In order to effectively ensure the level and quality of things or work, it is often necessary to plan and prepare in advance. The content of the plan is mostly the work of the superior to the subordinate or the work involving a large area, which is generally issued in the form of "file header". How to make a plan? The following is the year-end incentive plan I collected for you. I hope it will help you.
The year-end award scheme 1 flies, one year's work is about to become history, 20xx year is about to pass, and 20xx year is coming soon. In order to thank all the staff for their contribution to the production and operation in 20xx, the following incentive scheme is formulated with the approval of the general manager:
I. Year-end work
1, holiday time 20xx years 1 month 10.
The company expects to stop production and clean the whole line at 2: 00pm on the 7th of 20xx 1 month.
At 6 o'clock in the afternoon, the company arranged for all employees to have a dinner in xxxx restaurant, and the general manager delivered a speech at the scene, and gave the employees present a year-end bonus (300 yuan for each employee).
For individual employees who go home early (reported by Liu Xiaochao, Zhou, Yu Chuan and Liu Rong at present), the company stipulates that all wages will be settled, but no year-end bonus will be issued.
2. Work list
All managers are required to make a work inventory report before the festival, including work inventory, department inventory and warehouse inventory materials (an inventory sheet will be issued before the festival).
All personnel who need to submit the inventory report can only get paid after completing the work inventory report.
3. Salary settlement
1 month 9 to 10, which is the payment time for financial wage accounting. This year, all three months' wages of workers will be paid.
The manager only pays the salary for the first two months, and the salary in January is not settled (paid next year). At the end of each year, everyone will get an extra month's basic salary as a bonus.
2. Beginning of the year -20xx February 13 (first month 1 1 day)
1.2 1 1 (New Year's Day), the company will reimburse its one-way fare according to its service years (those who leave midway, according to the latest entry time) and issue annual red envelopes. Details are as follows:
A. If the service period is less than three years, 500 yuan will be rewarded and half of the one-way fare will be reimbursed;
B, the service life is more than three years, the bonus is 800 yuan, and the one-way fare is fully reimbursed;
C, the service life is more than five years, the bonus is 1000 yuan, and the one-way fare is fully reimbursed;
D, the service life is more than eight years, the bonus is 1200 yuan, and the one-way fare is fully reimbursed;
E. If the service life is more than ten years, the bonus will be 1500 yuan, and the one-way fare will be fully reimbursed;
F. In this reward, managers only enjoy full reimbursement of one-way fare, and do not enjoy service years bonus.
Special emphasis is placed on:
1, registration time, the deadline is 6: 30pm on February 6th11; Only those who report before this can enjoy the above treatment.
Those who report before 6: 30 pm on February 13 can be regarded as reporting. The company can reimburse the fare according to the length of service, but it will not issue an annual red envelope.
2. The length of service is calculated according to the complete years, and the latest entry time is calculated for those who leave midway.
This bonus will be paid in 20xx years (that is, when the contract expires, it will be settled together with the year-end holiday salary).
3. Tickets shall be subject to official bills; For non-standard bills, the company has the right to refuse reimbursement, or reduce the reimbursement by half as appropriate.
Payment time: 20xx years to complete the whole year (that is, when the 20xx contract expires), and it will be settled together with the year-end holiday salary.
Third, employee recommendation.
1. In view of the shortage of employees in all production links next year, the company decided to recommend a skilled mechanic to reward 500 yuan; Recommend a general worker to reward 300 yuan.
2. The recommender is deemed to be qualified after he has passed the trial in the company and signed the relevant labor contract.
The referee's bonus will be cashed in the salary of the month after he has been employed for three months.
3. If the recommended personnel can't work for one year as stipulated in the contract, they shall bear the relevant liabilities for breach of contract as stipulated in the contract.
The bonus won by the recommender will be fully deducted from the salary of the recommender in the month of his resignation.
4. The deadline for this recommendation award is: 20xx March 15.
Hereby inform you
Wenzhou guozhen eyeglasses co., ltd. personnel department
Year-end Award Scheme 2 Chapter 1 General Provisions
Article 1 These Measures are formulated in order to motivate employees to work hard, create maximum profits for the company and increase employee welfare.
