Usually, an enterprise adjusts the original salary system or completely reformulates a new salary system, which always means that the salary concept or salary management mode of the enterprise has changed. Therefore, the fundamental purpose of a human resource manager or salary expert in salary communication is to try every means to make managers and employees at all levels of the enterprise fully understand and finally accept the new salary system, improve employees' satisfaction with the salary system, so as to achieve the purpose of human resource management in implementing the new salary system and motivate employees to work harder under the new salary system to meet the needs of the overall strategic development of the enterprise. ?
2. Create an atmosphere of salary communication. ?
For a long time, most enterprises think that compensation and welfare management is a matter for management. Due to the principle of confidentiality, enterprises try to avoid discussing salary with employees, and stipulate that employees are not allowed to discuss salary with each other in the company environment. The salary and welfare is precisely the topic that employees are very interested in and concerned about, and obtaining satisfactory salary and welfare is an important driving force for employees to work actively. Therefore, in the atmosphere of completely avoiding the communication of salary information, employees can't understand what kind of salary and benefits will be obtained by what kind of job performance, can't understand the correlation between job performance and salary and benefits, and sometimes even have resistance to the performance appraisal mechanism, so that even if the enterprise has a scientific salary system, it may not be able to play an incentive and restraint role in the system. Therefore, creating a moderately transparent communication atmosphere can make salary communication more effective. ?
3. Design salary communication scheme. ?
In order to ensure the perfect implementation of the new salary system, it is very important to design a comprehensive first salary communication scheme and a subsequent continuous salary communication scheme. This paper only explains the design steps of the first salary communication scheme. As for the follow-up continuous compensation communication scheme, you can refer to this step and make detailed planning according to the specific nature of the enterprise and the situation at that time. Practical experience shows that, generally speaking, designing a comprehensive initial salary communication scheme requires the following steps. ?
First of all, before designing the salary communication scheme, it is very important to collect and analyze the thoughts and attitudes of middle and senior managers, junior managers and employees on the salary system, which can greatly enhance the effectiveness of the salary communication scheme and finally make the new salary system successful. Let employees participate in the design of salary communication scheme, which largely reflects the concern and attention of enterprises to employees' ideas. At the same time, employees will also enhance their recognition and commitment to the project and the new salary system because of such participation. ?
Generally speaking, the information that can be collected from enterprise managers mainly includes:
(1) How well do managers know and understand the current salary system? ?
(2) What is the manager's attitude towards the upcoming changes in the salary system? ?
(3) Do managers understand how the salary system affects employees' job performance? ?
(4) Has the manager conveyed the experience of salary system to his subordinates before? ?
(5) What was the effect of salary communication between managers and employees before? ?
(6) What difficulties did managers encounter in communicating with employees' salary before? ?
(7) Do managers have the skills to communicate with subordinates on salary issues? ?
(8) What do managers think is the most appropriate way to communicate with employees about salary? ?
The information that can be collected from ordinary employees mainly includes:
(1) How well do employees know and understand the current salary system? ?
(2) Are employees satisfied with the current salary system? ?
(3) What are you satisfied with, dissatisfied with and ignorant of? ?
(4) What is the attitude of employees towards the upcoming salary system reform? ?
(5) Do employees think there is a strong connection between salary system and job performance? ?
(6) Do employees think that the information communication between their superiors and themselves is smooth?
? (7) Do employees understand the expectations of the company and the boss for their work performance? ?
The above questions are only aimed at some basic information, mainly to understand the managers and ordinary employees' understanding of the company's salary system and their attitude towards the company's adjustment of the salary system. The specific collection also needs to be designed according to each enterprise's own situation. Regarding the way of collection, we can collect this information through questionnaires and interviews with managers. ?
Secondly, determine the content of salary communication. After collecting and analyzing the above information, human resource managers or salary experts understand the views of managers and employees on the current salary system and the attitude of enterprises to adjust the salary system, they need to confirm whether the new salary system needs to be adjusted again, and if necessary, they need to convene a meeting of key management personnel again. After the final salary system is determined, the human resource manager or salary expert returns to the design of salary communication scheme again and enters the stage of determining the content of salary communication. ?
Determining the content of salary communication is to clarify what information needs to be communicated during salary communication. Usually, the content of salary communication can be differentiated according to the needs of different objects. Generally speaking, the content of salary communication can include the following parts:
(1) The reason and necessity for the company to adjust its salary system. ?
(2) Salary data of related industries and markets and their comparison with this enterprise?
(Only list the key data related to this compensation system). ?
(3) Introduce the components of the new salary system. ?
(4) Introducing the incentive mechanism behind the design of the new salary system. ?
(5) Introduction of the performance appraisal mechanism and key points corresponding to the new salary system. ?
(6) Introduce the benefits (if any) brought by the new salary system to employees. ?
(7) The effective time of the new salary system and the introduction of corresponding operating procedures and policy information. ?
