Working experience in salary management

Lead: Salary management is the most sensitive part of human resource management, because it involves the vital interests of every employee in the company. Especially when people's quality of life is not very high, salary directly affects their living standards; In addition, salary is a direct reflection of employees' working ability and level in the company, and employees often measure their position in the company through salary level. Therefore, the salary issue will be very sensitive for every employee.

Salary management experience (1) Carefully check and make monthly salary report, and make a good connection with finance.

(2) According to the newly revised Salary System in 20xx 10, do a good job in the assessment and entry of salary adjustment in 20 1 year1month to ensure the smooth progress of this large-scale salary adjustment.

(3) Make a monthly analysis report of statistical salary, and make clear the salary increase in monthly, quarterly and annual and its proportion in total turnover, and make a comparative analysis in the same period.

(four) under the guidance of department leaders, to participate in the preparation of the annual salary budget; Collect and summarize the salary data within the company, and regularly participate in the statistics and analysis of annual labor costs; Provide data support for reasonable control of the overall salary level.

(V) By consulting industry salary reports, investigating and collecting market salary data and information, providing data and information support for the company to formulate incentive salary and welfare policies, systems and adjustment plans.

Working experience in salary management. Annual salary adjustment

Salary adjustment ideas:

According to the salary optimization scheme, determine the salary structure for different categories of personnel. The proportion of salary structure is the basic reference standard, and structural adjustment will not affect the reduction of current employee salary, and gradually realize a new proportion structure.

Organize the qualification grade evaluation of all employees, formulate the value range according to the external salary survey, and make adjustments according to the evaluation grade.

The evaluation standard of post qualification grade includes four dimensions: role responsibilities and post requirements, knowledge and skills standards, professional experience standards and performance behavior standards. It is not prepared to evaluate performance behavior standards.

Suggestion:

(1) According to the performance appraisal results of the previous year, make adjustments with reference to the classification standards.

(2) Focus on adjusting the annual salary of key personnel with great potential and outstanding performance in market development and projects, and adjust the salary scale according to the salary structure.

Second, the year-end award

Distribution concept:

1. Strengthen performance orientation by organizing the distribution of bonus packages;

2. The top leaders of all units are responsible for issuing year-end awards to enhance their awareness of responsibilities and rights;

3. Open the distribution gap, strengthen the incentives for high-performance and high-contribution employees in the team, and concentrate superior resources within the limited year-end bonus range.

General principles:

1. Total quantity control

Distribute within the total amount issued by the group, and subordinate organizations at all levels shall implement the total amount of year-end bonus of the organization in strict accordance with the annual performance.

2. Value contribution and performance-oriented performance

In the process of bonus distribution of organizations at all levels and employees' personal bonuses, the annual value contributions and achievements of organizations and individuals are strictly based, reflecting the value * * * and risk * * *.

Organize performance books to achieve results; Individual's performance contribution and value contribution to the organization

3. be objective and fair, and the top leader is responsible.

To objectively and fairly evaluate the annual performance and actual value contribution of employees, teams and individuals with high performance and contribution must be encouraged, and the top leaders of all units (including project managers) should be directly responsible.

Third, the optimization of the salary system.

1. Enterprise background

This unit is a multi-disciplinary and comprehensive high-tech research and development unit with energy technology research and development as the leading factor. After years of unremitting efforts, we have made some progress in technological research and development breakthroughs and strategic layout of industrialization, and won honors and policy support from the State Key Laboratory, the 973 Project, the 863 Project and the National Engineering Center.

The overall composition of the team is more complicated, multi-disciplinary, multi-professional and multi-level. Features: The company has about 170 R&D personnel, who are distributed in various fields of R&D..

raise a question

This unit has followed the traditional salary system of the Group. In the process of technology research and development, the original salary system has some limitations in encouraging technology research and development employees, which puts forward the demand for improvement and reform of human resources work. After analysis, there are mainly the following problems to be solved:

2. 1 It is necessary to establish standardized R&D specifications and R&D procedures. At present, there is a lack of unified R&D specification and R&D program, the technical R&D mechanism needs to be improved, and the R&D program used by R&D personnel is different from the R&D language standard, which may lead to low efficiency of R&D work. On the other hand, technology R&D still stays in the R&D stage with some individuals as the core, lacking R&D process and R&D document management. Once this brain drain occurs, some R&D projects may stagnate and the results may be lost.