Article 2 Dividend incentive belongs to management incentive in principle. Employees above the company's supervisor participate in dividend incentive, and other employees participate in annual special incentive activities.
Chapter II Calculation Method of Annual Awards
Article 3 At the end of the fiscal year, the company shall draw special funds from the company's net profit as welfare funds. All welfare funds are used to pay employees' annual special awards and bonus incentives.
1. When the company's annual sales target is achieved: total welfare fund = annual net profit of the company x 10%.
2. When the company's annual sales target is not completed: Total welfare fund = annual company net profit ×5%
Article 4 Reward rights and interests shall be accounted by the grade point method, and each person's grade point includes two parts: post grade grade point and performance appraisal factors. The grade point of post is the base of enjoying welfare, which is decided by the board of directors of the company; The performance appraisal factor is the result of the company's management assessment. The value starts from 0 and is determined by the company's evaluation team.
The algorithm is: individual score = post grade score base x( 1+ performance appraisal coefficient).
Article 5 The calculation method of individual annual rewards for company managers who participate in dividend incentives is as follows:
Individual annual award = (individual performance points/sum of performance points of all participating bonus awards) x? (Total welfare funds-total special prizes)
Article 6 Employees participating in the annual special award selection shall be ranked according to their individual performance points, and the top ten employees selected shall win the annual special award. Two first prizes, 7 days overseas double tour opportunities, or cash 1.5 million yuan; Four second prizes, one person traveling abroad for 7 days, or 8000 yuan in cash; Four third prizes, each with 5000 yuan in cash.
Article 7 The post grade point base is an assessment of the contribution ability of different ranks to the company. The grade point base of the company's supervisors and above is as follows:
What is the GPA base of the manager position? = 50; Deputy manager post grade point base = 40; What is the GPA base of the supervisor position? = 18;
Chapter III Award of Annual Awards
Article 8 For the company managers who participate in bonus incentive, 40% of the individual annual reward will be paid in the year of the reward, 30% of the total reward in that year will be paid in the next year, and the remaining 30% will be postponed to the next year.
Article 9 Employees who have won the annual special award shall be commended in that year.
Chapter IV Measures for Performance Appraisal
Tenth performance appraisal principles:
1, reflecting the company's vision, purpose and strategic objectives;
2. Closely combine the company's development goals with personal development goals;
3. Combination of qualitative and quantitative indicators;
4. Evaluate organizational and individual performance fairly, justly and reasonably.
Article 11 Performance appraisal cycle: take the company's fiscal year as a cycle.
Twelfth performance evaluation factors are measured according to the key performance factors of different positions, and subjective and objective evaluation methods are adopted. The subjective part is evaluated by the evaluation team established by the company. All "satisfaction" in the appraisal process is calculated by percentage, 100% is the most satisfactory, and the minimum value of performance appraisal factor is 0, and the maximum value may exceed 1.
Thirteenth manager level performance appraisal methods:
Performance appraisal coefficient = the achievement rate of the company's business objectives X 0.5+ customer service satisfaction X 0. 1+ business development company satisfaction X 0. 1+ business training management and other management company satisfaction X 0. 1+ effective use of customer resources company satisfaction X 0.2.
Fourteenth deputy manager level performance appraisal methods:
Performance appraisal factors = the achievement rate of the company's business objectives x 0.3+ the job satisfaction of team business process management and monthly job analysis x 0.3+ business training and result evaluation x 0.2+ quarterly market analysis report x 0. 1+ customer satisfaction x 0. 1.
Article 15 The first-level performance appraisal method for supervisors:
Performance appraisal factor = team work task completion rate x 0.5+ team building and teamwork company satisfaction x 0.3+ customer satisfaction x 0.2? Sixteenth other employees' performance appraisal should be ranked according to individual performance scores, and they should not participate in dividend management.
Performance appraisal method:
Post grade point base =100;
Performance appraisal coefficient = task completion rate x 0.7+ system compliance and teamwork company satisfaction x 0.2+ customer satisfaction x 0. 1.