(8) Explain the communication channels that employees can use if they need to know more about the system. ?
Then, after collecting information and determining the content of salary communication, it is necessary to clarify the order of salary communication and the implementation of specific implementers. There are many communication sequences: top-down, bottom-up, horizontal chain, ring, omni-directional and so on. At present, most companies that communicate on compensation adopt a top-down approach. At the same time, the first time to communicate on behalf of the enterprise is generally the enterprise executives or human resources managers, who are responsible for unified communication to all employees. If employees still have questions, they can directly consult the line manager or the human resources department. This method can fully reflect the enterprise's moderate transparent attitude towards salary information in salary management, and also show the openness and fairness of salary management to employees. ?
Finally, choose the tool of salary communication. The last step in making a compensation communication plan is to determine what kind of tools or media can be used to achieve the best communication effect. Today, with the rapid development of science and technology, people transmit information through various advanced tools, many of which can be selected as salary communication. To sum up, at present, most enterprises usually choose tools/media with relatively ideal communication effect. There are roughly several categories:
(1) interpersonal communication. Interpersonal communication is a way to convey all kinds of information through direct communication between people. When it is applied to salary communication, the specific forms can be large meetings, small meetings or one-on-one interviews. Among all communication methods, interpersonal communication may be the most effective one. ?
(2) Electronic network. In addition to interpersonal communication, electronic network has now become one of the most common ways of communication in people's daily life. E-mail, online communication platform, Weibo and WeChat can all be used as communication tools. Relatively speaking, because the salary information needs to be kept confidential, there are few companies that use Weibo and WeChat for salary communication at present. Enterprise human resources managers prefer e-mail and online communication platforms relatively. After interpersonal communication, e-mail can be used as an auxiliary tool for information transmission. The network platform can be used as a platform and tool for follow-up publicity or employee self-inquiry. This paper does not advocate the use of electronic network media for salary communication. First of all, because only using the electronic platform can't reflect the importance that enterprises attach to this matter, employees, as passive recipients of information, may miss reading this information. The second reason is that the electronic platform can't perceive employees' emotions in the first time, and it is easy to get out of control. ?
(3) printed matter. Printed products include some wage and welfare manuals, memos, leaflets and other forms of products. These printed products can play different roles. For example, the Salary and Welfare Manual can be easily consulted by employees at any time, and leaflets can print out the culture that enterprises want to admire through the new salary system, thus strengthening the role and emphasizing the concept that high performance equals high salary, so as to "create momentum" and increase the influence of the new salary system among employees. ?
4. Establish a salary communication team. ?
The establishment of a professional salary communication team is mainly achieved by training the personnel who implement the salary communication scheme. As mentioned above, the person who communicates salary for the first time is likely to be an enterprise executive or a human resource manager. In fact, it may also be the head of a certain department, an expert in human resources compensation or a strategic partner of human resources. , and the employee's line manager is responsible for answering questions later. In order to ensure that the understanding of the new salary system from top managers, middle managers to grass-roots managers is as consistent as possible and help them understand the system, it is necessary to train these personnel. In addition to the content of salary communication mentioned above, the training content can also emphasize how to make the new salary system affect employees' job performance. In addition, you can list the questions that employees may ask in advance and train how to answer them. ?
5. Hold a meeting on salary communication. ?
The preparation and convening of salary communication meeting is the most important part in the implementation of the whole salary communication scheme. As mentioned above, at this meeting, communicators can focus on explaining the content of the salary system for different salary communication objects. The purpose is to successfully "sell" the whole salary system to employees, including the components of the salary system, the incentive mechanism behind the design, the corresponding performance appraisal mechanism and operation process. ?
The meeting form can be in the form of large-scale meeting or small-scale meeting according to the actual situation such as the scale and structure of the enterprise. Large meetings can be attended by all employees of the company, and small meetings can be divided according to different business divisions, departments or salary structures. The participation of enterprise executives can show that enterprises attach importance to the implementation of the new salary system, thus enhancing the attention of employees. ?
6. Evaluate the effect of salary communication. ?
Finally, about 6 months after the salary communication meeting, we can evaluate the effect of the whole salary communication, review the whole process through information collection again, judge whether the initial communication goal has been achieved, and make corresponding follow-up plans if necessary. ?
This information collection can be aimed at the following:
(1) How well do employees know and understand the new salary system? ?
(2) What is the attitude of employees towards the salary system? ?
(3) Do employees understand the relationship between salary system and job performance? ?
(4) Are employees unclear about the salary system? ?
(5) Do employees think that the information communication between their superiors and themselves is smooth? ?
(6) Do employees understand the expectations of the company and the boss for their job performance? ?
(7) How do employees feel about the effects of different communication tools? ?
In addition, the results of year-end performance appraisal can also show whether the new salary system has had a positive impact, and can also indirectly reflect the quality of salary communication. ?