofhardwork

TheaverageweeklyworkinghoursofAmericansmaybeshorterthanthatofChinese,butourproductivityisonlyone-tenthoftheirs.Weworklongerhours,resultinginlowerproductivity,andtheyhaveshorterhours,buttheyhavehigherproductivity.Whatisthereason?Thereasonisthattheirsalarysystemismoreaboutbuyingsmart,andoursalarysystemismoreaboutbuyinghard.管理学里面有一个很重要的命题和说法是这样的，是让员工更加聪明地工作还是更加辛苦地工作，是管理水平的分水岭。如果让大家选择，毫无疑问，选择聪明而不是辛苦，但是这个不是说不要辛苦，而是要注意薪酬管理的目标。薪酬管理的重点目标是鼓励员工聪明地工作，而不是鼓励员工辛苦地工作。

一般说聪明工作两个法宝，一个是团队合作，第二个是员工参与。美国人的激励计划90%是团队激励的，中国人的激励计划90%是个人激励的。我想说的意思是，实际上未来应对薪酬增长的一个方法论就是，通过更多地鼓励聪明从而提高员工的绩效，最终间接地节省劳动成本。薪酬鼓励聪明，而不是鼓励辛苦，这样可以大幅度提高绩效，从而间接节省劳动成本。这个无极限，通过聪明提高绩效，节省劳动成本无极限。我经常爱说的一句话是辛苦有极限，聪明无止境。

提高绩效工资的比重

第四个是提高绩效工资的比重，这个我可能想得不太透。我一直的主张是高底薪低奖金。但是如果要使劳动成本更便宜的话，薪酬的灵活性就非常关键。基本薪酬是固定成本，奖金是变动成本。基本工资可以比喻为航空公司购买的飞机，从北京飞到上海，固定的费用是没有变化的，坐一个人也开一趟，坐两个人也开一趟。那如果要使劳动成本变得比较容易，当然是变动部分比较多会比较好，但是联系到上一条建议，买聪明不买辛苦，中国企业未来如果要设计绩效薪酬的话，要更多以团队为基础，而不是以个人为基础，以鼓励员工参与为基础，而不是以排斥员工，所以这个绩效工资管理方法应该采用聪明的绩效管理方法。

增加劳动时间

美国的经验之一，应对劳动成本上涨比较好的方法是，延长劳动者的加班时间而不是雇佣新员工。雇佣新员工会增加固定成本，比如福利和固定报酬。延长劳动时间只是增加加班成本，而且不用费那么多培训费和解雇费用。所以，在延长工作时间上做文章而非在新增加劳动力上做文章，我觉得是应对工资上涨可以考虑的策略。

总之，抛弃低劳动成本意识，善用总体薪酬，买聪明而不是买辛苦，提高绩效工资的比重，增加劳动时间而不是新雇佣员工，这是企业应对工资上涨的五大策略。

组合设计

管理序列

（不含高管人员）

年度总收入=年度基本收入+年度其他收入=（月度固定工资+月度/年度绩效工资+年度延迟支付工资）+（企业业绩分享+年功工资+各类补贴或补助）

职能序列

年度总收入=年度基本收入+年度其他收入=（月度固定工资+月度绩效工资+年度延迟支付工资）+（企业业绩分享+年功工资+各类补贴或补助）

技术序列

年度总收入=年度基本收入+年度其他收入=（月度固定工资+月度绩效工资+项目奖金+年度延迟支付工资）+（企业业绩分享+年功工资+各类补贴或补助）

销售序列

年度总收入=年度基本收入+年度其他收入=（月度固定工资+佣金/提成+销售奖金+年度延迟支付工资）+（年功工资+各类补贴或补助）

操作序列

年度总收入=年度基本收入+年度其他收入=（月度固定工资+计件/计量/计时工资+年度延迟支付工资）+（年功工资+各类补贴或补助）

薪酬原则

公平性

外部公平：根据劳动力市场的薪资水平确定企业薪资标准。

内部公平：同种职位、同等绩效薪资相等；不同职位，不同绩效薪资差别合理，坚持按劳分配。

合法性

薪资制度必须符合党和国家的政策与法律,如有关最低工资、职工保险等问题的法律法规等。

竞争性

企业制定的薪资标准应该在社会上和人才市场中有吸引力。

激励性

薪资标准应对员工有吸引力，且企业内部各级、各类职务的薪资水准应适当拉开差距，以调动员工的工作积极性，提高劳动生产率。

经济性

较高的薪资水准能提高其竞争性与激励性，但也必然导致人力成本上升。

一套经济合理的薪资制度应当既保持最大可能的劳动生产率，又能保持企业产品的市场竞争力。

四大类

对企业人力资源管理来说，薪酬制度无疑是基础而核心的内容，由于薪酬的敏感性和重要性，所以企业建立合理的薪酬制度是非常必要的。倘若企业的薪酬制度存在不科学不合理的问题，那么不仅会影响员工满意度，导致员工工作积极性下降，严重的话还可能会导致员工的离职，从而影响企业的稳定。