2.2 The current performance appraisal is not closely related to the promotion of R&D projects. Staff performance management lacks scientific evaluation mechanism, project managers lack team management consciousness, and the performance appraisal of employees is not systematic and objective enough. If this situation continues, it will weaken the importance of R&D work in employees' minds and lead to the deviation between the orientation of performance appraisal and R&D objectives.

2.3 The current salary system has insufficient incentives for R&D personnel. The annual performance results have little effect on the total annual income of employees, and the salary lacks sufficient incentives for employees, which leads to the emergence of some employees. Do well and do badly, do more and do less? The idea of big pot rice may have a negative impact on the whole R&D process.

3. This principle of salary optimization

3. 1 is the guidance for the formation of traction R&D achievements. Emphasize that employees pay attention to the results of R&D, not the work brought by working hours and non-R&D projects;

3.2 Effectively motivate outstanding employees. Fully reflect the value contribution of employees, fully mobilize the enthusiasm of employees through positive and negative incentives, and encourage employees to actively participate in research and development;

3.3 Based on the progress of the R&D project. Break the mechanism of linking the original salary with the mandatory proportion of assessment, and establish the mechanism of linking the employee salary with the project progress.

Step 4 optimize your ideas

4. 1 unify the internal R&D specifications of R&D personnel, advocate the use of the same R&D language and procedures, and strengthen the target management system. Establish the decomposition mechanism of R&D project, manage the value, time node, project progress, completion effect and quality of R&D project in the whole R&D cycle, and improve the implementation of project gateway control management (this work needs to be jointly developed by all project managers and project management departments);

4.2 Continue to implement the new performance appraisal method, dilute the idea that the mandatory proportion affects the employee's performance appraisal, pay attention to the R&D value contribution and project promotion of technical R&D personnel in the annual performance appraisal, and reflect the scientific research ideas oriented to the achievements of R&D projects from the performance appraisal;

4.3 Establish a three-dimensional salary and welfare incentive mechanism with short, medium and long-term linkage, and pay attention to the structure and effect of short-term incentives.

5. Optimization point:

☆ Incentive system:

Short-term: annual income as a short-term incentive traction

Mid-term: medium-term incentive measures to increase welfare enjoyment.

Long-term: equity incentive, employees become business owners

☆ Adjustment of annual income payment method:

Total annual income before adjustment = monthly basic salary+monthly bonus+year-end bonus payment method. The new payment method is as follows:

The total annual income of employees is still the mode of monthly income+year-end bonus income, and the standard annual income of employees (that is, basic monthly income+qualified employee project award) reaches the middle and high point of the market salary level.

Monthly income = basic salary +R&D allowance+monthly project award

Year-end bonus distribution = annual reserved salary+special bonus+project award

☆ The calculation method of project award is:

According to the completion of R&D project, the total performance bonus package of R&D project is given. The total bonus is divided into monthly payment ratio and year-end payment ratio according to a certain proportion, and each project manager (with the cooperation of human resources department) will distribute the total bonus to employees according to the rules.

☆ Adjustment of monthly payment ratio:

For employees whose annual salary is less than 15000 (or 200000), the existing 8: 2 salary model is changed to 13, and the monthly payment ratio is increased to meet the needs of young employees in special periods such as housing and car purchase.

The evaluation technology of salary management experienced talents lags behind, and the post value cannot be reasonably determined.

At present, all kinds of evaluation software are flooding in the market, and it is difficult to find professional evaluation talents because of the lack of authoritative certification institutions. Among the domestic talent assessment practitioners, some are scholars or researchers who also do talent assessment, and some have been engaged in human resource management for many years and turned to personnel assessment.

