Traditional television media salary management problems and countermeasures

Traditional TV media salary management problems and countermeasures

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Abstract: This article starts from the existing traditional television media payroll management problems in general, combined with modern human resource management theory, puts forward solutions and countermeasures to improve the competitiveness of traditional television media payroll has a certain significance.

In recent years, with the multimedia IPTV, network television, "two micro" of the extensive use of traditional media competition is becoming increasingly fierce, especially in the television media competition is also in the unprecedented competition. The focus of competition in addition to the quality of television programs, program landing, audience market, information services, etc., the author believes that the competition for talent is also a key factor. Effective salary management is an important guarantee for talent competition. However, the traditional television media over the years, payroll management is still in the groping stage, long-term distribution management in accordance with the inherent payroll system of institutions, away from the media's own industry characteristics, restricting the development of the traditional television media business.

First, the problem of salary management

(a) Existing employment mechanism lacks a sense of fairness internally, and lack of competitiveness externally

The traditional television media often has a dual nature, that is, "the nature of the cause of the business operation of the economic entity. The inherent institutional constraints of career units and imperfect entrepreneurial operation have resulted in the complexity and Chinese characteristics of the existing problems of traditional television media. The form of employment within the television media generally adopts the appointment system, and this appointment system distinctly reflects the characteristics of the institutions, that is, focusing on the identity and category of personnel. Employees within the television media can generally be divided into the following categories: formal staffing, station hiring, labor dispatch workers, part-time hourly workers, columns or program group self-employment and so on.

A variety of different identities of the staff working in the same position or engaged in similar work, but in the pay and treatment of large differences, that is, within the unit of the phenomenon of different pay for the same work, which directly affects the staff's motivation to work, and over time caused by the staff's psychological imbalance. On the other hand, as we all know, due to the special nature of the work of the television media, many tasks are teamwork projects, usually requires a group of high-quality television talent to *** with the collaboration to complete. From the early program selection, program planning, to the mid-term program shooting, production, scheduling, review, to the later program broadcast and transmission, need to go through a complex process.

The quality of the program and the development of the cause and the ability of television media practitioners are closely linked, the unit's pay system should also be closely related to the performance of television media practitioners, otherwise it will affect the work of this part of the enthusiasm, the lack of internal sense of fairness, can not retain talent, resulting in a loss of talent, a serious constraint on the development of the cause.

(b) Remuneration management concept lagging behind, detached from the overall strategic objectives

Remuneration management is an important part of human resources management, refers to an organization for the services provided by all employees to determine the total amount of compensation they should receive, as well as the structure of compensation and compensation in the form of a process. Compensation management is generally carried out by the personnel department of the unit, but the personnel department of the television media is generally not involved in the development of the unit's program, quality assessment, management and revenue generation plan development, implementation, which results in the personnel department of the staff of the unit's program quality, revenue generation targets, etc., do not understand, compensation management is too narrow vision, detached from the overall strategic objectives, and the lack of long-term planning. In the long run, it will not be able to grasp the characteristics of the entire unit talent quality and employment requirements, resulting in a lack of payroll management work, can not be targeted to develop the long-term development of the unit's business in line with the payroll program, can not payroll program implementation process may be the problem of effective communication with the staff and continue to be perfected.

(C) Payroll management system lacks science and transparency

Existing television media, there is a common practice of using the "work point system" as the basis for payroll. Each department, according to their different work, to develop their own "work points", used to quantify and evaluate the work of employees, and then as the basis for payroll. However, as there is no scientific basis or uniform standard for the "work points" formulated by each department, and secret calculation methods are adopted without open and transparent supervision, a so-called "insider pay" is formed within the department. This situation is likely to cause mutual speculation and suspicion among employees, and over time will produce dissatisfaction, employee psychological loss, a sense of belonging to the unit is reduced, and even negative slack. On the other hand, the difference in income should be associated with different positions of responsibility, risk, the required technical content, labor complexity and other factors, and the current pay system of the television media failed to clearly reflect the differences in positions.

(4) Neglect of non-material pay, simply linked to the level of staff pay and operating revenue generation

Currently, many television media to the economic benefits of the first place, too much emphasis on the level of staff pay should be linked to the operation of the revenue generation benefits, and not enough attention to non-material pay, that is, the spirit of incentives. According to the "Implementation Program for the Management of Broadcasting, Film and Television News Gatherers and Editors", it is stipulated that news reporting should be strictly separated from business activities, and no advertisement should be solicited in the capacity of reporters, editors, reviewers, producers, hosts, announcers, etc., which clearly indicates that the business revenue-generating work should be taken care of by full-time staff. However, there are still some TV media, especially grassroots units, where the vast majority of news gathering and editing staff have the task and target of operating and generating revenue. This unreasonable pay system orientation, so that some news editors have to be reduced to the employment of money, in some cases, the hands of the pen or camera as a revenue-generating tool, affecting the image of the media, hindering the development of the media. Material incentives are certainly necessary, but they play only a short-term role, the incentive is not strong persistence, the constraint effect is also poor. TV media should pay more attention to non-material pay incentives in order to maintain competitiveness in the long run. The needs of employees are multi-level, they need both material incentives, and hope to get non-material pay incentives, that is, spiritual incentives. This is to enhance the sense of belonging of employees, retain talent, and long service for the unit.

