Deputy general manager of Zhongrong Fortune Region, is there a promising position? How is the salary calculated? Basic salary? Is it possible to develop into a trust manager in the future

Analysis of Salary Mechanism in Human Resource Management-Analysis and Discussion on Salary of Consulting Industry Abstract: The consulting industry in China has developed rapidly, 1999, and there are as many as130,000 consulting companies in industrial and commercial registration, China, providing various consulting services for enterprises. But overall, the consulting industry in China is still in its infancy, and there are still many problems in salary. On the basis of in-depth analysis of the connotation of consulting industry, this paper analyzes the salary problems existing in consulting industry in China, and puts forward corresponding solutions to provide reference for the further good development of consulting industry in China. Keywords: consulting the status quo, reasonable salary As long as manpower is a kind of resource, the value of resources needs to be expressed in money, the design and improvement of the salary system of enterprises (and any organization) is destined to be an important aspect of the promotion of human resource management. With the continuous development of market economy and commodity society, the status of consulting enterprises is improving day by day, and salary management and salary system have become important issues for consulting enterprises. The following author expounds from the following five aspects through his own understanding and combining with what he has learned: First, the present situation of consulting industry is the product of market economy, and the perfection and development of market economy will inevitably bring about the development of consulting industry. With the advent of the era of knowledge economy, people realize the importance of information and knowledge, resulting in more consulting needs. Management consulting has sprung up in China, showing a broad development prospect. After 10 years of cultivation and development, the management consulting market in China has been expanding. In recent years, the management consulting industry has experienced a golden period of rapid growth and expansion. From 2002 to 2003, the number of new clients of management consulting companies increased by more than 10% every year. By 2003, 49.9% of listed companies had received management consulting services. With the expansion of the market, the number of management consulting companies in China is also increasing rapidly. Due to the rapid development of consulting industry, it is an urgent task for many consulting companies in China to establish an internal fair and external competitive salary system. The analysis and design of salary mechanism is an important part of modern enterprise management, which is related to the vital interests of employees and the development prospects of enterprises. The analysis and design of salary mechanism is still a new topic in consulting industry. Two. Principles and ideas of salary mechanism analysis and design The development history of China's consulting industry is not long, but the competition is already fierce. The competition of talents has become an important competitive means for enterprises. How to cultivate and retain talents is an important problem for enterprises. Some enterprises blindly raise wages, or constantly increase business income and commission, hoping to retain talents. But can these methods be used as long-term management tools of the company? In fact, the analysis and design of salary mechanism can not simply consider one aspect, but need a comprehensive and long-term perspective. Generally speaking, the analysis and design of salary mechanism should follow the following principles: 1, the principle of strategic orientation of enterprise development. It is emphasized that the analysis and design of salary mechanism should be analyzed from the height of enterprise development strategy, and the formulation of salary policy and system must reflect the requirements of enterprise development strategy. It is necessary to stimulate the growth and improvement of the elements that contribute to the enterprise development strategy, and to contain, dilute and eliminate the unfavorable factors of the enterprise development strategy. When designing salary, enterprises should objectively analyze which factors are important, which factors are not important and which factors are not important, and give these factors a certain weight according to scientific reference standards as the basis of salary standards. 2. Incentive principle. It is emphasized that the analysis and design of salary mechanism should fully consider the incentive function brought by salary, including material incentive and spiritual incentive. Substantive incentives mainly refer to incentives that can produce obvious effects, such as increasing the percentage of commission or increasing bonuses; Spiritual encouragement mainly refers to symbolic encouragement in a certain way according to the nature of employees' work, such as giving certain subsidies to people with certain qualifications. The salary design must also analyze the input-output ratio relationship between enterprise salary and incentive effect, so that the salary design can obtain the maximum incentive effect. It is necessary to combine short-term incentives with long-term incentives to continuously meet the needs of employees' survival and development and attract more senior talents. 3. Establish a market-oriented and performance-oriented salary management mechanism. When designing salary, enterprises should refer to the market price of human resources, introduce the market price mechanism of human resources, and tilt towards key positions and key talents. For jobs that are close to the market price and simple to operate, reduce the wage increase and appropriately widen the wage difference between jobs. At the same time, we should reflect the labor value of employees and consider the cost of enterprises. When designing salary, enterprises need to deal with three contradictions: human resource management and enterprise development strategy, enterprise development and employee development, employee creation and employee treatment. 