How to establish an incentive mechanism for employees in enterprises?

At present, many enterprises lack vitality, poor management, get into trouble, and the asset-liability ratio remains high, which leads to low internal efficiency of the whole enterprise. Facts have proved that the main reason for the lack of vitality of these enterprises lies in the failure to form an effective incentive mechanism to stimulate the enthusiasm of producers and operators, which leads to the low labor efficiency and hard work of individual workers, and even leads to the brain drain of enterprises and reduces the core competitiveness of enterprises. However, a necessary condition for the success of internationally renowned large groups or domestic enterprises with competitive advantages is to have a reasonable and perfect talent incentive mechanism, so as to attract and retain a large number of talents. Now we should notice that the competition of contemporary enterprises is evolving from "capitalism" to "humanism" and "knowledge-based". The essence of competition is summarized as the competition of talents, and "those who get talents win the world". Only when an enterprise has the best talents can it be in an invincible position in the fierce market competition. Therefore, both enterprises with defective incentive mechanism and enterprises with perfect incentive mechanism should attach importance to human resource management. Facing the trend of world economic integration, we should continue to improve and strengthen the incentive mechanism construction of enterprises, adapt to the requirements of China's entry into WTO, and cope with the increasingly fierce international competition. This is a systematic and complex project. It always runs through the whole process of attracting, retaining, using and cultivating talents, and we should pay attention to its continuity and long-term nature. For how to improve and strengthen the construction of enterprise incentive mechanism, how to effectively attract and retain talents, prevent brain drain and better mobilize the enthusiasm of talents, we will put forward suggestions to solve this problem in combination with management practice and related theories. 2. To motivate an enterprise to enhance its core competitiveness, we must attach importance to attracting talents, and the key to attracting talents is to attract talents by virtue of the strong strength, broad development prospects and huge market potential of the enterprise and generous treatment. The specific measures are as follows: 2. 1. Attract talents by virtue of the strong strength and strong development prospects of enterprises. Enterprises should establish a good image, do a good job of publicity, expand their popularity and reputation, let talents know about enterprises, such as their position in the industry, the advantages and market share of products in market competition, and let them know that this enterprise has broad development prospects and huge market potential. As long as you join this enterprise, individuals will have a broad space to display their talents, and the enterprise will certainly give full play to their talents and let them get it. Do "each in his place" and get a job where he can give full play to his talents. Make them have a strong desire and motivation to join this enterprise. 2.2. Attracting talents with generous remuneration and treatment. As the old saying goes, "if the army has no money, scholars will not come", which is still out of date in today's market economy. According to the survey of Zero Survey Company, the higher the educational background, the higher the expectation of their own salary. Therefore, enterprises should attract talents with high salary, and at the same time provide insurance, welfare and other benefits, which are obviously superior to other peer enterprises, thus creating a huge temptation. For the talents urgently needed by enterprises, enterprises can implement preferential policies, such as arranging employment for their families, giving certain resettlement fees, providing spacious and comfortable housing, car allocation and other more favorable conditions to attract and gather talents. 2.3. Provide training and further study, encourage the free development of talents and attract talents. Enterprises should adhere to people-oriented, respect talents and attach importance to the cultivation and development of talents. Enterprises should set up special training departments, according to the individual's technical characteristics and the actual needs of the work, plan to give talents training and opportunities to go abroad for further study, encourage individuals to obtain advanced degrees and senior technical titles, and give certain preferential conditions. At the same time, enterprises should jointly run schools with enterprises to cultivate talents, so as to meet the requirements of enriching personal knowledge, improving skills, improving personal quality and adapting to knowledge updating. Nowadays, especially some highly educated talents pay great attention to whether enterprises can provide training opportunities. For example, Xi Anjansang Company has recruited many talents through good training conditions. Therefore, in order to attract talents, enterprises should also create good training conditions and learning environment. 3. Retaining Talents After encouraging an enterprise to introduce talents, it is necessary to find ways to retain talents and prevent brain drain. Talents generally have higher requirements for their own enterprises. If the conditions of some enterprises are not up to their satisfaction, then they will not hesitate to pat their butts and leave and climb higher branches. Therefore, after the introduction of talents, enterprises should also create conditions to retain talents, prevent brain drain, put an end to job-hopping, and effectively prevent headhunting companies from poaching talents, resulting in a shortage of talents in enterprises. In order to solve the above problems, enterprises should try the following methods to retain talents. 3. 1. Keep talents with high salary. Successful companies often pay the highest salary in their industries. This is not because they are successful in business, but because they realize that providing the highest remuneration is an effective means to attract and retain talents. A research data shows that the more educated employees are, the weaker their loyalty to the enterprise is. Most people with higher education work for material success, so they are least likely to get satisfaction from their work. Therefore, paying a high salary can often retain the talents that enterprises need. In this regard, the British Mueller Furniture Group, a company specializing in the distribution of cheap furniture combinations, has been quite successful, that is, it has not only retained talents through high salaries, but also continuously attracted outstanding talents. 