HR How To Communicate With Employees At Salary Adjustment Time

What is it? Of course, it's pay.

Say no?

1. the concept and system of remuneration:

Employees should have a clear understanding of the composition of the company's remuneration, that is, the proportion of fixed salary, variable salary and welfare in the overall remuneration.

If the company has a clear policy, it should be included in the employee handbook and communicated clearly when new employees are trained.

However, when annual salary adjustment is communicated, it is still necessary for the company to inform all employees again.

2. salary adjustment policy:

For example, according to different levels or different performance of employees, what is the company's salary adjustment policy?

The salary adjustment policy should conform to the company's salary concept and system, but it will make flexible adjustment along with the company's performance and market condition in that year.

3. factors that affect pay:

What is the extent of the company's salary adjustment and salary adjustment this year? This is closely related to the market prosperity and the company's revenue in the year, so it is necessary for employees to understand the annual market pay trend and the company's performance.

Some parts belong to the grey sensitive area, whether to say or not to say, depending on the factors such as the enterprise culture and so on.

Every company should weigh itself. You must consider whether or not you can handle and manage unexpected situations that may follow, such as staff protests, trade unions' censure, etc.

Even if you have seven or eight points, you are advised to practice sandbox first, and then carefully anticipate the possible situation and how to solve it.

This sensitive area includes: the company's overall pay adjustment budget, the salary increase of different departments and so on. The communication of these information can be adjusted flexibly. Some companies will choose to communicate only to senior management level, not to do full staff communication.

Of course, it is the actual salary figures. Managers should especially remember not to mention the salary increase or even the salary of another employee with any subordinates. They also believe that this is one of the means to motivate employees to compete with each other, unless you want to test whether they can handle the collapse of the Department.

Generally speaking, pay adjustment communication can be divided into two categories: full staff communication and individual communication. The communication between the general manager and HR personnel is the most common way. The general manager can focus on the pmission of reward strategies and concepts. HR will explain the salary adjustment process and the details of its operation, such as how the company's salary is positioned in the market.

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Generally speaking, salary is natural.

As a direct supervisor, you need to talk with his subordinates about his performance last year.

The so-called "matter of fact" is to point out what is good and what things need to be improved in the past year. Then remember not to use emotionality and conjectures. For example, I guess you may not argue with me. Remember that you are communicating. No matter whether you are interviewing with the leading or backward employees, you should treat them equally, tone and wording, though sometimes it is not easy.

Before performance interviews, you can first ask colleagues, subordinates or clients who work with the employee, collect some examples as a benchmark for performance, but not too preconceived.

Give employees a chance to listen to what he says.