How to improve the internal level of broadband salary design?
Huaxin case center finishing
I. Introduction to the Company's Background
Founded in 1956, Company A is one of the largest professional manufacturers of loudspeakers and stereos in China, and its products are mainly exported to Europe and America. In 2004, the company's turnover exceeded 370 million yuan and its net profit reached more than 50 million yuan. For many years, the company remained the first in the domestic electroacoustic industry, and was listed on the SME board in Shenzhen in 2005. In terms of organizational structure, the company has nine departments, including technical department, production department, quality control department and finance department. The number of employees is close to 2000, including about 400 department employees and the rest are production employees. In terms of business process, Company A actively promotes the project management system. In the management system, flat management has always been emphasized, requiring departments to strengthen exchanges and cooperation and weaken vertical management of departments. Therefore, there are only five levels in the administrative structure: general manager, deputy general manager, department manager, supervisor and ordinary employees. However, judging from the effect of the flat management of the company, especially the implementation effect of the project management system, it is far from the expected goal of the company. The main reason is that the company has just transformed from a state-owned enterprise, and still retains many state-owned enterprise management models, especially in personnel management. The assessment mechanism is imperfect, the external competitiveness of salary is low, the internal fairness is poor, and there is no long-term incentive mechanism for employees, which directly leads to low employee satisfaction, low work enthusiasm and serious brain drain, which has affected the company's further development and growth to some extent. Therefore, the company urgently needs to carry out in-depth changes in the human resource management system, focusing on performance management, salary and incentive system.
Second, the success of the company.
(A) A company broadband salary design process and control
In order to effectively improve the internal fairness of broadband salary design, the following development process is specially formulated before the salary design begins, and all work is carried out in strict accordance with the steps of the process during the design process.
1. Conduct salary survey. Although Company A has completed the restructuring from state-owned enterprises to private enterprises, its salary system still retains the traditional salary model of state-owned enterprises. The salary scale is above 40, and the smallest salary scale difference is less than that of 50 yuan. Employees have great opinions about wages. Through the survey of salary satisfaction, it is found that employees' dissatisfaction with salary is mainly manifested in: first, they are not clear about the salary range of their posts, and they don't know how much they can get from their posts; Second, the grade difference of the original salary system is too small, and a salary increase of one grade is several hundred dollars, which can not form enough incentives for employees; Third, the value judgment of the position is inconsistent within the organization, and the fairness of internal compensation is controversial. It is generally believed that the post salary of technical department is high, but the post salary of itself is low; Fourth, the salary adjustment standard is not clear. Every salary increase is a fixed number of people, not linked to performance and ability. Most employees feel that it is the same to do a good job. In addition, the external salary survey also found that the salary of employees in the core technology and business positions of the company is lower than the market level, which leads to the high turnover rate of such outstanding employees, so the salary of these employees should be the focus of adjustment. Through the above investigation, the direction and key points of salary reform in Company A are made clear.
2. Analyze the position of the company and write a job description. According to the characteristics of project management and relatively flat organizational structure in Company A, combined with the needs of the company's business operation, this paper evaluates and analyzes the necessity of setting up various positions in the company. On the basis of full discussion with the department manager, merge the positions with low workload or adjust the responsibilities and authority of the positions. Finally, the company's original 160 post was adjusted to 130, and the number of posts was reduced by 30. On the basis of completing the adjustment of post setting, analyze the positions, determine the qualifications, ability requirements, job responsibilities and assessment standards of each position, and prepare a unified format job description. The purpose of this step is to provide basic information for human resource management and job evaluation.
3. Develop a job evaluation scale and conduct job evaluation. Job evaluation scale is a tool for job evaluation, and its rationality and scientificity play a decisive role in the result of job evaluation. Therefore, when designing broadband salary, it is necessary to formulate a job evaluation scale that conforms to the actual situation of the company before job evaluation can be carried out.
(1) The development of a company's job evaluation scale first refers to some existing job evaluation scales, and then collects the unique job evaluation elements of the company by extracting job analysis information and employee interviews, and then compiles all the collected elements into questionnaires, and finally extracts the value elements widely recognized by the employees of the company in the form of questionnaires. In A company's job evaluation scale, the elements must be recognized by more than half of the employees, and the opinions of the employees should be concentrated, that is, the variance of each element should not exceed 0.5, which is the final element system of A company's job evaluation scale. ..