3.2. Time reduction and salary increase, paid vacation. Without affecting personal work efficiency and performance, enterprises should appropriately reduce working hours and give employees more free time outside work. The reduction of personal working hours also means an increase in their relative remuneration, so as to improve employees' job satisfaction. In this environment of promoting leisure tourism, enterprises should also consider giving employees certain preferential conditions of paid vacation every year, and they can also enjoy the special treatment of free recuperation for the whole family provided by enterprises. In this respect, IBM has set a good example for us. 3.3. Retain talents professionally and emotionally. It is important to retain talents with salary, but it is not the only way. Especially for some enterprises with weak economic strength, we should advocate "retaining people with career and feelings" when incentives are not dominant. The so-called career retention means that the development of enterprises needs talents to promote, and the stability of talents needs occupations to attract. A prosperous career can not only attract talents, but also retain talents. Because they have dry heads and prospects, they will not only stay, but also become more motivated, convincing them that this is the ideal world for them to display their talents. Emotional retention means caring for employees in all aspects of life, caring for employees, establishing good interpersonal relationships, giving employees the warmth of the group, giving employees a sense of belonging and team, thus producing the heart of "being a confidant will die". 3.4. Realize the purpose of retaining talents through equity participation. For joint-stock enterprises, an effective way to retain talents is to let them subscribe for a certain number of shares, which gives shareholders the right to share the profits of the joint-stock company in proportion to the number of shares held and the right to claim the remaining assets of the company. However, these shares cannot be transferred at will, so if shareholders want to leave the company, they will lose some benefits, especially for senior talents, because they hold more shares. If they quit the company, their costs will increase. This method will effectively become the pillar and rope that binds talents. For some senior management talents and senior technical talents, personal management ability and technical ability can be regarded as a special factor of production. After scientific quantification, they can share their shares in a reasonable proportion, so that they can understand the relationship between individuals and enterprises, thus achieving the purpose of retaining and motivating talents. 4. Attracting and retaining talents with talents is not the ultimate goal of the enterprise, but the real goal of the enterprise is how to use talents on the basis of attracting and retaining talents, make use of talents, make the best use of talents, and maximize the transformation of one's intelligence into advanced productive forces to serve the overall and long-term goals of the enterprise. Therefore, the use of talents is the key and key point. To solve this most important problem, we must use a series of comprehensive incentives and methods, attach importance to the effective combination of material incentives and spiritual incentives, and achieve "both hands should be hard" in order to better mobilize the enthusiasm of talents. Below I propose the following methods for reference. 4. 1. Material incentives, mainly incentives. The remuneration of employees in enterprises should be determined according to their work performance, advocate "more pay for more work, less pay for less work, no gain for no pains", adhere to the principle of "efficiency first", and determine the remuneration according to the quantity and quality of personal work, so that they can see that personal income is positively related to their own contributions and understand that personal income is closely related to the economic benefits of enterprises. If employees want to get high income, they will work hard and improve their work efficiency. In this way, there will be a win-win result, which not only realizes the need for individuals to get high rewards, but also realizes the goal of improving the economic benefits of enterprises. This is one of the most basic and effective incentives, and it should be fair, just and open when implementing incentives. In order to effectively mobilize the enthusiasm and initiative of senior management talents and senior technical talents in enterprises, reflect their value, and organically combine their interests with those of enterprises, enterprises may wish to implement the following long-term salary incentive methods according to their own status and conditions: ★ Annual salary incentive. For some mature enterprises, in order to form effective incentives for managers, prevent them from being lazy, increase their cost of being lazy, and improve their management efficiency and sense of responsibility and mission to the enterprise, it is necessary to try to implement the annual salary system. It is of great significance for enterprises to implement the annual salary system: (1) is a breakthrough to the traditional distribution system and a reflection and recognition of the special work of operators. (2) It is beneficial to straighten out and clarify the relationship between owners and operators. (3) It is conducive to ensuring the preservation and appreciation of enterprise assets. (4) It is conducive to promoting enterprise restructuring and establishing a modern enterprise system. (5) It is beneficial to cultivate professional managers. Enterprises need to be cautious in implementing the annual salary system: first, it should be steadily promoted in a planned and step-by-step manner, because most of the factory directors and managers in enterprises are appointed and have not been fully professionalized. If you are promoted universally, once you make a mistake, you will lose a lot and have a serious impact. 