"Double salary system at the end of the year" is one of the most common forms of year-end bonus. Most enterprises, especially foreign enterprises, prefer to adopt this method, that is, according to the average monthly income of employees, they will be paid for one month to several months at the end of the year.
A: 12+ 1 mode
12+ 1 method, that is, by the end of the year, the enterprise will give employees an extra month's salary. This kind is calculated by time. As long as you work for one year, you can get double salary. But this method is not commonly used in Hong Kong and Singapore.
B: 12+2 mode
When employees have served the company for one year, the company will pay an extra two months' salary as a reward. This is a very flexible approach, which is generally measured by the company's business indicators, customer indicators and personal indicators. The company's operating index is to achieve the best effect at the minimum cost and obtain the maximum profit. The customer index is scored by customer satisfaction, and the personal index is scored by the quality and quantity of work completed by individuals. Generally speaking, the company's business indicators account for 10-20%, the collective workload accounts for 30-40%, and the individual indicators account for 40-50% of the double salary.
The year-end bonus means that when you work hard to complete your work, give full play to the spirit of collective cooperation and achieve the company's business goals, you can finally get a double salary. This flexible method is very popular abroad. Fully mobilize the enthusiasm of employees, carry forward the spirit of teamwork and make contributions to the company.
(2) Performance bonus
This is a floating bonus. According to the individual's annual performance appraisal results and the company's performance, it reflects the difference in the proportion and amount of performance bonuses. Under normal circumstances, the payment rules are open, such as how many months of basic salary is equivalent to a certain level of personal performance and company performance (and the higher the level, the higher the proportion of bonuses in total income), but the performance appraisal results for each person are handled differently by enterprises, some of which are open to all employees and some are not open.
(3) Red envelopes
Generally, the boss has the final say, and there are no fixed rules. It may depend on the intimacy between the employee and the boss, the boss's impression, qualifications and contribution to the employee. Usually not public. Private enterprises are common. Most Asian businessmen use the second method, and some employees can also get red envelopes.
In addition to paying cash, some companies also include travel incentives, gift insurance, car stickers, room stickers and so on. No matter which way the enterprise issues the year-end bonus, there is a principle of * * *, that is, the year-end bonus should not only safeguard the enterprise's own interests, but also take into account the psychological expectations of employees. Only by giving consideration to both can the year-end bonus be distributed fairly, which can play the role of reward and incentive and lay a good foundation for the company's operation in the second year. Near the end of the year, the bonus payment scheme should not be considered. When making the company plan at the beginning of the year, the corresponding systems such as assessment indicators, assessment methods and payment rules should be formulated at the end of the year.