(2) After the post evaluation scale is developed, it will be verified. The verification of job evaluation scale is to randomly select some jobs, score them according to the standard of job evaluation scale, and then test the scientificity of the scale according to the scoring results. This step is very important before the formal job evaluation, because this process is not only a necessary step to test the scientificity and accuracy of the job evaluation scale, but also a training process for raters to familiarize them with the standards of the job evaluation scale and lay the foundation for the formal job evaluation. In the process of scale verification, Company A randomly selected 30 positions for pre-scoring. The final scoring result can not only effectively distinguish 30 posts, but also preliminarily classify, grade and classify 30 posts by clustering method. The classification results are generally recognized by the managers of the company, which shows that the job evaluation scale of Company A is an effective job evaluation tool and the technical methods adopted are feasible. In the formal job evaluation of Company A, we use 18 raters to grade. The raters concentrate in a relatively closed and quiet environment and finish the grading work within the specified time, so as to reduce the influence of external factors on raters and improve the accuracy of job evaluation.
4. Use cluster analysis method to classify and grade all posts. In the process of job classification and grading in Company A, firstly, 130 jobs were clustered by SPSS software, and as a result, 130 jobs were clustered into 8 categories. Because the clustering results of SPSS are completely in line with the post value coefficient obtained by post evaluation, if the post value coefficient itself is unreasonable, it will affect the rationality of post classification and grading, so the management of the company needs to review the classification results obtained by SPSS software. After discussion by the management of Company A, the 1 1 positions with obviously low or high classification and grading were adjusted, but the adjustment range was between two categories, and the classification and grading accuracy of Company A exceeded 90%. The classification and grading results of some positions in Company A. ..
5. Complete the design of broadband salary system. According to the results of job classification, the original salary system of Company A was redesigned. The salary scale has been reduced from the current 48 to 25, and the grade difference has increased from about 7% to about 10%. The salary level of all kinds of jobs is basically maintained at level 5. Through the redesigned salary system, the median salary of various positions is basically consistent with the market average salary. As a manufacturing enterprise, coupled with fierce competition in the industry, the company's cost control pressure is great, and the company's salary system can only maintain the strategy of being equal to the market salary, but each category has a certain salary space, which is mainly used to retain outstanding core employees. Moreover, the adjustment of salary will be linked to the ability and performance of employees, so as to improve the company's salary incentives.
(B) Improve the focus of internal fairness in broadband salary design
1, do a good job of analysis. The difficulty of broadband salary design is to divide all jobs into several categories, and each category includes jobs in different departments. Therefore, in order to design broadband salary scientifically, it is necessary to accurately classify different positions, analyze each position, and clarify the qualifications, ability requirements and job responsibilities of each position. Only by comprehensively and accurately completing the job analysis can we make an objective judgment on the importance of each post and accurately score each post. Therefore, job analysis is the basis of broadband salary design.
2. Develop an effective job evaluation scale. The post evaluation scale is used to measure the post value coefficient. If the reliability and validity of the scale are not high, it will inevitably affect the accuracy of the final result of post-evaluation. Therefore, every company should formulate the corresponding job evaluation scale according to the company's actual situation in broadband salary design, including the elements in the job evaluation scale are generally recognized by employees, there is no duplication between elements, the organizational structure of the scale is clear, and it has good validity in verifying the job evaluation scale. Only scientific evaluation tools can ensure the rationality of the final evaluation results.
3. Organizational work evaluation. Broadband salary system consists of several salary bands, and each salary band contains several or even dozens of jobs. So what is the standard for objectively and reasonably dividing these jobs into the same wage belt? The post value coefficient may be the best standard so far, and the way to obtain it is post evaluation. Whether the implementation process of position evaluation is objective and scientific will directly affect the accuracy of the value coefficient of each position and ultimately determine the rationality of position classification. Therefore, job evaluation is the core work in broadband salary design, and this step plays a decisive role in the success of salary design.
4, using appropriate technical methods for job classification and grading. There are many methods of job classification, such as equal spacing method, expert group discussion method, etc., but these methods all have a common shortcoming, that is, there are too many human factors, which are easy to arouse employees' doubts. The cluster analysis method adopted in this paper can solve this problem well. If expert group discussion is introduced on the basis of cluster analysis to adjust the obviously unreasonable posts in the classification results, the rationality of post classification will be greatly improved and the inherent fairness of salary will be effectively improved. Therefore, cluster analysis method is a technical method worth popularizing in broadband salary design.