Pay lacks transparency and motivation.

The transparency of salary actually sends a message to employees: high-paid people have their own reasons, and low-paid people also have their own shortcomings. However, in practice, some enterprises adopt a confidential salary system, which not only leads to the waste of management costs, but also does not play an incentive role.

Ignoring the salary system? Internal salary? Make employees' salary rise in a single channel.

The salary in a broad sense includes external salary and internal salary. External salary refers to the salary in the usual sense, which is the substantive things paid by enterprises to employees, such as wages, bonuses, allowances, benefits and so on. Internal compensation refers to people's satisfaction from the work itself, and generally does not require enterprises to consume any economic resources. Modern enterprises generally attach importance to it? External salary? And ignore it? Internal salary? , especially in China, the official standard? Strong consciousness makes management positions at all levels become the career development goals of employees. This single? Official standards? Channels will inevitably restrict and restrict the survival and development space of high-quality employees in enterprises.

The professional manager market has not yet formed, lacking market competition mechanism and long-term incentive mechanism.

At present, the market for professional managers has not yet formed, the mechanism for selecting operators in the market cannot be established, and the salary of operators is difficult to meet the market level, which leads operators to use power for personal gain and other means to harm the interests of owners to achieve their own goals. In addition, the incentive for operators is limited to the promotion of salary level when they are in office, ignoring the consideration after the operators abdicate. After abdication, bonuses, post allowances and post consumption are gone, which leads to the operators having to take precautions. Tea is cool when people walk. Is this happening again? 59 years old phenomenon? .

Reasonably determine the overall salary of employees, strengthen the incentive factors in the salary composition, and establish and implement a multi-track and multi-level incentive mechanism.

Human beings not only have material needs, but also spiritual needs, so enterprises must comprehensively use a variety of incentive mechanisms, including honor incentives, welfare incentives and growth incentives.

Establish a reasonable salary structure and formulate a fair competition salary system.

First of all, we should strive to establish a fair salary system, which involves internal fairness and external fairness. In enterprises, it is necessary to quantitatively evaluate the value of posts from the aspects of analyzing the complexity and difficulty of post work, the responsibilities to be undertaken in the work, the knowledge and ability to be possessed, so as to widen the gap in salary distribution reasonably. Outside the enterprise, on the basis of investigating the overall salary level of the same region and industry, we should formulate the salary policy of the enterprise, strive to recruit the most suitable employees with the most reasonable salary, and retain the existing talents with the most reasonable human resource cost. Secondly, we should pay attention to the rewards for the team and elite backbone, and set up team rewards in the salary structure, which can prevent the imbalance of the mentality of low-level personnel caused by the excessive wage gap between superiors and subordinates and promote the mutual cooperation among team members.

Fully consider the individual differences of employees and implement the principle of differential incentives.

Enterprises must consider individual differences when formulating incentive mechanism in order to receive the maximum incentive effect: for example, female employees pay more attention to salary, while men pay more attention to the development of enterprises and themselves; In terms of age, employees aged 20-30 generally have higher requirements on working conditions; In terms of culture, those with high academic qualifications generally pay attention to the realization of self-worth and spiritual satisfaction, while those with low academic qualifications pay attention to the satisfaction of basic needs.

Enterprises should pay wages and bonuses in time and keep the timeliness of incentives, which will help to achieve the best incentive effect. Frequent small-scale rewards will be more effective than large-scale rewards. Reduce regular rewards and increase irregular rewards, so that employees have more unexpected surprises and enhance the incentive effect.

Realize the connection between salary and performance, and choose the performance appraisal mode suitable for the enterprise itself.

The purpose of performance appraisal is to improve the overall performance level. To achieve this goal, we must choose a performance appraisal model suitable for the enterprise itself and localize it. When designing assessment indicators, we should follow the principles of concrete, measurable and realizable, and reasonably design the performance assessment index system.