Second, to improve the competitiveness of traditional television media pay countermeasures and recommendations

(a) Strengthen human resources management, fully mobilize the enthusiasm of employees

The composition of the remuneration of the media unit should be a comprehensive consideration of the factors of social and economic benefits, so that the short-term performance and the combination of long-term performance, encourage and guide the staff. Long-term performance, encourage and guide employees through a variety of continuing education and learning to increase knowledge, through practical work to accumulate experience, and constantly summarize the innovation, and gradually improve the comprehensive ability to solve and analyze problems, and as a measure of the level of remuneration as a criterion, rather than simply the length of service, academic qualifications, grades, positions, and other traditional factors as a constituent element of the remuneration. At the same time, human resources management should be strengthened, in which mobilizing the enthusiasm of employees is particularly important. Units should provide a good development platform for employees who "want to work, can work, and can do things", put an end to the phenomenon of "empty pay" and the hidden phenomenon of "empty pay" that does not contribute to the work, and break the "empty pay" phenomenon of "empty pay" that does not contribute to the work. The level is measured solely by academic qualifications, and various upward channels are opened up to change status management to position management and gradually realize equal pay for equal work. Combined with the trend of performance pay reform in institutions, pay attention to the role of pay incentives in mobilizing employees' motivation, add incentives into the design and management of the unit's pay, and strengthen the competitiveness of the traditional media through the effective exertion of the incentive mechanism of pay. Both economic benefits, but also to put social benefits in the first place, fully embodies the principle of unity of social and economic benefits, taking into account the work of publicity, safety broadcasting and advertising operations to generate revenue, to protect and stimulate the enthusiasm of employees.

(2) Pay system design should be scientific, distribution should be transparent

According to the market position of the traditional television media, combined with the media of the same industry brother units and neighboring provinces of the market level of television media salaries, scientific research and analysis, to determine a reasonable level of pay, so that the level of pay not only in the industry to maintain a certain external The salary level can not only maintain a certain degree of external competitiveness in the industry, but also stabilize the team and retain talents. On the other hand, a fair remuneration system can be formed within the organization through scientific and reasonable positions, comprehensive and detailed job division and serious and rigorous workload accounting. Reasonable setup of management positions, specialized technical positions, labor positions, clear job responsibilities, scientific analysis of the degree of difficulty and importance of the work of each position, and as an important basis for determining the salary of the position. Try to adopt various ways to widely solicit the opinions of employees, listen to their voices, encourage employees to actively contribute to the unit's salary system and adopt reasonable suggestions as appropriate. In addition, it should also let employees know clearly the composition of the unit's pay system, understand what work or what effective behavior can be rewarded with pay, and get a better reflection in the income, then the employees in the work of the goal will be more clear, the behavior will be more standardized, but also better to play a positive, to create more value for the unit. At the same time, the distribution of remuneration should be transparent and should not ignore the details. Units can be in a certain range of publicity salary calculation standards, performance appraisal results, etc., to accept the supervision of employees, in short, all aspects need to be open and transparent. Human resources management should pay full attention to this work, do a good job of explaining and communicating with employees to enhance their understanding of the salary, to avoid negative emotions.

(C) Adopt other effective incentives to improve employee satisfaction

The study of Harvard University. William James's research shows that employees are fully incentivized, can play the ability of 80% -90%, while in just keep the job is not fired at a low level of incentive status, employees only play its ability to 20% -30%. Unit of human resources management to "people-oriented", in full respect for the staff on the basis of exploring the establishment of a reasonable long-term incentive mechanism to maximize the mobilization of each employee's enthusiasm, to open up a variety of upward channels, in order to ensure that the cause of sustained and healthy development. For example, in order to further mobilize the enthusiasm, creativity and initiative of professional and technical personnel, and encourage outstanding professionals to actively play a leading role in the backbone, the traditional media can be implemented within the assessment and recruitment of "chief system". The chief of the position of staff employed in the appointment period for interviews, editing, video, hosting and other related work, or to participate in social activities and attend relevant meetings have the right to indicate their chief status. During the period of appointment, the unit gives a certain amount of allowance in the form of special funds. The above measures can better alleviate the pressure of internal administrative promotion, so that employees are not promoted through administrative positions, but through the performance of professional and technical positions to obtain the corresponding higher pay.

(4) Learning from the new media salary management system, employee welfare benefits diversification

In terms of human resources management, we can actively learn from the new media enterprises, not only to encourage pay according to their work, more work, more pay, and tilt to the outstanding talent and key positions, but also advocate dedication, selfless dedication, solidarity and cooperation. Explore the establishment of a remuneration system that combines traditional media and new media, so that performance orientation is consistent with the direction of media transformation and career development. In addition, the meaning of improving the happiness index of employees can be achieved through the design of diversified welfare benefits, and differentiation factors can also be added to the level of existing welfare benefits. For example, if the annual performance of the staff is good, the number of days of annual leave can be increased accordingly; in view of the rejuvenation of the editorial team, a certain amount of marriage fund and birth consolation money can be added; during the traditional festivals, condolences are offered to the loved ones of the staff members who stick to the front line of broadcasting and can't return home to join their relatives and convey their greetings, and so on. These humane measures can play the role of welfare benefits to staff incentives, enhance the development of traditional media and competitiveness.

Three, conclusion

In short, in the multimedia era, the competition between various types of media is becoming increasingly white-hot. Television traditional media to stand out in the competition, make a breakthrough in development, must make great efforts to change the existing salary management system. On the one hand, the scientific and reasonable development of pay incentive system, appropriate pay incentives for employees, on the other hand, from a variety of channels to meet the spiritual needs of employees at all levels, to give full play to the enthusiasm and initiative of employees, and then give full play to the advantages of human resources, so that it is truly transformed into a media market competition advantage.