Three. Comments of Huaheng Zhixin Consultant:
(A) supporting measures to improve the internal fairness of broadband compensation
In this case, leaders' evaluation and colleagues' mutual evaluation are adopted. Judging from the assessment criteria, the scores of leaders' evaluation and colleagues' evaluation account for a great weight.
First of all, there is no strict evaluation standard for the evaluation of leaders, and the evaluation of supervisors is relatively strong, and the evaluation results are less convincing. The unconvincing evaluation results will not only affect the realization of the purpose of performance evaluation, but also damage the prestige of leaders in the future. It will also have a certain impact on the formation of a good working atmosphere, which may appear in front of leaders, and the way to meet leaders will cause strong industry politics in the office. Invisibly increased the cost of the enterprise.
1. Establish a performance appraisal system suitable for the salary system.
For enterprises, in addition to building a reasonable salary system, other methods are also essential to avoid employee turnover, such as establishing a dynamic performance evaluation system, and constantly maintaining two-way communication with employees, so that employees can know their performance in time, thus greatly stimulating their work enthusiasm.
2. Cultivate a salary culture that conforms to the concept of market competition.
If employees' ideological understanding of "seniority" and "pot rice" has not changed, it will be difficult to design broadband salary, so it is very important to cultivate a salary culture that conforms to the concept of market competition. This requires the human resources department to cooperate with relevant departments to publicize and mobilize, strengthen guidance, instill the distribution concept of market competition, and enhance the psychological endurance of employees.
In addition, we should also strive to provide a good learning and growth environment, create opportunities for employees to be promoted and developed, create an organizational atmosphere in which enterprises and employees grow together, and make employees full of confidence and hope for the future.
(B) conditions to improve the internal fairness of broadband pay
Broadband salary structure will provide a good reference for China's enterprise salary reform. How should China enterprises introduce broadband salary structure to succeed? Let me make some suggestions on this.
Broadband salary, to some extent, enables enterprises to have their own coordinate system in salary reform, narrows the gap between employees in salary level, and further increases the competitiveness and promotion space of enterprises. However, the choice of salary structure type depends on organizational structure, enterprise culture, enterprise development strategy and enterprise status. Under the current circumstances, technology-based and innovative enterprises are more suitable for broadband salary management mode, and many companies have cited this system. However, labor-intensive enterprises should not adopt this management mode at present. Therefore, it is suggested that Chinese enterprises introduce broadband salary under the following conditions. Only in this way can the expected effect be achieved.
1 has an active management style.
One of the characteristics of broadband salary is that department managers will have more space to participate in the salary decision-making of subordinates. If there is no mature management team and active participation style, there will be resistance in the process of implementing broadband compensation. If all departments are self-centered, it is difficult for the human resources department to play its role. In this way, broadband wages will be greatly reduced in implementation. Therefore, if we want to implement the broadband salary management mode within the enterprise, we must advocate the cultural atmosphere of active participation. If enterprises don't have such a management style at present, we can consider some training in execution before introducing broadband salary to strengthen the ability and enthusiasm of functional department managers in personnel management.
2 Performance appraisal is linked to wages
Enterprises need a relatively perfect performance appraisal system if they want to implement broadband salary smoothly, and the results of performance appraisal can be reflected in the salary of each employee. Only in this way can the broadband salary management model make sense.
3 have a good communication mechanism
Enterprises must communicate with employees in time if they want to carry out broadband salary reform smoothly. Only when employees understand the characteristics and implementation intention of broadband salary model will they know their own development direction. Employees strive to improve their personal skills and product innovation, so that their work behavior and results are consistent with the development direction of the enterprise.
4. Make a positive employee development plan.
The important feature of broadband salary is to encourage employees to improve their ability and master more skills. In order to achieve this goal, enterprises need to provide supporting training and complete development planning for all levels while implementing broadband compensation. Taking GE as an example, GE Retailer Finance has designated a complete training plan for each broadband level. In this way, employees can clearly know the requirements of their abilities at different levels and the skills they need to master. In this case, employees can get a raise through purposeful training. This undoubtedly provides a strong internal incentive for employees.
Huaxin case center finishing