How Much Salary Can Be Made To Retain Talents?

< p > first, let's introduce to you the salary performance of < a href= "http://www.91se91.com/news/list.aspx ClassID=101112107102 > > Ma Yun < /a >: < /p >

< p > 1, accounting for KPI data, but consideration must be something other than KPI; < /p >

< p > 2, pay the result (prize), applaud for the effort; < /p >

< p > 3, appreciating valuable failures, rewarding efforts to persist in getting results; < /p >

< p > 4, three people do five people's work, take four people's wages; < /p >

< p > 5, plus salary is the company's new higher requirements for your position; < /p >

< p > 6, those who do not have salary adjustment must first improve their functions and values.

< /p >

< p > < strong > 1, current situation: < /strong > < /p >

< p > 1, why do many companies spend a lot of money on advertising marketing, but customers do not buy it? < /p >

< p > 2, why spend a lot of time and money to develop customers, but fewer and fewer customers? < /p >

< p > in fact, in many cases, the more we invest in advertising and customers, the more wasted we are. Why are our profits becoming less and less? Because our waste is getting bigger and bigger! < /p >

< p > but if we do not do marketing advertising and customer development, we will die directly! < /p >

< p > continue to do invalid advertising and customer development, we will die slowly and painfully! < /p >

< p > < strong > two, problem origin: < /strong > < /p >.

< p > 1, most of China's a href= "http://www.91se91.com/news/list.aspx ClassID=101112107108" > small and medium enterprises < /a >, only one leg walking, too much emphasis on marketing, neglect of personnel training and incentives; < /p >

< p > 2, because there is no good talent, all have no good marketing innovation mode, only imitate others; < /p >

< p > 3, why is there no good talent? Because enterprises do not attach importance to talent cultivation and team building.

< /p >

< p > How can we achieve strong competitiveness? < /p >

< p >, then you must finish reading the article in one breath! < /p >

< p > because I will focus on "recognizing performance management" and "how to make KSF pay performance mode" in this article. < /p >

< p > let the salary return to the essence of motivation, motivate employees to be spontaneous and enhance the competitiveness of enterprises! < /p >

< p > < strong > recognition of performance management < /strong > /p >

< p > I want to let you rethink performance management through three sentences: < /p >

< p > the first sentence: Management Master Drucker said: all business activities of enterprises are ultimately for performance! < /p >

< p > many of our enterprises will only focus on performance and think that they have everything in their performance. Many managers also use performance to cover many problems inside the enterprise. When the performance is good, the internal problems are not a problem, and the internal waste is normal.

< /p >

< p > but once the market changes, a lot of problems will emerge. There are achievements. We can live well for the time being, but we can't go far, because the market is constantly changing, and the competition is constantly changing. That's why Chinese enterprises can only grow bigger but not stronger, but they can't go far. "/p >

< p > < strong > what is the performance? < /strong > < /p >

< p > achievements: achievements and achievements; < /p >

< p > efficiency: effectiveness and efficiency. We are pursuing effective and effective achievements and achievements.

< /p >

< p > I think performance is: human efficiency, flat efficiency, production efficiency, product efficiency, customer efficiency and financial efficiency, and the 6 effect is performance. "Ping Ping" is an index used by Taiwan to calculate the business efficiency of shopping malls.

< /p >

< p > and at present, many enterprises only pursue financial efficiency, but they have not done the other 5 effects. They are doomed not to go far! < /p >

< p > < strong > < /strong > second sentence: enterprise without performance management, can not talk about management < /p >

< p > see if your company has these problems? < /p >

< p > 1, < a href= "http://www.91se91.com/news/list.aspx? ClassID=101112107105" > manager "/a > do not look at internal management reports? < /p >

< p > 2, managers are reluctant to do data analysis? < /p >

< p > 3, system, but always replaced by human feelings? < /p >

< p > 4, have goals, but do not have target management? < /p >

< p > 5, there is an examination, but a mere formality? < /p >

< p > 6, with evaluation, but decided by higher authorities subjectively. < /p >

< p > if the performance management is not done, the management of the enterprise will become the above situation. If we do the performance management, we will extract the index through the BSC equilibrium principle, and the staff will have the direction and the method to carry out the work.

< /p >

< p > to potential employees and performance to enterprises: < /p >

< p > because performance management requires indicators; < /p >

< p > because there are indicators, we need to have an assessment; < /p >

< p > because there is assessment, data support is needed; < /p >

< p > because managers need data support, managers will pay attention to and analyze data; < /p >

< p > because managers are concerned about data, management will be refined accordingly; < /p >

< p > with fine management, we can talk about management.

< /p >

< p > third sentence: enterprise management = Human Resource Management = performance management < /p >

< p > all enterprises are created by people, and talent has become the most important factor for enterprises. But what is talent? This is measured by the value and result created by employees. If there is no index of performance management, there is no way to measure whether employees are talents.

< /p >

< p > talent is not born. Employees need motivation. If employees are satisfied with the status quo, they will lose competitiveness one day. Therefore, we need to motivate them to help them grow, so that every employee can grow and create more and more value for enterprises.

And all this needs performance management.

< /p >

< p > < strong > what kind of salary performance mode should be used by small and medium-sized enterprises? < /strong > < /p >

< p > < strong > 1, the traditional salary structure design: < /strong > < /p >

< p > basic salary + post salary + overtime pay + technical wage + performance salary + commission (Bonus) reward.

< /p >

< p > the biggest drawback of this design is: < /p >

< p > 1) elasticity is small: the fixed part is more important, for example, the fixed part of the non business post can reach more than 80%.

< /p >

< p > 2) can not be measured: employee income and its value can not be relatively effectively measured.

< /p >

< p > 3) the imbalance between salary and staff value: value should be equal to price, and the result of employee's pay and creation is not directly related to income.

< /p >

< p > < strong > two, why is KPI difficult to do? < /strong > /p >

< p > 1, to do performance, lack of data support, professional thinking < /p >

< p > 2, KPI and salary is a wrong choice. < /p >

< p > 3, falling into KPI methodology, ignoring its systematization < /p >

< p > 4, lack of profits, his winning values and performance culture < /p >

< p > three, why did the traditional performance appraisal fail: < /p >

< p > (1) the so-called "performance pay" is set up with little incentive and low employee concern.

< /p >

< p > (2) communication is not in place, employees do not agree with target design and goal setting.

< /p >

< p > (3) did not solve the problem for whom the staff did, and the employees were passive and passive.

< /p >

< p > (4) performance is tied to goal planning management, focusing solely on the results but ignoring the process.

If the process is not in place, the result will be bad.

< /p >

< p > (5) the result of performance is tied to value orientation, and the assessment is biased towards solving the problem of comprehensive evaluation performance and contribution. Value orientation focuses on how to allocate profits reasonably and fairly.

< /p >

< p > (6) examination fees are laborious, employees do not agree, enterprises can not see the effect, so most of them are mere formality or halfway.

< /p >

< p >...

< /p >

< p > small and medium enterprises recommend KSF pay performance mode! < /p >