2. Scientifically determining a reasonable annual salary mainly depends on the extent to which managers achieve business objectives. Third, we should establish an effective supervision and restriction mechanism to prevent corruption. ★ Stock option incentive. Stock option incentive is an efficient incentive method for professional managers, which is widely used in the world and is also a new incentive method. It has found an effective solution for the lack of effective benefits for Chinese business owners and operators and the long-term incentive for managers. On the one hand, operators can get a lot of remuneration by exercising their rights; On the other hand, by giving the exerciser a certain number of shares (which the operator can get after exercising), the operator is assigned a certain proportion of the residual claim right, so that they can bear the corresponding risks, closely link the operator's income with the long-term interests of the enterprise, and realize effective incentives. The stock option incentive mechanism is also helpful to stabilize excellent operators. The stock option incentive mechanism closely binds the interests of the operators and the interests of the company itself, ensuring that those who have the ability and contribution can get the corresponding remuneration, so it can effectively prevent the brain drain caused by the asymmetric return of enterprises. ★ Virtual stock incentives. After the senior managers and technical backbones achieve their goals, in addition to receiving salaries, the enterprise extracts a certain amount of funds from after-tax profits as a "reward fund" every year, determines the reward amount according to their performance, and converts the reward money into the number of shares according to the market price at that time, which is "virtually held" by talents. In the future, when distributing shares, the holders will also receive the corresponding cash amount. When the employee's service period reaches a certain number of years (generally 5 years), the virtual stock can be converted into cash at the current market price and returned to the employee. 4.2. Acknowledge the differences of individual needs, give full play to various incentives and attach importance to spiritual incentives. Every employee in an enterprise is an independent individual, different from others. Their needs, attitudes, personalities and so on are different. Be sure to specifically understand the needs of each employee, treat them specifically, and be targeted. According to Maslow's hierarchy of needs theory, while satisfying their material incentives, they should also meet their deeper psychological and spiritual needs. Therefore, the combination of a variety of incentives can maximize the enthusiasm of employees. ★ Democratic participation incentives. Practice has proved that letting employees participate in management, especially in decisions that affect their own interests, will usually improve their enthusiasm, enhance their sense of ownership and responsibility, make them more loyal to the organization and more satisfied with their work, thus improving work efficiency. According to the theory of motivation-health care, proper decentralization can meet the needs of employees' responsibility, achievement, recognition and self-esteem. Employees' participation in management can increase their opportunities and responsibilities at work and provide internal incentives for employees. ★ Intrinsic motivation. Inayama Yoshihiro, a famous Japanese entrepreneur, is answering "What is the reward for work?" He pointed out: "The reward of work is the work itself!" "Deeply pointed out the great importance of internal motivation. Especially after solving the problem of food and clothing, employees pay more attention to whether the work is colorful, attractive and fun; Whether the work is creative and challenging; Whether you can succeed in your work, gain self-esteem and realize your own value; Do you feel the meaning of life and so on. In order to do a good job of internal motivation, enterprises must carefully design work procedures, enrich work content, overcome the boredom of work, increase the interest and attraction of work, and thus improve the enthusiasm of employees. ★ Establish a harmonious organizational atmosphere. Opportunities vouchsafed by Heaven are outmatched by terrestrial advantages, which in turn are outmatched by the harmony among people. In a United and harmonious organization, having harmonious interpersonal relationships will undoubtedly play a great role in maintaining and improving the enthusiasm of employees, so establishing a harmonious organizational atmosphere is the basis of motivation. Strengthen the two-way communication between managers and employees, let employees know the major events of the enterprise, let managers know the needs of employees, increase communication and understanding between them, and establish a good relationship between superiors and subordinates. At the same time, the management should unite and forge ahead and set a good example for employees. Give play to the positive role of informal organizations, increase the cohesion and centripetal force of the organization, and let employees feel the happiness of working in this organization. 5. Talent Cultivation At present, it is difficult for China enterprises to gain an advantage in competing for talents with foreign companies, because domestic enterprises lack competitive strength, and even many outstanding talents of China enterprises have been poached by foreign companies, which proves this point. Moreover, the intensification of talents will inevitably lead to a substantial increase in the cost of talent introduction, and training will reflect the cost advantage. Because the internal and external conditions of the enterprise are constantly changing and the knowledge is constantly updated, if a person can't charge in time, the knowledge will age, and if the knowledge of an enterprise employee ages, it may be eliminated by the market. Employees are the main body of the enterprise, and their vigorous spiritual life and knowledge life are the source of unlimited vitality of the enterprise. Therefore, enterprises in China should attach importance to the cultivation and development of talents. IBM, a big American enterprise famous for its excellent management, has a famous saying: "The improvement of employees' ability and responsibility is the source of enterprise success. "Modern enterprises have seen the great benefits brought by vocational training and ideological education to employees: they can fully develop the human resources potential of employees, improve their comprehensive quality, enhance their core competitiveness, and meet the needs of personal honor, self-esteem and self-development; It can make full use of people's talents, especially the discovery of reserve cadres and technical backbones, which ensures the continuity of quality connection between enterprise management and technical layer; Guiding personal goals to be consistent with enterprise goals ensures employees' enthusiasm, creativity, loyalty and sense of belonging to the enterprise. 6. Conclusion In a word, the advantage of talents is the advantage of enterprises. Enterprises should constantly motivate talents and mobilize the enthusiasm and creativity of employees in attracting, using, retaining and cultivating talents, so as to make the competition tree of enterprises evergreen. How to do a good job in the construction of enterprise incentive mechanism is not only a profound theory, but also a leadership art for managers, and it is an endless topic worth exploring. In the future work, we should combine advanced management theory with management practice according to the ever-changing development of human resources and the specific reality of enterprises, maximize the enthusiasm and work performance of employees, and strive to achieve the business objectives of enterprises!