20 19- 10- 1 1 19: 16:30
In consulting practice, we often come into contact with some enterprises, whose basic human resource management is very thin, and they are privately called "ignorant enterprises". Their consulting needs mainly focus on defining job responsibilities, designing salary management system and performance management system, commonly known as "3P". Among them, the design scheme of salary management system is the most easy to land after consultation and has practical effect on enterprises, and it is a module worthy of our attention. Usually in the diagnosis stage, we will find that these enterprises generally have some achievements in salary management that need to be dealt with urgently. After all, the following points are secondary:
1, lack of compensation strategy
Enterprise strategy is actually an enterprise strategy, a plan for the overall, temporary and fundamental achievements of the enterprise, and a choice and measure based on the future to adapt to environmental changes, win competitive advantages and obtain business performance. What it has to deal with is the result of answering "what do we operate and how to win in operation". Human resource strategy is an ineffective support for enterprise strategy, which answers the achievement of "what role does human resource play in our success". The salary strategy of an enterprise is the decomposition and refinement of the company's human resource strategy. The center of salary strategy is to help enterprises win and persist in competitive advantage through a series of salary choices. What it wants to answer is the result of "how the total compensation system helps us win". In this kind of enterprise with weak management foundation, few companies have practical enterprise strategies, and one in a hundred has a human resource strategy and a salary strategy that fits the enterprise strategy and the current situation of the enterprise. The salary strategy of preemptive strike, follow-up system and lag system is suitable for different stages and types of enterprises. In these enterprises, they don't know how to use different compensation strategies in different enterprises.
2. Lack of salary concept
Salary concept Understanding the value orientation advocated by enterprises in salary management is the soul of salary system. It accurately points out the reason why the company stopped paying for its behavior and performance. In most enterprises with thin management foundation, they don't know what kind of value they should pay and lack the concept of salary. What they usually do is to stop the value distribution according to the administrative level, educational background and professional year in the enterprise, without paying due attention to the real key factors of performance, such as the responsibility and risk of the post, the technical level of the employees and the talents of the employees.
3. The position value is not quantified, and the salary lacks external fairness.
In more enterprises with thin management foundation, the achievements in external unfairness of salary are more serious than those in internal competitiveness of salary. Generally speaking, business owners will pay attention to fairness at all levels in salary management-fairness of all consumption factors, horizontal fairness of employees' salary at the same level, vertical fairness of employees at different levels, etc. However, they often only pay attention to the fairness of the consequences of salary design, but ignore the concern about the fairness of salary definition. In the eyes of the bosses of such enterprises, as long as the lost wages of employees are equivalent to their absolute professional value or the dedication of the enterprise, it is not important that the design and operation of the wage framework is underground and shady. Therefore, a considerable number of enterprises choose the salary framework of black-box operation, which will not show any great achievements when the scale of the enterprise is small, but once the scale of the enterprise is large, it will show achievements. In our consulting practice, we often encounter some achievements: "How to balance the treatment of personnel in functional departments and business departments?" "How should the treatment of sales staff and technicians be balanced?" "Should the same administrative levels, such as directors and managers, be treated equally?" . The essence of these achievements is: the absolute value of the position in the enterprise! From the perspective of enterprise value chain, if the compensation system based on value invention does not fail, it will greatly affect value invention, and then affect distributable value, and the transmission function of value chain will be greatly weakened! If there is no clear job value, a series of serious achievements such as unfair evaluation and unfair distribution will be formed, which will affect employee morale and organizational cohesion, thus forming the brain drain of key talents in the company. With the progress of information technology and management skills, the demand of enterprises with thin management foundation has entered the lean management stage, which requires enterprises to stop analyzing the decision-making content according to quantitative superstitious thoughts and habits.
