HR How To Face Salary Pressure Lightly?

< p > < strong > a href= < http://www.91se91.com/news/index_c.asp > Salary Management > /a > target < /strong > /p >

< p > salary should play its due role. Salary management should achieve the following three objectives: efficiency, fairness and legality.

To achieve the goal of efficiency and fairness, we can promote the realization of salary incentive, and legitimacy is the basic requirement of salary, because legitimacy is the foundation of company existence and development.

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< p > (1) efficiency target < /p >

< p > efficiency objectives include two levels. From the perspective of output, the first level can bring maximum value to organizational performance, and the second level is from the perspective of investment, so as to realize the cost control of remuneration.

The essence of the salary efficiency goal is to bring the greatest value to the organization with the appropriate remuneration cost.

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< p > (2) < a href= "http://www.91se91.com/news/index_c.asp" > fair goal < /a > /p >

< p > fair goals include three levels: distributive justice, fair process and fair opportunity.

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< p > distributive justice means that the organization should comply with the fair requirement when carrying out < a href= "http://www.91se91.com/news/index_c.asp" > personnel decision making < /a >, deciding various reward measures.

If employees feel that they are being treated unfairly, they will be dissatisfied.

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< p > employees' cognition of distributive justice comes from their subjective comparison of input and income, and will be compared with past work experience, colleagues, peers and friends in this process.

Distributive justice is divided into three aspects: self equity, internal equity and external equity.

Self equity, that is, the remuneration of employees should be directly proportional to their pay; internal equity, that is, the salaries paid by employees of different positions in the same enterprise should be directly proportional to their respective contributions to the enterprise; external equity, that is, the salaries of similar industries in the same industry, the same area or the same scale of different enterprises should be basically the same.

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< p > process equity means that when deciding any award or punishment decision, the decision criteria or methods based on the organization are in accordance with the principle of fairness, the procedure is fair and uniform, the standards are clear, and the process is public.

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< p > opportunity equity refers to the same development opportunities that the organization gives to all employees, including organizations communicating with employees before making decisions, organizing decisions to consider employees' opinions, taking the positions of employees into consideration, and establishing employee complaints mechanisms.

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< p > (3) legal target < /p >

< p > legal objective is the most basic premise of the enterprise salary management. It requires that the salary system implemented by the enterprise is in line with the laws, regulations and policies and regulations of the state and province, and can not violate the requirements of the minimum wage system, statutory insurance benefits, salary guidance line system and so on.

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< p > however, since June this year, China's large and medium-sized cities have issued wage guidance prices one after another. Surveys show that wage increases range from 10% to 30%.

Based on the rising pressure of wage prices, some coastal cities are moving inland, and some manufacturing enterprises are upgrading their industries.

In this context, how can the enterprise's human resources department help enterprises to make profits? In the Sixth China and foreign management human capital development forum, Fan Xiulian, director of Coca-Cola HR China, Sun Guojun, general manager of United life insurance reform and development department, Mr. Jing Su Qi, chairman of the head office of Ting Ju Da, Wang Kaige, director general of human resources consulting of Kingdee group, Tang Biao, general manager of HR, the former co Xin holding company, are making suggestions for this purpose.

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P has always been difficult to carry out human resources work.

The word "worry" is used to describe work experience. "Salary increases, boss's face is ugly, wages are not increased, and employees' faces are ugly."

In the value chain of some enterprises, the role of the human resources department is often neglected.

Wang Kaige said that at present, the increasing pressure on human resources is a good time for human resources departments to play a role in controlling costs and increasing performance.

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< p >, how can the human resources department help enterprises achieve profits in the face of rising salary pressure? In the final analysis, we must fight a battle of talent strategy.

The experts gave nine words: finding the right, using well and staying.

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< p > < strong > find the person who matches the needs of enterprises < /strong > < /p >

< p > "because of the big environment, business owners are unable to control wages rise."

