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IBM has an embarrassing saying: A salary increase is not inevitable! IBM's salary level is neither the highest nor the lowest among foreign companies, but IBM has a game rule that all employees firmly believe: a good job is inevitable.
IBM's salary management is very unique and effective. We can reward progress and urge mediocrity through salary management. IBM has developed this management into a high performance culture. Here, let's interpret the essence of IBM's high performance culture.
Personal commitment plan
IBM's salary structure is very complicated, but there will be no academic salary and seniority salary. The salary of IBM employees is directly related to the position, position, job performance and job performance, but the length of working hours, education and salary are not necessarily related. At IBM, your education is a good stepping stone, but it will never be a proof that you get better treatment.
In IBM, every employee's salary increase will have a key reference index, that is, personal business commitment plan-PBC. As long as you are an employee of IBM, you will have a personal business commitment plan. Making a commitment plan is an interactive process. You sit down with your immediate manager to discuss how to make this plan practical. After several revisions, you actually signed a written commitment with your boss for one year. The boss is very clear about your work and key points for a year, and you are also very clear about your work for a year. All that's left is execution. At the end of the year, your immediate manager will write you a letter of guarantee. Of course, your immediate manager also has a personal business commitment plan, and the manager above will mark it for him. No one is special, so everyone follows this rule. Every manager of IBM has a certain range of decentralization. He can allocate the salary increase of the team (group) he leads, and he has the right to allocate the amount to these people, specific to how much each person gives. When IBM rewards outstanding employees, it is realizing what it calls an efficient performance culture.
IBM's personal performance evaluation plan examines employees' work from three aspects. The first is to win, and winning is the first. First of all, you must complete the plan you made in PBC. No matter how difficult the process is, it is most important to reach the destination. The second is execution, execution. Execution is a process quantity, reflecting the quality of employees, and execution is a very important process monitoring quantity. Finally, team, team spirit. You can't work hard at IBM, you must cooperate. In the interview with IBM, I have a strong feeling that IBM is a very mature matrix structure management model. One thing will involve many departments, and sometimes it will be helped by colleagues all over the world. Therefore, team consciousness should be the first consciousness, ready to cooperate with others at work.
both-way communication
If employees feel very good about themselves, but they don't see the rewards they deserve on the salary card at the beginning of next year, then there will be more than one way to give you personal opinions, including going directly to the human resources department to check their rewards. In IBM's culture, special emphasis is placed on two-way communication-two-way communication, without one-way command and nowhere to complain. IBM has at least four institutionalized channels to provide you with the opportunity to make a presentation.
The first channel is an executive interview with senior management. Employees can have a formal conversation with senior managers through the "interview with senior managers" system. The position of this senior manager is usually higher than that of your immediate manager, and it may be the manager of your manager or the manager of different departments. Employees can choose any topic they are interested in to discuss. This kind of interview is confidential and is freely chosen by employees. The content of the interview can include personal views on the problem, issues you care about, and these situations you reflect will be handed over to the directly related departments for handling. Interview questions will be classified and centralized, and the identity of the interviewer will not be exposed.
The second channel is EmployeeOpinionSurvey This path does not directly face your income problem, and this channel will be opened regularly. By consulting employees, IBM can learn valuable opinions from employees on company management, welfare and salary, thus helping the company to create a more perfect working environment. It is rare to see that IBM managers have a bad attitude, which probably has a lot to do with this channel.
The third channel is to speak freely. At IBM, it is entirely possible that the opinions of an ordinary employee will be sent to the mailbox of President Guo Shina. "Call a spade a spade" is a direct channel, which enables employees to get answers to your concerns from senior leaders without involving their direct managers. Without the employee's consent, only one person knows the employee status of "Speakup", that is, the coordinator in charge of the whole "Speakup", so you don't have to worry about the risks that will be brought by speaking freely.
The fourth channel is Opendoor, which IBM calls the "open door" policy. This is IBM's long-standing democracy. As soon as Guo Shina, president of IBM, took office, he changed the style of an IBM veteran. He often leaves the door open and goes directly to his subordinates' offices to ask how things are going. IBM uses Opendoor to respect the opinions of every employee. If employees have a problem with their work or company, they should talk to their immediate manager first. Talking to your manager is a shortcut to solve the problem. If there are problems that can't be solved, or you think your salary increase is inconvenient to discuss with your immediate manager, you can make representations to the heads of various institutions, personnel managers, general managers or any representative of the headquarters through Opendoor, and your representations will be investigated and implemented by your superiors.
