Ten common problems in salary management

Ten common problems in salary management

Introduction: In enterprise human resource management, salary management is undoubtedly a very basic and extremely important work. Scientific and reasonable salary management can not only effectively mobilize the enthusiasm of employees, promote the improvement of their work performance, but also better realize the stability and development of enterprises. Here are ten common questions about salary management that I bring to you, hoping to help you.

First, there is a lack of compensation strategy.

Enterprise strategy is actually an enterprise strategy, a plan for the integrity, long-term and basic problems of the enterprise, and a choice and action based on the future to adapt to environmental changes, win competitive advantages and achieve business performance. The solution is to answer? What do we do and how do we win in business? problem Human resource strategy is an effective support for enterprise strategy. What is the answer? What role does human resources play in our success? problem The salary strategy of an enterprise is the decomposition and refinement of the company's human resource strategy. The center of salary strategy is to help enterprises win and maintain competitive advantage through a series of salary choices. What should I answer? How does the overall compensation system help us win? problem In enterprises, few companies have feasible corporate strategies, and even fewer have human resources strategies and salary strategies that are in line with corporate strategies and corporate status quo. Leading, following and lagging compensation strategies are suitable for different stages and types of enterprises. In enterprises, they don't know how to use different salary strategies in different enterprise development.

Second, there is a lack of salary concept.

The salary concept clarifies the value orientation advocated by enterprises in salary management and is the soul of the salary system. It points out why companies pay for their behavior and performance. In most private enterprises, they don't know what kind of value they should pay, and their salary concept is lacking. Their usual practice is to allocate value according to administrative level, educational background and working years in the enterprise, but they don't pay due attention to the responsibilities and risks of the position, the skill level of employees, the ability of employees and other real key factors that produce performance.

Third, there is no reasonable salary system.

There are many reasons why enterprises don't have a reasonable salary system, but there may be two most important reasons. The first reason is the enterprise consciousness, which has not attracted enough attention and needs a reasonable salary system. The second reason may be the lack of the enterprise's own ability. People engaged in human resources management in enterprises are often not professional human resources personnel, and their professional ability is insufficient, so they can't do it if they want to. Without such a reasonable salary system, the related systems of enterprise human resources can not cooperate well, and sometimes even conflict, which reduces the effectiveness of company human resources management. What's more, the salary standard of employees is only determined by the boss according to the specific situation and experience at that time, which is arbitrary and difficult to maintain consistency. As a result, the salary standard of employees in the enterprise is chaotic, and most employees negotiate their salaries and make arbitrary decisions.

Fourth, the salary structure is unbalanced.

The salary structure consists of various salary units, which can generally be divided into static salary (basic salary, etc. ), dynamic salary (performance salary, bonus, etc. ) and human wages (benefits, allowances, etc. ). There are two main manifestations of the imbalance of salary structure: the first is the imbalance of salary structure. For example, in many enterprises, welfare is often not paid enough attention to. The imbalance of salary structure will lead to the lack of flexibility in the operation of enterprise salary system, which can not meet the different needs of most employees in salary, especially affecting the combination effect of short-,medium-and long-term incentives for employees. Many enterprises have completely turned welfare into decoration, and the incentive effect is very poor, and the design of self-help welfare has not attracted attention. The second is that the proportion of salary units of all kinds of personnel is unbalanced, such as the proportion of fixed salary is too high and the proportion of performance salary is too low, which easily leads to the ineffective salary incentive effect.

Fifth, the lack of career development channels leads to a single salary increase channel.

Some small and medium-sized enterprises in some ways? Type of opportunity? The rise and fall of enterprises are often closely related to certain opportunities, which determines that the organizational structure of small and medium-sized enterprises emphasizes flexibility, so in most small and medium-sized enterprises, the career development channels of employees are not considered. Lack of career development channels for employees and poor salary promotion channels are not conducive to effective incentives for employees. Another consequence is due to China? Official standards? With a strong sense, people generally manage? Professional anchor? Or? Rank? The size of their contribution to the enterprise. Therefore, management positions in enterprises have become the career development goals of employees at all levels. Single? Official standards? Or management? Professional anchor? The development channel will induce most employees with good development potential to put all their energy into job promotion first, thus reducing the survival and development space of high-quality employees in enterprises, which is extremely unfavorable to the long-term development of enterprises.

Sixth, the internal fairness of compensation is insufficient.

