In this issue, we invite two personnel managers who work in well-known enterprises to share their views with you through this topic. We don't insist on endless discussion about "should it be", but care about "should it be". What shall we do? What shall we do if not? " .
Guest of the week
Zhu Yu
Manager of Human Resources Department of Vantage Gas Appliances, director of human resources department of Leiden Group and manager of human resources department of Jiadun Biscuit Company. He has written books on personnel management, such as excellent enterprise human resource management practice, excellent enterprise general management practice and enterprise performance integration, and published nearly 30 articles on human resources in abstracts and newspapers.
Kong Xiangjun
At present, he is the assistant human resources manager of Mattel Toys Shenzhen Branch, a fortune 500 company. Graduated from School of Management, Sun Yat-sen University, with four years working experience in human resource management. Worked in a well-known real estate company, responsible for training, recruitment and salary management.
There are no absolute secrets.
Whether an enterprise adopts the salary secrecy system should consider external competitiveness and internal balance. It is not optimal for enterprises to adopt a confidential system of absolute salary or to adopt an open system of absolute salary regardless of the actual situation.
Reporter: In modern enterprises, whether employees' salaries should be kept secret is a controversial topic: some people think that only openness can guarantee their fairness and justice; Some people think that it should not be made public. As a human resource manager of an enterprise, do you think the salary of employees should be kept confidential in salary management?
Zhu: "Without absolute management", whether the salary is open or not has its own merits. But I think publicity is better than secrecy, but publicity should be "moderate". Beyond this limit, publicity will become a bad thing. General enterprise salary consists of monthly salary (or daily salary or weekly salary), year-end bonus, allowance and so on.
Among them, monthly salary is the main component of salary structure. From these three points of view, it is self-evident that the allowance salary is not confidential. Whether the year-end bonus is confidential depends on how the salary structure of each enterprise is designed. If the monthly salary is combined with the year-end double salary structure and the monthly salary is made public, the year-end bonus is also unfair.
However, enterprises that adopt the annual salary system are different. For example, if the year-end bonus accounts for 10%-50% of the annual salary, it should not be made public. The confidentiality of monthly salary, whether abroad or at home, has always been strictly required. The reasons are as follows: first, I am afraid that employees will have negative psychology after comparing with colleagues; Second, they are afraid that employees will leak corporate salaries to their peers and competitors and increase their competitive chips.
Then, how can companies that do not advocate salary confidentiality be made public? In Vantage, we adopted a "moderate" open approach. First of all, the "cross" disclosure (that is, full disclosure) is implemented for senior managers, and all department managers have the right to see the overall salary structure of the company. However, for employees below the supervisor or even the department level, I will give them a T-shaped publicity (that is, the relevant personnel can only see the salaries of colleagues and subordinates in their own departments). In this relatively open situation, employees will not be so curious about the salary of colleagues (opponents). Of course, at the same time of publicity, we should also do a good job in consulting employees.
Kong: Enterprises should implement an open or closed salary system, which cannot be generalized. The determination of salary system should consider external competitiveness and internal balance. When considering the open or closed salary system, we might as well answer the following questions first: 1. Is there a direct relationship between employee's investment and return? 2. Is there little imbalance in the company's salary system at present and in the foreseeable future? 3. Is the salary determination and adjustment mechanism of the enterprise fully communicated with employees?
If the answer is yes, the conditions for implementing the open salary system are ripe; If the answer is no, it is not suitable to implement the open salary system.
There are no absolute secrets.
No matter what kind of confidentiality system, it is not absolute. If enterprises keep salary secret for the sake of competition, it is necessary to rethink the construction of corporate culture.
Reporter: Some business managers believe that publicity can easily trigger employees' feelings after comparing with each other. What should a human resource manager do in this situation?
Zhu: The design of salary system must be scientific. The purpose of enterprise "job analysis" is to design the salary system to a great extent. If the job analysis is done well, employees will know the contribution and value of their posts to the enterprise, and it will be beyond reproach to recognize their salary income. Of course, there will still be employees who don't understand salary and job matching, but this situation is not much.