Chapter V Others
Article 17 The composition of the company's performance appraisal team is decided by the company, and generally consists of company leaders, personnel of the human resources department, representatives of managers of other departments and direct supervisors of various positions and functions.
Article 18 Performance appraisal begins at the end of each fiscal year.
Year-end incentive scheme 3 I. Incentive policy under direct selling mode
1. Enterprise introduction
Company A is an intermediary service company engaged in real estate information. The company has more than 10 years of experience in house leasing and buying and selling, with a national sales team of nearly 10,000 people. The company has sales outlets all over the country, and the customer sales model is a typical direct sales model. The company provides a wealth of housing information for sales personnel, and sales personnel provide one-to-many tracking services for end customers.
2. Sales characteristics
Free working hours, more independent action. Work performance can be monitored from time to time, so the sales work is less difficult and the sales staff is more mobile.
3. Characteristics of sales staff
Sales personnel are seriously polarized, and nearly 20% of sales personnel contribute 80% of the business. The average age of sales employees is 22.8 years old, and their education level is concentrated in technical secondary schools and junior colleges, with an average working life of less than 3 years. Nearly13 of the sales staff are fresh graduates, and their majors are not concentrated.
4. Sales staff demand analysis
Junior salespeople, who are in the exploration period of their career development, have just started to engage in sales work, with high enthusiasm, but lack sales skills and professional knowledge. They usually expect the most basic guarantee of life and hope to get more incentives through their own efforts.
Senior sales staff, in the maintenance period of career development, have 3 to 5 years of work experience, and their work enthusiasm has reached its peak, which can be maintained relatively and sometimes declined. Their basic material conditions have been met. Some people hope to be promoted on the road of career development and engage in management work, while others hope to get more economic returns.
5. Salary incentive plan
This paper analyzes the business characteristics and sales staff demand of Company A, and formulates a salary incentive scheme to motivate sales staff. "Sales staff income = basic salary+(current sales-sales quota) × royalty rate" or "personal income = basic salary+(current sales-sales quota) × gross profit margin× royalty rate". Taking the leasing business as an example, the company requires new salespeople to implement the first salary plan. Sales staff above junior level can choose scheme 2 or scheme 3 according to their own needs. See table 1 for details. (Note: The data related to salary in this article are examples, which do not represent real data and have no reference value. )
In terms of salary incentives, salespeople have the right to choose incentive schemes. At the same time, the company also has strict constraints on the performance of sales staff. Under the normal economic environment, a salesperson will become a sales secretary if his sales volume fails to reach the sales target for three consecutive months.
6. Auxiliary incentive plan
Junior sales staff, the company provides weekly sales business training, sales staff can bring their usual sales problems to the training meeting, and senior sales staff will help them at work and let them work independently quickly.
Senior salespeople are the backbone of the company. The company helps them reduce their work pressure, provide more promotion opportunities, provide high-level professional or management training, and properly consider long-term incentives while maintaining the original salary and welfare level.
Second, the incentive policy under the channel sales model
1. Enterprise introduction
Company B is a Sino-Japanese joint venture automobile manufacturing enterprise. The enterprise is committed to the development of high-grade commercial vehicles and extended products of China automobile brands, and is also the main undertaker of a Japanese automobile brand in China.
2. Sales characteristics
There are sales offices all over the country, the main sales managers are sent by the headquarters, and the sales staff are basically localized. The work of sales staff is mainly centered on the office, developing and maintaining the surrounding automobile dealer network, training and assisting dealer sales staff to complete sales tasks. Sales work is obviously teamwork, and the sales tasks assigned by the company are all in the office.
3. Characteristics of sales staff
More than 70% of the sales staff have more than 5 years' automobile sales experience in our company, with a teacher's age 10 or above. Most of the sales staff come from the production management personnel of the company's manufacturing front line. They can know a lot about the structure, performance and characteristics of various types of cars in the company, and have solid automotive professional knowledge. Although most salespeople only have technical secondary school and junior college education, they have rich management experience and strong communication and coordination skills.