In small and medium-sized enterprises, the internal unfairness of salary is more serious than the external competitiveness of salary. Generally speaking, the bosses of small and medium-sized enterprises will pay attention to the fairness of the owners of production factors at all levels, the horizontal fairness of employees at the same level, and the vertical fairness of employees at different levels. However, they often only pay attention to the fairness of salary design results and ignore the procedural fairness of salary definition. In the eyes of some small and medium-sized business owners, it doesn't matter whether the design and operation of the salary framework is an open or hidden operation as long as the salary of employees is equivalent to their relative work value or the contribution of enterprises. In our consulting practice, we often encounter some such problems:? How to balance the treatment of functional departments and business departments? How should the treatment of sales staff and technicians be balanced? Should the same administrative levels, such as directors and managers, be treated equally? These problems are essentially: the relative value of positions in enterprises! From the perspective of enterprise value chain, if the problem of value evaluation is not effectively solved, it will greatly affect value creation, and then affect distributable value, and the transmission function of value chain will be greatly weakened! If the position value is not clearly defined, it will cause a series of major problems such as unfair evaluation and unfair distribution, which will affect employee morale and organizational cohesion, thus causing the loss of key talents in the company. With the improvement of information technology and management means, small and medium-sized private enterprises have also entered the lean management stage. This requires small and medium-sized private enterprises not only to rely on the boss's certain qualitative feelings to make decisions, but also to analyze the decision-making content according to quantitative thinking habits.

Seven. Lack of basis for salary adjustment

The success of small and medium-sized private enterprises lies in the entrepreneurial spirit of small and medium-sized private entrepreneurs and their grasp of opportunities. Because the founder of small and medium-sized private enterprises plays a vital role in the entrepreneurial process of small and medium-sized private enterprises, he is often in a unique position in the company. After the wages of employees in small and medium-sized private enterprises are determined, whether they can raise their wages can only depend on the wishes of the boss, and there is no standardized wage promotion mechanism. Due to the poor performance management level, the company can only evaluate employees through their feelings and salary adjustment, which lacks scientific basis. In the salary adjustment stage, the salary adjustment amount of employees is decided by the boss alone. Even if there is a problem, it is difficult for others to change it because of its authority. The uncertainty of employees' salary increase expectations has damaged their enthusiasm and led to their lack of motivation to work. What is even more frightening is that if the bosses of small and medium-sized private enterprises have insufficient ability to identify talents, those employees with poor ability to engage in relationships, kiss up to others, and think only of others are more likely to be promoted and reused. This will seriously hit those really excellent employees, and employees will lose confidence in the development of the boss and the company, which will lead to the loss of core employees of the company, which is very terrible for the sustainable development of the enterprise.

Eight, the correlation between salary and performance is not strong.

In most small and medium-sized enterprises, there is no strong correlation between employee compensation and performance. The salary of employees has become extremely rigid, which does not well reflect the incentive effect of salary. In salary management, the purpose of implementing dynamic salary is to link the salary of employees with the business performance, team performance or personal performance of enterprises, so as to realize an institutional arrangement of risk sharing and profit sharing between enterprises and employees. In scientific salary management, salary is generally adjusted by adjusting salary difference, post grade difference, planned proportion of total salary, salary point value and assessment coefficient. Moving? Get up. An important reason for the static salary is that the performance management level of small and medium-sized private enterprises is low, and there is no scientific basis for making salary? Moving? Get up. The most common form of static and dynamic compensation is that the payment of performance pay and bonus is not linked to the results of performance appraisal, resulting in? Do more and do less? 、? Do you work hard? The occurrence of this phenomenon has seriously affected the enthusiasm of employees. Another common phenomenon is that although the payment of dynamic compensation is linked to the performance appraisal results, the performance appraisal results are not a true reflection of actual performance, which makes the payment of dynamic compensation a mere formality and cannot effectively play an incentive role.

9. Ignoring the salary system? Spiritual value?

In most small and medium-sized enterprises, the boss thinks that salary is money. This is an extremely wrong idea. Generalized salary can be divided into two parts: internal salary and external salary. External salary refers to the substantial things such as wages, bonuses, allowances and benefits paid by enterprises to employees, which requires enterprises to pay the price in terms of economic resources. Intrinsic reward refers to people's satisfaction from the work itself, and generally does not require enterprises to spend any economic resources. Is it from the company? Only charge? The latter is greatly ignored. This is a typical and primitive salary management concept, so the personality of employees is not respected, and outstanding talents are not valued and developed. According to Maslow's demand principle, money can only meet the needs of physiology, safety and some social types, and the needs of respect and self-realization can often not be met through money. In private enterprises, many executives and business partners leave their jobs, not because they have too little money, but because? Spiritual value? Without proper motive.

X. salary incentives are not timely.

Because the overall management level of small and medium-sized enterprises is low, many line managers of enterprises do not have the skills to effectively motivate their subordinates, which greatly reduces the timeliness of salary incentives. When employees have made outstanding achievements through their own efforts, at this time, if the line manager does not use incentives including salary incentives, it will greatly dampen the enthusiasm of employees. This is also a reward. If it takes a few months, its role will be greatly reduced, and its exemplary role for other employees will also be greatly reduced. When an employee makes an act that the company advocates and encourages, he will always pay attention to the behavior of the company's management. If his behavior is not motivated in time, it will greatly affect his work initiative and enthusiasm. Bosses of small and medium-sized private enterprises, please boldly and timely affirm those outstanding employees!

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