4. The principle of balancing external competitiveness and internal coordination. External competitiveness emphasizes that enterprises must consider the salary level of the same industry salary market and the salary level of competitors when designing salary, and the salary design of enterprises is consistent with that of similar talents in the same industry. Ensure that the salary level of enterprises is competitive in the market and can fully attract and retain the strategic and key talents needed for enterprise development. Internal coordination emphasizes that enterprises should coordinate several relations when designing salary: first, horizontal coordination, that is, all employees' salary standards and scales should be consistent; The second is vertical coordination, that is, enterprises must consider historical continuity when designing compensation. Under normal circumstances, an employee's past, present and future income standard system should be basically consistent and increasing, and the past, present and future can be coordinated. There is a rigid problem with wages. Under normal circumstances, the salary level of employees can only go up, not down, otherwise it will cause great dissatisfaction among employees. Third, the basic process of salary positioning: 1, internal environment review: analyze the internal constraints such as salary concept, salary strategy, human resource planning, strategic planning and financial payment ability; 2. Investigate the external environment: analyze the external constraints such as the degree of competition in the target labor market, the degree of differentiation in the product market and the relevant legal environment; 3. Analyze the sensitivity of salary positioning: fully consider the influence of salary positioning on the existing human resource management system, corporate culture, core competitiveness and the realization process of corporate strategy; 4. Determine the salary orientation: By comprehensively considering the above factors, finally determine the salary orientation of the enterprise. It should be pointed out that salary positioning, as a key link in the design process of salary system, needs to follow certain methods and laws in the decision-making process, which has its scientific side. At the same time, we also need to see that there are many places that need to rely on rich experience to make subjective judgments in this decision-making process, so we say that salary positioning, like other work in enterprise management practice, is a combination of science and art, which requires salary system designers not only to understand the process and principle of salary system design, but also to have a personal experience and profound understanding of the nuances of enterprise management, and to properly handle the discretion at key points. This is also one of the main reasons why some salary systems look scientific and reasonable, but there are many problems in their use. Fourth, how to design the salary system The design of the salary distribution system mainly revolves around three links: 1, and reasonably defines the positions and job responsibilities required by the enterprise. According to the characteristics of the industry, consulting positions can generally be divided into three categories: first, management positions, mainly the management team of the board of directors and the general manager; Second, the business technology department, including market development, business operation, technical audit and other links; The third is the logistics department, including personnel, finance, logistics, file management and so on. According to the company's business needs, strictly define the responsibilities of three types of posts and related types of work, especially for the management and logistics departments, and stipulate the work that must be undertaken. 2, according to the post difference design management and logistics department salary system. According to the principle of salary design, considering the characteristics of different types of jobs, different salary incentive models are designed for different types of jobs, and a hierarchical and classified salary system of enterprises is established. It mainly includes annual salary system, performance salary system and grade salary system. Generally, the annual salary system can be used to design the management salary system. Mainly from the perspective of the overall efficiency of the whole company to verify the performance, and refer to the business income of the competent department to determine the annual salary and other income. The overall income level can refer to the company's total annual income and total profit, determine the total salary according to a certain proportion, and then distribute it according to the contribution. Of course, the determination of annual salary is based on certain tasks and workload. The assessment of the logistics department mainly focuses on the job responsibilities in place and the service and cooperation with the business technology department. According to the function in place, it can be divided into several grades to determine the wage standard. Establish a salary system based on post salary, clarify post responsibilities and skill requirements, implement a salary based on posts, and adopt a salary system based on posts and skills. The contribution forms of each person in the logistics department are different, so different distribution weights need to be set. 3. Focus on designing the salary system of the business technology department. Designing the salary system of business technology department is the core of salary design, which is related to the economic interests and development potential of enterprises. The business and technical departments and personnel in the consulting industry generally adopt the direct performance pay system based on the direct performance pay model. The salary design of business technology department can mainly adopt the model of basic salary+commission. The determination of basic salary varies according to different positions. The basic salary is determined according to the position or responsibility. The basic salary is set according to a series of differences such as department manager, deputy manager and project manager. The basic salary with more responsibilities is high, and the basic salary with less responsibilities is low. Specifically, the basic salary can be determined by referring to the basic salary, post allowance and special allowance of logistics departments and personnel. The basic salary plus commission system can be divided into three types according to the specific situation: first, high basic salary and low commission. The average salary of reward is higher than that of peers, and the commission is lower than that of peers. This system is easy to retain loyal professional and technical personnel, and it is also easy to stabilize some talents with similar abilities. But it is easy to lead to the slack of employees; Second, the basic salary is low and the commission is high. Take the average basic salary lower than that of peers as the standard, and pay the reward with the average commission higher than that of the same industry. This salary