4. Sales staff demand analysis
Office Director: They are all veterans of the company, with rich work experience and good material returns, hoping to get more exit returns. They are stationed in different places all the year round, rarely reunite with their families, and look forward to more holidays or office hours at headquarters.
Salesperson: They have about 5 years of sales experience and can independently complete channel sales. However, their expectations of economic returns are gradually rising. They unnaturally compare the income of the sales staff of the first-line automobile brand channels, and sometimes there is a big psychological gap. They are eager for the company to give more incentives to the sales staff.
5. Salary incentive plan
Salary of sales staff = basic salary+performance bonus+year-end bonus.
The salary of office directors adopts the balanced scorecard model, which links the main part of individual floating salary with the indicators such as sales task achievement rate (65%), sales profit achievement rate (20%), accounts receivable recovery rate (10%) and network construction rate (5%).
Salary of office director = basic salary (60% of system salary)+quarterly performance bonus (based on 30% of system salary)+annual performance bonus (based on 65438+ 00% of system salary).
The main part of the salesman's floating salary is linked to the completion of sales tasks and profits.
Salesman's salary = basic salary (50% of system salary)+monthly performance bonus (40%)+ annual performance bonus (based on 65438+ 00% of system salary).
6. Advantages of salary incentive scheme
(1) Change the current situation that the salary of the office director is only linked to the sales volume, add the assessment of other factors, shift the attention of the office director, that is, the sales manager, from the sales work to the management work, report to the headquarters every quarter, and receive management training;
(2) Introduce a more competitive assessment mechanism for front-line business personnel, so that more sales will lead to more gains, and more sales will lead to more gains in the current month;
(3) Introducing profit indicators (factors) to guide sales personnel to sell high-profit products;
(4) by setting the gross profit coefficient (for example, the gross profit coefficient of new products can be set to a higher value), guide the sales staff to sell the products that the company is trying to promote;
(5) Raise the threshold of excess reward, and link the final excess reward with the overall task of the company, which is not only convenient for the company to control the cost and realize the promise, but also enables the sales staff to get a reasonable return on the basis of reality.
3. Incentive policy under mixed sales mode
1. Enterprise introduction
Company C is a multinational company founded in Japan and the first communication equipment enterprise established in Japan. /kloc-for more than 20 years, Company C has developed from the earliest production of telephones in Japan to a famous enterprise that researches, produces and sells products and solutions such as printers and fax machines, networks and communications, security and identity authentication, broadband and multimedia, semiconductor and electronic components, ATM machines, etc. On a global scale. At present, Company C operates in more than 20 countries and regions in Asia, Europe, America and Oceania, providing high-quality products and solutions for various fields.
2. Sales characteristics
Company C's products have entered the top three in the market, and the annual sales growth rate is flat. Sales methods are mainly channel sales, supplemented by direct sales of major customers. Company C has brand influence, excellent product performance, excellent after-sales service and more initiative in choosing agents. Major customers are mainly concentrated in provincial and municipal tax departments and large group enterprises.
3. Characteristics of sales staff
The sales staff of Company C requires a bachelor degree or above in marketing, mechanical and electrical engineering or related major, master two foreign languages, English and Japanese, and have more than 3 years sales or sales management experience in IT peripheral products industry. The sales team with less than 30 people completed the annual sales of 6.5438+0.7 million products. On average, everyone has nearly 100 first-class and second-class sales agents, which is a typical elite sales.
5. Sales staff demand analysis
Every salesperson is not only a super salesperson, in a sense, they also tailor-made a value creation model for customers and conveyed a successful concept to customers. They don't pretend to be salespeople, and pursue the promotion of sales management within a larger business scope. They hope to become the preachers of the industry and lead the service standards of the industry.
6. Salary incentive plan
C company's global brand and product quality have won high recognition from end customers, and these two factors are the key success factors to realize sales. The sales team of Company C has high overall quality and high sales initiative. Due to the characteristics of the industry, there is a de facto gap between formal sales and actual sales in sales. The sales form mentioned here is that the company's inventory is reduced, but the products have not been sold to the end customers. There are also such problems in the marketing of key customers, such as government procurement, where the purchasing department is a provincial tax department and the users are prefecture-level tax departments, and the number of product contracts reached is generally inconsistent with the actual sales quantity. Therefore, the accounting period for calculating the actual sales by year is often very long.