Jing Su Qi therefore suggested that we should give full play to the role of the human resources department and find ways to work hard for people.

Although the cost of staff wages can not be controlled, the cost of recruiting enterprises can be reduced.

For example, the recruitment of micro-blog, a former general manager who recruited several million yuan annual salary, may cost more than ten thousand yuan for recruitment. Now, the real-time interaction of micro-blog recruitment has greatly reduced these costs.

In addition, HR can set up a reasonable recruitment process and get twice the result with half the effort.

The original recruitment of an employee, the chairman also personally interviewed, the process is very cumbersome, which has caused some owners of private enterprises do not trust HR.

Now make a reasonable recruitment process so that the boss can trust the process and believe in the recruitment results.

For example, you can set up a multi-level interviewer, according to the interview system, play the specific score, use data to speak.

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"P" "find the right", in fact, there are different standards for different enterprises, and the type of talent should be matched with the needs of the enterprise.

Wang Kaige used her personal experience to illustrate this point: many years ago, she worked as a HR in a well-known Real Estate Company. She recruited more than 1000 employees in one year, but left behind very little.

Later, she adjusted the recruitment idea.

Because it is a real estate enterprise, many big projects are launched and work pressure is very great, so the first standard of recruiting talents is higher endurance. Without this, people with high professional quality will job hopping.

In addition, people with good tolerance work longer hours in the enterprise, and have a deeper understanding of the company's corporate culture.

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< p > < strong > managing staff expectations > /strong > /p >

< p > > "finding the right" only completed the first step of the Long March, and how to "use it well". Tang Biao thought that, as Peter and Dulake said, a good leader should help employees improve their career vision and make achievements beyond organizational expectations.

It is particularly important to set up a reasonable salary system in the field of HR. This system should correctly recognize employee's post value, skill difference and work contribution.

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< p > "can not give staff development platform, is unable to retain talent."

Fan Xiulian said that company HR usually promotes employee promotion based on employee's personal career development advantage and matching company strategy.

Enterprises HR often ask themselves: who are your team members who can help organizations achieve higher goals? Have you communicated with them and appointed them? Based on this important employment initiative, building an enterprise talent pool is an important foundation for achieving "good use" and "staying".

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The key to retaining P is not to pay high salaries but to see whether the enterprises can really meet the needs of employees.

This is summed up by Jing Su Qi. There are four kinds of needs for the employees, including the boss themselves: first, the rice bowl is the food and clothing, the two is the growth space, the three is the stage, and the fourth is the sense of belonging.

If an enterprise can only meet one, it will certainly not retain talent.

For example, he said, in a large enterprise, the growth of employees aged 20 to 30 can meet the growth needs; employees aged 30 to 40 meet the need for talent development; employees over 40 years of course meet their needs for belonging.

Therefore, Jing Su Qi regards human resource management as human expectation management. In his view, if the enterprise does not manage people's expectations well, it will be useless to mention salary and position only.

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< p > < strong > salary increase is not difficult < /strong > < /p >

< p > today, with the increasing pressure of salary increase, without the support of business owners and without a smooth human resource management environment, HR departments are almost impossible to find the right ones, use them well and retain them.

Therefore, experts at the scene suggest that some business owners should change their mindset and attach importance to the role of human resources departments and reasonable investment.

Conversely, in the face of rising pay tide, employees themselves have to adjust their mindset.

"I'm selling cabbage and I want to buy platinum."

Sun Guojun thought it was unrealistic.

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< p > employee salary increase has become an irreversible trend.

But business owners are generally unwilling to raise their wages voluntarily. How can HR solve this problem as the middle chain between bosses and employees? The experts suggest that the HR department can report the survey data of the salary status of the industry and enterprise competitors to the enterprise leaders and communicate with them so as to ultimately achieve the goal of raising salaries. At the same time, the backbone of the employees found in the performance appraisal is recommended in the salary increase ranks, so as to achieve the purpose of motivating and promoting profits.

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