Shoe Enterprises Should Retain The Talents And Pay Attention To The Nuclear Salary System.

Today, employees are

At the end of the year, many shoe companies are faced with a "raise" call.

However,

As a result, the implementation of the "fire fighting management" of the remuneration company falls into a kind of

This kind of "emergency" salary management reflects two major faults in the salary management of enterprises: first, it does not consider who should pay the high salary for the enterprise; two, it does not think deeply about how to realize the fairness of salary.

The talents, advocacy behaviors and reward skills attracted by effective salary system must be consistent with the strategic development orientation of enterprises.

Managers can judge the effectiveness of the compensation system by identifying the highest paid employees in the organization (relative to the remuneration level in the market, not just comparing with the enterprises), but also in accordance with the needs of achieving the strategic objectives.

1, focus on core talents.

Salary management is to enable enterprises to focus their limited resources on the input of core human resources, and at the same time, give consideration to the fairness and feelings of the majority of the enterprises, so as to achieve the goal of motivating and retaining core staff and supporting the realization of organizational strategy.

So, what kind of employees can meet the standards of core human resources?

First of all, the job value is high.

The value of the job is different.

Second, performance is better.

Qualified candidates with core human resources must be able to maintain good performance for a long time and continuously provide high quality and sufficient output for the organization.

Finally, ability is strong.

Having a strong ability is the premise of assuming the responsibilities of high value positions, and is also the basis for maintaining good performance. However, the existing level of competence is only one aspect of ability. If we want to become the core human resources of an organization, we must have the potential to further develop and enhance it.

The talents with high job value, good performance and strong ability contribute significantly to the organization than others. Enterprises should also tilt the remuneration policy to these core talents in a timely manner.

2, encourage key behavior

Different strategic orientation demands different job performance and behavior requirements.

Generally speaking, in the start-up and growth stage, the salary design will focus on the short-term behavior indicators, while those in the mature stage are more focused on the long-term behavior of employees, focusing on the rewards for long-term indicators.

Therefore, enterprises should design their salary structure and post performance indicators in order to maximize staff's enthusiasm and ensure their support for organizational strategy.

Two, salary equity: the choice of reference system.

It is impossible to retain talents only by tilting the salary system to the core talents.

According to the survey of pay satisfaction of some shoe enterprises, the main reason for employees' dissatisfaction with salary is not that the absolute value is low, but that the relative value is unreasonable, that is, the main reason for employee turnover is the relative unfairness of salary.

This sense of fairness depends on the reference group selected by employees. It is divided into external equity and internal equity.

The manager's salary decision is a trade-off between external equity and internal equity.

1, external equity

Paying attention to external fairness and choosing salary above market level will have strong competitiveness in the human resources market.

The external equity oriented salary strategy mainly promotes the organizational efficiency through two ways: the sorting effect and the incentive effect.

The sorting effect refers to the ability to get the talents they want quickly from the market by providing a higher level of remuneration than the market.

Incentive effect refers to the high salary, which makes employees fear losing the current higher salary, so as to stimulate them to improve their efforts and help to reduce the supervision costs of enterprises.

Many shoe enterprises face the competitive pressure of the product market. They will take the salary level below the market wage rate to reduce the cost and strive for competitive advantage in product prices. However, they have to pay a higher rate of employee turnover and recruitment costs, and will face more difficulties in maintaining product quality.

In order to reduce the cost burden, enterprises can only implement the high salary strategy only for the core posts that contribute to the strategic goals, while for other relatively minor jobs, they take a lower wage level.

When enterprises are in the condition of tight salary resources, this strategy will attract and retain the core talents who are most important to the organization, and on the other hand, it will not lead to excessive labor costs.

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2, internal equity

Internal equity is the degree of satisfaction among employees in a company by comparing their pay levels.

Sense of fairness is closely related to employee skills, qualifications, performance, responsibilities, workload, workload and other factors.

Because of the different values of employees, the above factors are different in different enterprises' pay decisions.

Pay attention to internal equity organization, pay gap is often smaller, this way helps to stimulate collaboration and knowledge sharing among employees, and thus promote organizational performance.

There are at least two solutions to the success of internal equity oriented remuneration strategy: first, the consensus of organizational strategy and employee value judgment.

The two is a consensus on the value judgment criteria among employees in different post groups.

It is often difficult to form effective unification between the strategic focus of an enterprise and the value judgment of employees. There will be some conflicts, and even the value judgment criteria of employees may deviate from the strategic priorities of enterprises.

For example, in the state-owned enterprises before the restructuring, most employees think that the compensation policy should take full account of factors such as seniority and the cumulative contribution of employees to enterprises.

However, as enterprises face fierce competition in the market, in order to achieve the strategic goal, we need to increase the incentive for employees with high academic qualifications and innovative spirit.

If the majority of employees' judgment criteria are used as the basis for determining remuneration, the pursuit of internal equity will result in higher employee satisfaction, but it will be contrary to the strategic objectives of the organization.

Different interest groups will drive their own interests to adopt the most favorable indicators for themselves as the key elements to determine the remuneration.

The production workers emphasize that the weight of the work environment and workload should be increased, while the R & D personnel will consider that the skill level is the most important factor to decide the salary; the older employees emphasize the importance of seniority, while the younger employees think that performance is the basis for determining the salary.

Under such an organization scenario, it is necessary to use the value judgment criteria of those employees who master the key resources of enterprises as the main basis of compensation design, and further clarify the values advocated by the company so that employees can internalize them.

Only in this way can we ensure the efficiency and harmony of enterprises and ensure the management of salary as a strategic service.

The salary system is highly dependent on the enterprise background, and there is no universally applicable pay system.

A clear strategic positioning is the premise of the design of the salary system; taking into account internal equity is an important factor in the consideration of the design of the salary system; paying attention to the pfer of the value added point of the enterprise value chain is the key to the successful design of the salary system.

As a manager of shoe enterprises, the year-end salary adjustment system must formulate a targeted salary adjustment strategy after clear organizational strategy and business objectives next year, and take into account the performance of the employees last year, so as to achieve effective investment in the core human resources of enterprises, so as to achieve the purpose of retaining core staff.