Specific measures: Sales staff shall classify sales grades according to the proportion of individual sales tasks completed in the previous year (subject to financial receipts) to the sales tasks completed by the whole company. Every year, the sales staff will make a dynamic rating according to the completion of the performance.
Define year-end bonus scheme 4 1, and the following terms have the following meanings:
1. 1. Shares:? Refers to the registered capital of the company registered in the industrial and commercial department, with a total amount of RMB 5,654,380+0,680.
1.2. Virtual shares refer to the nominal shares of the company, and the owner of the virtual shares does not refer to the actual shareholders registered by Party A in the industrial and commercial registration. The owner of virtual shares only has the right to participate in the company's year-end profit distribution, and has no ownership or other rights; Shall not be transferred, sold or inherited.
1.3. Dividend: refers to the distributable net profit of the company after year-end tax.
2. According to the equal annual salary or annual bonus of each employee, the company grants the employees of the company virtual shares for free at one time. When the total amount of all virtual shares reaches 33% of the registered capital, the company has the right to stop granting. The virtual shares held by a single employee shall not exceed 1% of the registered capital of the company.
2. 1. The virtual shares acquired by employees are recorded in the virtual share shareholders' register within the company, which is signed by both parties and has no legal effect to the outside world; Employees shall not use this virtual share as the basis for owning assets in Party A. ..
2.2. At the end of each fiscal year, distribute the profits of fictitious shares according to the after-tax profits of the company;
2.3. Dividends available to employees at the end of the year are determined by the product of the proportion of virtual shares held by employees in the registered capital of the company (565,438+06800 yuan) and the distributable net profit of the current year.
3. get dividends. After deducting the tax payable, the company will pay dividends to employees in the following ways.
3. 1. Within 30 working days after the company determines the dividend, the company will pay the available dividend to the employees;
3.2. Dividends of virtual shares obtained by employees shall be paid in RMB and virtual shares.
Cash dividend ratio? If the planned profit/profit of the previous year exceeds 80% in the first year, it will be paid in full in the second year, 60% in the third year and 40% in the third year. Note: The remaining bonus will be paid in the form of virtual stock. At the same time, the proportion of virtual shares held by employees participating in future years shall comply with the relevant provisions of Article 2, and the excess proportion shall be paid in cash.
4. Employees can still enjoy other benefits given by the company according to the labor contract signed by both parties while obtaining the virtual shares granted by Party A. ..
5. Time limit.
5. 1. The duration of this plan is 3 years, starting from July 26th, 20xx and ending on July 26th, 20xx? Due on July 26th, 2008;
5.2. Extension of the term of this plan: this plan will automatically terminate on the expiration date unless both parties sign a written agreement to extend the term of this plan before the expiration date.
6. Termination.
6. 1. Termination of this plan: A. This plan will be terminated on the expiration date unless both parties renew the contract according to Article 5.2; B. If the labor contract between the company and the employee is terminated, the employee's right to share dividends in this plan will be terminated, and all rights related to virtual shares will automatically disappear.
6.2. Continuing obligations of both parties: After the termination of this plan, both parties shall still abide by the provisions of Article 7 of this plan.
7. Obligation of confidentiality. The employee has the obligation to keep the contents of this agreement confidential, and shall not disclose the virtual shares and dividends obtained in this agreement and some matters required by the confidentiality agreement to a third party, unless the consent of Party A is obtained in advance.
8. breach of contract.
8. 1 If the employee violates the relevant provisions of the Labor Contract Law and the company's relevant systems, the company has the right to terminate this contract in advance.
8.2 If the employee violates Article 7 of this plan, Party A has the right to terminate this contract in advance.
9. Settlement of disputes.
9. 1. Friendly negotiation In case of any dispute arising from or related to this plan, both parties shall first settle the dispute through friendly negotiation.
9.2. If the negotiation fails, it shall be submitted to the labor dispute arbitration committee where the company is located for arbitration.