Give my troubles a chance to express themselves.
IBM's salary is confidential back-to-back, with no upper and lower limits, uncertain salary increase and no salary reduction. If you think the salary really can't meet your requirements, you have to leave.
If you want to resign because of salary problems, IBM will not let your troubles have no chance to express themselves, and the human resources department will regret leaving you to talk to you.
Depending on the situation, IBM will look at the real requirements of employees. First of all, it will see whether his salary requirements are reasonable and whether PBC has not been effectively implemented. If the company is unreasonable, IBM will make improvements. The company attaches great importance to excellent employees. The second situation depends on whether employees resign for capital increase or other reasons. Through conversation and investigation, IBM will let every quitter leave IBM with a good attitude.
In order to make their salaries competitive, IBM specially commissioned a consulting company to have a very detailed understanding of the treatment of the whole human market, and the salary increase of employees of the company will be adjusted according to the market situation to make their salaries competitive.
IBM's salary and welfare plan
The basic monthly salary is the recognition of employees' basic values, work performance and contribution.
Comprehensive subsidy-cash support for employees' basic living needs
Spring Festival bonus-paid before the Lunar New Year, so that employees can have a prosperous New Year.
Vacation allowance-Reimburses the expenses of employees during their vacation.
Floating bonus-paid when the company completes the established welfare goals to encourage employees' contribution.
Sales bonus-the reward for sales and technical support personnel after completing the sales task.
Reward plan-employees will be rewarded for their hard work or outstanding contributions.
Housing assistance plan-the company promotes a certain amount and deposits it into employees' personal accounts to help employees buy houses, so that employees can solve the housing problem by themselves in the shortest time.
Medical insurance plan-medical treatment and annual physical examination expenses of employees are paid by the company.
Pension plan-actively participate in social pension planning and provide employees with living security in their later years.
Other insurance-including life insurance, personal accident insurance, commercial accident insurance and other items, always care about the safety of employees.
Vacation system-encourage employees to have a full rest after work. In addition to statutory holidays, there are paid annual leave, family leave, marriage leave, funeral leave and so on.
Staff Club-The company organizes various group activities for employees to strengthen team spirit, improve morale and create a big family atmosphere, including various entertainment, sports activities, large-scale parties and group tours.
Comments:
Employees need special channels. Special channels are of great significance to enterprises. IBM's four special channels can be described as criss-crossing, dense and leak-free, direct to employees, and very honest with employees. Enterprises with well-organized and high efficiency always have complicated levels, occasional loopholes and poor care for employees. Moreover, the more standardized the enterprise management, the larger the organization, the easier it is to promote the formation of bureaucratic atmosphere, which is not conducive to employees to reflect the situation. Modern enterprises pay attention to humanized management, and employees' emotions are closely related to the efficiency of enterprises. It is not enough to care for employees only by money. Only by understanding their real thoughts can we manage employees well and stimulate their enthusiasm for work. Therefore, the ubiquitous, unimpeded, safe and effective dialogue channel is the best channel for employees to get close to the enterprise. Dedicated channel humanizes the interface of enterprise system, gives employees a sense of psychological security and easygoing, and enables people to have active thinking when relaxing. Dedicated channel formally eliminates the inevitable hierarchical relationship and information asymmetry of enterprises, allowing information to flow from top to bottom and from bottom to top. The biggest feature of the Internet is the popularization of information dissemination, and modern enterprises cannot escape the new information flow brought by technology. Therefore, opening up the special channel between the upper and lower levels of enterprises is an important part of the future enterprise organization model.
It has been criticized that China enterprises lack care for their employees, and a large number of talents flow to foreign companies, lamenting that even a little tenderness is enough for employees, but the fact is that even a little tenderness is always an extravagant hope to establish direct channels with employees. As a two-way culture, IBM affects everyone at IBM. The implementation of any kind of system depends to a great extent on employees' real understanding and acceptance of the value of this system. If a system pushes employees to the opposite of distrust and needs to be taught, real communication will not be formed, only mutual distrust will be formed. It is difficult for enterprises that lose trust to implement a good management system. Good communication channels can form a barrier-free enterprise atmosphere, and the interaction between people and enterprise systems will stimulate employees to use their brains, improve their work and form a healthy and lively society. This is also the main reason why IBM maintained its independence after the annexation of Lotus. Paying attention to the construction of corporate culture is equivalent to doing exercises for enterprises.