In the process of cooperation with management consulting companies, I have some experiences to share with you:
1. Authenticity of salary benchmarking report: you can't believe it all, you can only refer to it; Because even if the work value is the same, the work rhythm and workload are very different. In our company, you get 3000 yuan for a job and 6000 yuan for jumping out of a slot. The fact is, after going out, I can rest for a few days all year round, and I am extremely tired. These things are not written in the salary report.
2. Methodology cannot be completely deducted. Last year, we asked Bert to consult a case and it was successful. It is neither narrowband nor broadband, but a combination of the two. Narrow band corresponds to broadband, which is used to communicate with employees, narrow band is used for salary adjustment and narrow band is used for benchmarking. It is easy to use and seems to be more suitable for the actual situation of enterprises in China.
3. The communication caliber of human resources department must be consistent and principled. For example, when we emphasized "performance pay", employees would ask what to do if there were many unfair objective reasons for achieving performance, but they couldn't answer. Later, when we emphasize "post value", employees will question the objectivity of post value, and once the post value is evaluated, it is quite difficult to answer how to deal with the rapid development environment of the company. Last year, we adopted the "competency-oriented post compensation system". It seems more effective. The salary level of employees is related to their post ability. I am still optimistic about the competency model of human capital. Compared with other theories, it is more direct and the communication cost is lower.
4. Be sure to reach an understanding with the boss when doing the post salary system project. After all, it's a matter of spending a little money to calculate a lot of money. What the boss wants to find out, please consult the company, just to demonstrate the scientific nature of "chop and change" and realize the expectations of management. Looking at the boss's expectations now is nothing more than five aspects: income is linked to performance, salary is linked to ability, motivating the team and doing things according to standards.