Seven Salaries Of Chinese Enterprises

"Salary, worry, white youth." Company Pay How should the strategy be formulated? This is probably a big concern for company leaders. Is the remuneration of senior management reasonable? Can high salaries buy high performance? Gold handcuffs rust, equity and options need to be re examined? "Wait and see" salary issue, make enterprises Administration It seems that wages are heavy.

No.1 unfair pay cause loss of personnel

In the brain drain of enterprises, the loss caused by dissatisfaction with salary is common. Employees because of salary problems Quit It's just that salary is unfair. Jia Yi, senior consultant of Beijing foreign enterprise Taihe Business Management Consulting Co., Ltd., said that she thought that the formulation of corporate remuneration generally follows two principles: "external competition, fair internal", and second point impact on employee mentality is greater than the first point.

Therefore, Jia Yi suggested: when each company formulating its own salary system, it is best to understand the level of remuneration in the market, and then adjust the company's remuneration strategy. Secondly, we must make a job analysis and job evaluation according to the company's salary system, and draw up the salary standard according to the requirements of different departments and positions.

But if the company's current salary system is difficult to meet the requirements of employees, and a certain aspect of employees' ability is very necessary for the company, an exception may raise other employees' sense of injustice. How should we solve this problem? Jia Yi proposed: give employees some special tasks, if employees can do well, they can establish a certain image among their employees, so that the promotion and salary increase will be logical.

No.2 pay a lot of money to dig people -- handcuffs yourself.

Zhang Xun, a consultant to Beijing Taihe Business Management Consultancy Co., takes note of such a situation. "Some enterprises, especially in some new industries, often see that a company promises hundreds of thousands of millions of annual salaries for the sake of digging people, and even far exceeds the remuneration of the company's executives. "Zhang Xun believes that the consequence of this is that it will first deviate seriously from a company's salary curve, leading to a failure to formulate a reasonable remuneration policy. Moreover, the dissatisfaction of other employees inside the company, especially those who are similar to his post, with the same rank, thus triggering the wage shock in the company, is undoubtedly a handcuff for himself. For an enterprise, what a post is important is not finding an excellent person, but a suitable person. At the same time, even if we hope to dig up useful people through high salaries, we should make clear the structure of remuneration and the conditions of payment ahead of schedule.

No.3 salary encounter "ceiling"

Some top executives often wonder why their own remuneration is already low, but it is still hard to attract valuable employees. Or, a high salary, attracting talent, but can not stay?

Ji Weiguo, a human resource expert at North Sen Shengshi consulting company, points out that the salary structure consists of two parts: internal and external remuneration. External remuneration is what we usually call wages, bonuses, welfare. Internal salary refers to whether it can give him challenges, such as a sense of accomplishment, more interesting work, rising space, and corporate culture. If an enterprise relies solely on external remuneration, it will of course experience a ceiling effect. It is reasonable to find a balance between them.

According to the salary survey, the most competitive enterprises in the industry, or those in the leading position in the industry, are usually not the most remuneration in the industry. The common point of these enterprises is not only to provide employees with higher pay and welfare benefits, but also attach great importance to the training and development of employees and the working environment of employees.

No.4 salary --- management cost, management tool?

Reporters learned from interviews with enterprises: in enterprises, employees often take the initiative to find business leaders and propose that their annual salary should be 200 thousand yuan, not the current 50 thousand yuan. Then, as a leader of an enterprise, how should they deal with this matter? The most common situation is that many business leaders will say "NO" to their employees, because doing so will increase the manpower cost of the enterprise.

The attitude of some business leaders is different. A senior executive of a company told reporters: I welcome this attitude, because I think if people are genuine material, even if they want high salaries, so long as he can create greater wealth for me, why can't we get what we need? If you can earn 500 thousand for me, I can give you 200 thousand.

In fact, salary should be the sharpest and best tool for enterprise management tools. But now many leaders only regard salary as the cost of an enterprise. Based on this understanding, the leaders of enterprises think about how to control the cost well. They never thought that if the bonus was changed in another way, would the incentive effect to employees be different? This reflects the depth of understanding of the concept of pay by an enterprise leader. "Zhang Xun understands this.

No.5 pay secrecy - the enterprise can not offend the "heaven"?

At present, many enterprises in China pay salaries.

The golden secret system, in addition to the company's designated managers know the salaries of employees, no employee knows other people's salary, in addition, some enterprises even listed as their own several management tips, once there is a leak, serious will be dismissed.

Obviously, the secret pay system is prevalent in enterprises because it can reduce troubles to managers and employees, and it also helps enterprises to hire employees at relatively low labor costs. However, we can see from many companies that are still implementing the secret pay system. Although companies repeatedly demand employees not to talk privately about wages, they are not allowed to inquire about other people's wages, but employees often talk about wages most often behind their backs. Moreover, the salary system is opaque, and the employees lack an objective and impartial yardstick to measure the fairness between pay and income.

Therefore, some experts have suggested that pay should be more transparent, and it can be linked to the results of performance appraisal, which will often achieve twice the result with half the effort. That is to say, the performance of employees at all stages of development is also objectively recorded, which will serve as an important basis for staff salary adjustment. When good performance employees receive rewards and raises, they will motivate them to work better. Those who are not performing well will also strive to improve their behaviors and catch up with them, thus forming a positive incentive for positive circulation.

No.6 gold handcuffs invalid equity and option system need to be re examined?

The stock option incentive is prevailing in global enterprises. Through investigation, it is found that the executive pay of some well-known foreign enterprises and private enterprises does not adopt stock option method at present. The reason is not only related to the large market environment, but also the mentality of the employees. Therefore, how to design more suitable options and stock options in the current market environment has become the focus of attention for the long-term development of enterprises.

Ji Weiguo, a senior economist at North Sen, suggested that in addition to options, he could voluntarily give managers some space to open up a business for managers to operate, and to invest in companies so that he could find ways to tie them up with the company. To solve the problem of long-term incentive, we must establish a profit driven mode, so that the remuneration of employees will be consistent with the shareholders' value of the company.

No.7 executive pay problems

At present, the structure of executive pay in China is unreasonable, and the proportion of basic salary is larger. Floating salary, especially the share of equity incentive, is relatively low. According to statistics, most of the executives in domestic enterprises do not own company shares, which indicates that executive compensation mainly focuses on short-term incentives. Secondly, there is a low correlation between executive pay and performance in domestic enterprises. Many outstanding companies still have a low level of executive pay.