4. The salary structure is unbalanced.
The salary structure consists of various salary units, which can be generally divided into three categories: fixed salary (basic salary, etc. ), floating salary (performance salary, bonus, etc. ) and benefits and allowances. There are two main manifestations of salary structure imbalance: the first is salary structure imbalance. For example, in more enterprises with weak management foundation, welfare is often not paid enough attention to. The unbalanced salary structure will lead to the lack of sufficient sensitivity in the operation of the enterprise's salary system, which can not meet the different needs of a few employees in salary, especially affecting the combination effect of short, medium and temporary rewards for employees. More and more enterprises have completely turned welfare into a health care element, and the reward effect is very poor, and the design of self-help welfare has not attracted attention. The second is that the proportion of salary unit combination of all kinds of personnel is unbalanced, such as the proportion of fixed salary is too high and the proportion of performance salary is too low, which easily leads to the failure to effectively improve the reward function of salary.
5. Lack of career development channels leads to a single salary increase channel.
Outside most enterprises with weak management foundation, there is no way to stop thinking about employees' career development. Employees lack career development channels and salary promotion channels, which is not conducive to employees' invalid rewards. Another result is that China has a strong understanding of "official standard", and people generally judge their contribution to enterprises by the size of management "career anchor" or "official rank". Therefore, management positions in enterprises have become the purpose of career development of employees at all levels. A single "official standard" or management "career anchor" development channel will induce most employees with good development potential to put all their energy into the promotion of their posts first, thus reducing the living and development space of high-quality employees in enterprises, which is extremely unfavorable to the long-term development of enterprises.
6. Salary is not "dynamic", and the correlation between salary and performance is not strong.
In most enterprises with thin management foundation, there is no strong correlation between employee's salary and performance. The salary of employees has become extremely rigid, and it has not shown the reward function of salary well. In salary management, the real example of dynamic salary is given, which aims to link the salary of employees with the business performance, team performance or group performance of enterprises, so as to complete an institutional arrangement in which enterprises and employees share risks and enjoy profits. In superstitious salary management, salary will be "moved" by adjusting salary difference, job grade difference, proportion of scheme to total salary, salary point value and assessment coefficient. An important reason for the formation of static salary is the low performance management of enterprises, and there is no superstitious basis to make salary "move". One of the rarest ways of static compensation is that the payment of performance pay and bonus is not linked to the results of performance appraisal, which leads to the outbreak of "do more and do less" and "call it a day without contributing", which seriously affects the professional enthusiasm of employees. Another rare sight is that although the payment of static salary is linked to the performance appraisal result, the performance appraisal result is not a true reflection of the actual performance, which makes the payment of static salary a mere formality and cannot effectively carry forward the reward function.
7. Not paying enough attention to other rewards besides money, ignoring the "body value" in the salary system.
In most enterprises with weak management, the boss thinks that salary is money. This is an extremely wrong idea. The narrow sense of salary can be divided into two parts: internal salary and internal salary. Intrinsic salary refers to the wages, bonuses, allowances, benefits and other essential things that enterprises pay to employees, which requires enterprises to pay the price in terms of economic resources. Intrinsic compensation refers to the sense of satisfaction that people lose from their work, and generally does not require enterprises to consume any economic resources. It is the "money-only theory" of enterprises that makes the latter greatly ignored. This is a typical and primitive salary management concept, so the personality of employees is not respected, and outstanding talents are not valued and developed. According to Maslow's demand principle, money can only meet the needs of physiology, peace and local society, and the needs of respect and self-realization can often not be met through money. In many enterprises, more high-tech talents leave their jobs, not because of too little money, but because "physical value" has not lost its due return.
8, salary reward is not timely
Because the overall management level of enterprises is low, and the line managers of more enterprises have not mastered the technology of invalid reward for superiors, the timeliness of salary reward is greatly reduced. When employees have made outstanding achievements through their own efforts, at this time, if the line manager does not use reward skills including salary reward, it will greatly hurt the enthusiasm of employees to stop their behavior in time. Being different is a reward. Live a few more months, its role will be greatly reduced, and its exemplary role for other employees will also be greatly reduced. When an employee makes an act initiated and encouraged by the company, he will constantly pay attention to the behavior of the company's management. If his behavior is not rewarded in time, it will greatly affect his professional automation and enthusiasm. Managers of enterprises, please boldly and timely commend those outstanding employees!