system is attractive to some people with strong ability and rich experience. However, it often leads to two extremes. People with strong ability have considerable income, while those with weak ability may have problems in basic living security. The third is the middle and basic salary, and the middle commission. In view of the advantages and disadvantages of the above two compensation systems, more enterprises have adopted a "compromise approach". Take the average basic salary of peers as the standard and pay the average commission of peers. Employees will consider long-term development in such enterprises, "more than enough." At present, most enterprises prefer this salary payment method. In addition to the traditional model of basic salary plus commission, there are other new salary system models, which mainly include three types: task decomposition salary system, high salary system after reaching the standard and stage evaluation salary system. The decomposition of task-based salary system is to determine the salary that employees deserve according to the workload completed and the average workload. High salary system is a high salary system that can only be realized if it meets certain business standards. The salary system of stage assessment draws lessons from the basic salary+commission system, and the salary is paid monthly, but the quarterly summary assessment method is adopted. When the monthly salary is paid, the commission is not paid in full. For example, only 3% commission will be paid, and the remaining 5% will be comprehensively evaluated according to whether the total performance is up to standard after three months, and then the accumulated commission salary will be paid for three months. No matter what kind of salary system, retaining talents and making the enterprise sustainable development is the ultimate goal. For an enterprise, there is absolutely no question of whether to pay high salary or low salary to business personnel, only the question of paying the right salary and not paying the right salary. V. Several Issues Needing Special Attention Salary design is a comprehensive system engineering related to the company's future, involving all aspects of balance. So we need to pay special attention to several issues: 1. Performance appraisal should be linked to the payment rate. Business technicians are required not only to be able to do projects, but also to talk about projects to ensure the payment of projects. It is necessary to fully consider the risk control factors and postpone the payment of some rewards. We should advocate the concept of comprehensive compensation. In addition to cash income, we should also emphasize the non-cash income of enterprises. In particular, it should be emphasized that a good and relaxed working environment, a harmonious corporate culture, more training opportunities and lower living costs are all concrete forms of salary, which should not be limited to cash salary. 3. The design of salary system should be objective and easy to operate. Too complicated and too simple salary system will reduce the incentive effect of salary. 4. We should fully consider the cooperation of the whole team and give full play to the enthusiasm of employees to participate in management. While strengthening the incentive effect, we should pay attention to stabilizing the core employees. 5. Give the department head a certain authority, and set aside a small part of the normal commission of the project as a departmental reward. The allocation scheme is decided by the department. The person in charge of the project can make the distribution plan of the project on the premise of basically reaching the prescribed proportion. 6. Try to avoid some inappropriate practices in salary design, mainly including: (1) delayed salary payment and frequent calculation errors. This will lead employees to doubt the company's credit, and the company's profits should be properly shared with employees; (2) The salary level is lower than the market level. If the salary level of an enterprise is lower than the market level and there is no matching high welfare and convenient working conditions, it will be difficult to retain high-quality employees, thus affecting the economic benefits and development goals of the enterprise; (3) The wage standard is unfair, there is no equal pay for equal work, and work and rest are uneven. If the enterprise has the phenomenon of different pay for equal work, for example, some employees work hard every day, and some employees are idle, but the salary is the same. In the long run, it will inevitably lead to a decline in the enthusiasm of employees, internal disunity, low morale, and a decline in the company's image and reputation, which will gradually cause great losses to enterprises; (4) The salary of management is much higher than that of grass-roots employees. The relationship between the business backbone of an enterprise and the management is bound to be alienated or even rigid, and the employees will be depressed, which will affect the vitality and vitality of the whole company. Conclusion of intransitive verbs Of course, in the process of salary design, we'd better consider making the performance salary part according to the company's performance management system. In view of the particularity of consulting industry, we can consider adopting EVA-oriented target responsibility system performance management, and separate performance pay from commission, so I won't go into details one by one. In short, the consulting industry is now in a high-speed development stage, and consulting companies are concerned about market development, product development and innovation. Therefore, consulting companies have a strong demand for flexibility and pay attention to decentralization in salary management. The usual practice is to let employees participate in designing salary and increase the transparency of salary. However, compared with competitors, consulting companies often have no competitive advantage, so consulting companies should adopt market-following policies and strive to keep up with the level of competitors. Considering the cost, we don't want to increase the product cost because of raising the salary level, and we don't want to lose to competitors in the labor market, and we can't reach enough employees. This requires consulting companies to do a good job in market salary survey, accurately grasp the market salary level and formulate a more reasonable salary system. At present, it is better for domestic private placement websites to arrange private placement | Haobuyang tends to raise funds publicly | and then provide one-stop high-net-worth services and private placement. At present, only Jinshan Fortune Network has | I hope the answer is useful to you.