What are the main problems in enterprise salary management

China's traditional enterprises in the common form of state-owned enterprises, joint ventures, private enterprises, etc., which is particularly prominent in the state-owned enterprises, this article is only to state-owned enterprises as an example of the traditional enterprise payroll management problems in the analysis, and the traditional enterprise payroll management in the existence of the five major problems:

1, the lack of enterprise payroll management Strategic planning

With the acceleration of the market economy and the process of global economic integration, enterprises are facing intensified competition, the business environment has become increasingly complex, in order to survive and develop, the enterprise must choose and determine its own long-term development direction, strategic objectives and overall strategy, and through a variety of management activities to be carried out, so payroll management should be in support of corporate strategy. Therefore, the compensation management should also support the enterprise strategy as the starting point. However, in the enterprise, the enterprise managers often ignore this point, but only the enterprise compensation management as a human resource management system in an end link, that is, as an independent problem to think about treatment. And do not pay attention to what kind of compensation system will be conducive to the realization of corporate strategy and human resources strategy.

Therefore, many enterprises find that although they spend a lot of manpower, material and financial resources on compensation management, the result is little effect on the realization of business strategy does not play a big role.

2, the enterprise salary management system is unreasonable

In the state-owned enterprises, the basic salary is often in accordance with the administrative level rather than the position or skills to determine, in this context, the administrative position, education, title and years of service and other factors have a decisive influence on the wage level, the growth of the employee's salary often depends on the I change in the status of the enterprise rather than the improvement of business capacity, so in the state-owned enterprises in general the idea of promotion rather than skills improvement, especially a large number of professional and technical personnel.

Thus, the implementation of the traditional pay system will bring double losses to the enterprise: one is because of the loss of excellent technical experts suffered losses; the second is because of the acceptance of the "bad" managers and suffered losses.

3, enterprise salary management level lack of external competitiveness

In our country's state-owned enterprises, especially some of the so-called "good industry", such as banking, electricity, finance and other industries, on the surface of the overall level of pay is very high, but often the internal revenue The gap is too small: that is, the remuneration of highly skilled people is not enough, and the remuneration of low-skilled people is too high, the formation of a "high and low" phenomenon.

This serious disconnect between corporate pay levels and the external labor market has directly led to the departure of many elites from state-owned enterprises, either to foreign companies, to new joint-stock companies, or to their own businesses.

The latest survey data from the Ministry of Labor and Social Security shows that: in state-owned enterprises, due to the lack of external competitiveness of the pay level, 51% of the enterprises there is a phenomenon of loss of technical staff, 13% of the enterprises there is a phenomenon of loss of senior management, the degree of brain drain is serious and the more serious enterprises up to 39%.

4, enterprise salary management performance appraisal in form, lack of standardization

In the state-owned enterprises, although there is also a short-term or long-term performance appraisal, but most of the enterprises along the traditional, empirical judgment as the main means of performance appraisal, to varying degrees of egalitarianism, so that the assessment of the content of the form.

So, most of the current enterprise bonus to a considerable extent has lost the significance of the incentive, into a fixed "additional wages", employees believe that they get all the bonuses should be taken for granted, so this regular, formalized assessment system lack of incentives.

5, the enterprise salary management welfare mode is too single

In the state-owned enterprises, the welfare system is mostly just for the traditional mode of work and family mode and very little consideration of the actual needs of the staff and the individual needs, in many cases, although the enterprise to pay the cost of a very high, but the value of the staff is not great, and part of the enterprise and even the staff. Some enterprises even provide employees with "repeated" benefits year after year, when both husband and wife in the same enterprise, the disadvantages of this single mode of welfare is even more exposed, this seemingly fair uniform benefits ignored the employees "self-needs" to meet the welfare in state-owned enterprises. The company has a lot of people who are not interested in the company's products and services, but who are not interested in the company's products.