HRD Salary System Construction Skills

[case] A enterprise was established in 1999, has become a group enterprise, has 15 factories, overseas has 5 subsidiary companies, is in the high-speed development period, in this case, Wang Hua joined A enterprise. According to the agreement, Wang Hua came to the office of CEO early in the morning, and the CEO looked ugly. "How did you perform your performance management?" Wang Hua asked, "what is your performance management?" CEO said one after another: "the wages of the general manager of our group's subsidiaries can't be the same. The sales volume of each subsidiary is not the same, the number of employees is not the same, and the difficulty of operation is different. If we take the same salary, it's unfair. How should I deal with this matter? I really didn't come up with any good solution. You have to give me some advice." After listening to Wang Hua, he said, "this is not performance management. This is the establishment of the salary management system. Well, you are the project manager. I am the project manager of this project. I am responsible for pushing you. How are you going to start?" CEO Immediately, "good!"

[text] A enterprise CEO has such an idea, actually in Wang Hua's view, this is expected, because Wang Hua did not find the A enterprise's salary system, but as the director of human resources, Wang Hua has to sign all salary increase and job adjustment, because Wang Hua has specifically looked for CEO, and how to check from all subsidiaries and group level. Functional departments The examination and approval documents submitted, CEO only said, there is no way for me to do so. I think that if we raise the salary, we will reduce it. If we think it is low, we will add some rules and no rules. This means that what is "reasonable" and CEO laughs with a smile.

Human resource management activities are generally divided into three stages. The first stage is the selection, the second is the selection, and the third is the selection. The first stage includes organizational structure, human resources planning and job analysis; the second stage includes recruitment and interview; the third stage includes salary and welfare management, training and development management, performance management, and employee relationship management.

From the above human resource management practice, job analysis is very important. Human resource management The result of job analysis is the job description. The job description generally explains the basic information of the position, the outline of the job set, the responsibilities, the job requirements, the authority, and the workflow.

As a manager of human resources department, when the work analysis project is launched, it should naturally be the project manager, who must provide training courses and answer questions to line managers and employees. In the evening, the staff of some departments are redirected, and the draft of the job description is commented, from the text, from the method, from the structure of the job description. Communication with individual line managers does not exclude individual project team members from being enthusiastic about this project. To clarify the progress of the project and inquire about its difficulties, we should give support to it from the actual action. Such as the role of the job description and its impact on the company.