在企业薪酬制度中，其实有多重分类，每个分类都是不相同的，一般主要分为岗位、技能、市场和绩效四种，企业可以根据自身发展实际进行合理的选择。

一、以岗位为导向的薪酬制度

该制度主要以岗位为主，但并非全部只按照岗位来执行，就是企业在做好岗位评价的基础上，根据岗位的重要性、对企业的贡献，岗位的难度进行薪酬的确定。不过这种薪酬制度模式不适合单独使用。

二、以技能为导向的薪酬制度

这种薪酬制度在民营企业中应用比较多，主要是以能力定薪酬，具有较强的公平性，其实和传统的“多劳多得”道理差不多。不过这种薪酬制度容易出现薪酬差异化，企业还需要这方面的管理。

三、以市场为导向的薪酬制度

这种薪酬制度相对来说是非常合理的，因为薪酬的确定都是依照市场进行，不仅可以体现出很好的公平性，而且有利于企业薪酬的市场竞争力。比如薪酬水平的制定可以通过薪酬调查方式来进行，可以很好让自身的薪酬水平更富竞争力。

四、以绩效为导向的薪酬制度

顾名思义，绩效就是员工的工作业绩，相对应的就是员工的个人能力，目前企业中广泛采用的绩效考核就是对这种制度最好的诠释。以绩效为导向的薪酬制度可以很好的加强薪酬激励的作用。

现状弊病

一、脱离企业战略管理

公司为什么找不到想要的人才？除了公司管理氛围、公司品牌、文化等因素，对于人才吸引与保留无非是二个层面的激励与亮点：一是精神激励，二是物质激励。从管理的常态中总结与市场相关数据调查发现，目前处于物质激励的人才还是占绝大多数，因为人都是经济人，利益的驱动体，当我们知道员工的真实需求时，那我们在制定薪酬策略时一定要结合二个方面的考虑：一是企业战略，二是市场薪酬水平。缺一不可，企业战略告诉我们公司往哪个方向发展与前途，在发展的过程与各个阶段中，人才的定位与标准也将随之修正与调整。而市场薪酬水平则直接告诉我们，公司的支付水平处在什么样的阶段，与行业相比、与市场相比，公司差距在哪里，特别是一些重要、核心的岗位，公司将采取哪一种策略薪酬？a低于市场工资、b与市场工资持平、c超越市场工资并领先于市场工资水平，所以公司战略将会直接影响到薪酬策略的制定与预算的整合。

薪酬管理与企业战略管理保持一致，并不是指策略与战略完全相同。我想每次的薪酬调整，不可能让所有员工都满意，至少有一小部分员工是不满意的，甚至抱怨，这些现象的发生，无须大惊小怪。既然是战略、策略，就一定有所重点、有所突出，所以于其让所有人不满意，不如让关键的、核心的岗位与人才先满意，留住企业的核心人才，发展可晋升的人才，这样才能让年度的薪酬调整中尽可能的不要造成严重震荡，以免让优秀的人才流失。每逢年末，HR管理者甚至企业CEO一谈到年度调薪的事，既高兴又担忧。高兴的是又能加薪了，担忧的是薪酬不调还好，一调则普遍听到怨声载道，HR被骂不是人，老板被骂的更不是人，原因何在?就是事前我们没有考虑企业战略、企业发展不同的阶段性、经营的产品、业务特点等因素制定相吻合、相匹配的薪酬策略，所以最终也就失去薪酬激励的意义与作用，反而造成好心做坏事的局面。

二、薪酬调整缺乏透明性

绝大多数企业都认为薪酬的调整是公司管理层才有权限知道的，总是藏藏掩掩。严禁员工传播、打听、议论有关公司薪酬结构、职级工资标准，年度调薪幅度等等，那我想请问各位企业家与HR管理专家们，你们公司薪酬真的保密了吗？员工之间真的不议论、不打听吗？谁能给出一个肯定的答案？我想能够有十足底气的回答者应该寥寥无几，这就充分说明一个问题，大家都知道这是一个形式问题、表面问题，为何我们还要死死的保密到底，永不公开呢？

这种不透明度反而挫伤了优秀员工的工作积极性。在年度调薪的时候，总能看到各个业务部门与分管领导神神秘秘在计算每一个员工应该加多少工资，而员工却不知道什么时候该调薪，调薪的标准、依据是什么？哪些人应该调薪？调薪原则与条件又是什么，直接受益的人不清楚，反而造成员工之间私下里不正常的打听、议论，长此以往，企业却形成了一个怪现象，这就是恶性的循环，不公开的公开讨论。这样的氛围对优秀的员工而言却是严重的伤害。

将薪酬调整的情况公开透明化，能达到一种持久的激励作用。因为公开透明意味着相对的公平、合理、平衡。就是要告诉员工企业在什么时候为统一调薪时间，让员工有一个期盼。企业除了公开调薪的黄金时间，还要明确告知员工，公司调薪的范围是什么？依据标准由何而来，不同的级别所调整的比例，这样的公开透明有利于形成一个良性的竞争、多一份理解，少一些抱怨与不公开的公开议论。集中精力去努力工作，放弃一些恶性的行为与举止。正所谓，公开透明度就是等于企业管理的美誉度。任何事情不要总是看到消极的一面，作为企业领导与相关管理者更应该看到积极的、正向的一面。

三、薪酬预算缺乏科学性

在薪酬调整当中，管理层也清楚薪酬调整对员工产生的正面作用。他们不怕给员工加工资，就怕加的幅度与预算很难控制，最后超出企业的预期。这样的担心不无道理，因为企业在做薪酬调整方案的时候，预算不知以什么标准来预测。在这里我的建议有几种，供大家参考，1、以公司的年度销售增长额或净利润中提取相应的点数作为调薪预算；2、以市场薪酬水平作为参考，计算公司预增加的薪酬总额、特别差距部分；3、根据当年的GDP增长比例作为参考，计算调薪总额；4、以当年最低工资上调幅度与各类保险基数上涨比例预测增加薪酬总额；5、以公司人员晋升、离职比例、预增加招聘岗位与相对应的人数作为增加薪酬总额预测标准等等。当然调薪一定与职级、岗位、能力相挂钩，按不同的岗位与级别设置不同的调薪比例也是合理的，毕竟所管理与承担的风险程度不同，贡献价值大小有差异等等，千万不可所有员工一刀切，一个比例，调薪就应该显示出差异化，全部激励就等于没有激励。

四、薪酬管理缺乏与绩效间的平衡性

在中国大多数民营企业中，很多重要决定都是老板“一言堂”，人脉关系重要性大于能力要求。在企业初期的时候，可能还是偏重看业绩、看发展，等企业发展稳定了，情况也就有所变化了，与老总走的近、关系好，次次调薪的时候总是比别人有优势，这个时候老总考虑的不是业绩如何增长，而是更看重稳定性，所以没有绝对的好与坏之分，而是这种现象是否可以支撑企业长远发展。什么是人才，什么是工作表现好、绩效优异，老总说你是人才，你就是人才，说你绩效好，你就是绩效好。所以在每一次的薪酬调整中，缺乏了公平性，员工理所当然不能接受。公司反而认为企业花了钱，员工却不认账。原因在于调整薪酬的需求点与评估重点没有做到位，没有以绩效产出、岗位胜任能力为基准。多了一份主观，少了一些科学与实际。

五、薪酬调薪得不到员工支持

薪酬管理本身最重要的作用就是激励员工的工作积极性，但是如果薪酬管理脱离员工，只是管理层之间较为封闭的决定。那么无论员工是否能够得到企业加薪的机会，作为企业管理者都应该有必要与员工进行一次面谈与交流。面谈与交流的基石将以企业的实际运营情况、此次加薪的一些条件与原则，员工本人的绩效表现是否符合为依据等等。沟通就是要真实有效，无须让员工东猜西测。尽管有些员工有意见、有想法、有抱怨，但不至于影响到大面积员工的情绪。所以说必要的事前准备与事中面谈，一定能够取得较好的结果。

六、薪酬结构缺乏合理性

很多企业都看到别的企业有着设计标准有效的薪酬结构，都喜欢直接省力地照搬照抄，但是却发挥不到同样的积极作用。要想设计一个好的薪酬结构，必须要深刻理解薪酬的保障因素与激励因素，二者缺一不可，所以作为企业老总及HR管理者，一定要根据自己所处的公司特点进行量身订做，其他公司方案再好，适合自己公司管理才是最好的。盲目的设计与闭门造车，只会带来管理上更大的成本与代价。

七、挽留离职人才不能仅靠加薪

员工满意度大概是每个企业都特别担忧的事情，如何有效去提高员工满意度，很多企业在面临员工离职时只是简单地采取面试的手段。员工离职面谈与分析报告天天做、月月做，就是没有解决实质性的问题，到底是没有能力去解决还是根本没有重视，所以这些问题不能看表面，而是通过问题，发现问题背后的问题。通过离职现象，了解与分析员工真正的本质上原因。