Talking About The Difference And Advantages And Disadvantages Of Enterprise Salary Positioning

< p > < strong >: first of all, why do we talk about the relatively high salary enterprises? In fact, the overall manpower cost is not higher than those with relatively basic salary. < /strong > /p >
< p > when it comes to the total labor cost of the enterprise, most people will think of the explicit labor cost such as wages, bonuses, social security, etc., but often neglect the recruitment cost, personnel replacement cost, learning and training cost, and the "high cost rate" caused by low labor productivity due to poor quality of personnel. This is like buying a car, besides the total cost of naked car and insurance, the cost of playing cards and other costs, and the most important, long-term maintenance costs, gasoline costs, parking fees and other use costs. However, most enterprises only focus on the "cost of ownership" (i.e. the salary level) of the workforce, while ignoring the "use cost" of the manpower (i.e. the recruitment cost, personnel replacement, learning and training costs), including the misoperation, low efficiency cost and related learning and training input to make the employee meet the basic job requirements of his post. < /p >
< p > for example, enterprises spend 2000 yuan to recruit a "cheap" sales representative, but to pay other costs to make the sales representative achieve qualified or excellent level, the overall cost of apportionment may be higher than the cost of 4000 yuan to recruit an expensive representative. Learning and growth need to pay a price, either at the expense of higher pay, or by additional training fees or by reducing labor productivity and mishandling. In general, no matter any enterprise, its overall labor costs must comply with a certain rule like "energy conservation law", which will not disappear or produce, but will be transformed into another form. < /p >
< p > therefore, if the enterprise can conduct full caliber statistics on manpower cost, it will find that the lower human cost is not low; while the leading multinational companies, though the salaries of personnel are very high, the actual labor cost rate is not high, even lower than that of many local counterparts. But these leading multinationals do not rely entirely on high salaries to attract talents. What they most deserve to learn from local enterprises is that they attach great importance to the cultivation of talents. Through a strong talent training mechanism, we can systematically and comprehensively train new employees, so that newly graduated college students can grow into excellent talents in one year or even shorter time, and at the same time provide higher salaries than the average level of the same industry. This high input and output talent strategy has played a crucial role in consolidating and upgrading their market position. < /p >
< p > the purpose of this article is to clarify the role of misread manpower cost rather than advocating high salary. At the same time, it also hopes to attract the attention of local enterprises. This is the viewpoint that all the people want to express. < /p >
< p > < strong > >: what are the advantages and disadvantages of high salary positioning? < /strong > < /p >
There are two main advantages for enterprises to adopt a high salary positioning strategy. First, they can attract more talents. Secondly, the stability of employees will be relatively high, but the high salary positioning strategy also has obvious shortcomings. First, the compensation cost of enterprises is higher. When the operating performance of enterprises is declining, the cost of layoffs or salary cuts will be the first to control costs, but layoffs or wage reductions are likely to backfire. The employees who want to be eliminated are left behind, while the employees who want to stay are leaving. Secondly, because of the high salary orientation, this sub cost is bound to be reflected in the product prices of the enterprises, which will affect the market share of the enterprises. P is also the most important part of the company. Therefore, if we pay attention to the observation, we will find that if the average salary is in the leading industry of the industry, if it is not monopolized, then the product of the enterprise is basically the high-end brand in the industry, because the premium brand can often have more premium, which can resolve the higher salary cost. < /p >
< p > except for a handful of industries that are absolutely leading enterprises, they can assume the position of high salary for all employees. Most enterprises can not adopt this strategy, but this does not mean giving negative reasons to high salary strategy, but adopting a more scientific mixed salary strategy: taking high salary orientation for core posts, taking middle or medium salary orientation for non core jobs, and taking a moderately low salary position for substitutes. This is more scientific and more economical. < /p >
< p > salary level is only a necessary condition rather than a sufficient condition that affects the attractiveness of talents. If we want to improve the average quality and skills of employees and attract more talents to join, only the high salary orientation is far from enough. < /p >
< p > < strong > again: talk about the advantages and disadvantages of low salary positioning. < /strong > < /p >.
< p > enterprises take the low salary positioning strategy, the only advantage is that their labor costs are relatively low, and the relative labor costs are more flexible. However, the low salary positioning strategy has not adapted to the current mainstream trend, because the current Chinese economy is undergoing transformation, and the development mode of relying on low labor costs to obtain cost advantages has come to an end. < /p >
There are many deficiencies in the positioning of < p > low salary. First of all, it is difficult to attract outstanding talents. Second, because of low salary, employees' loyalty and satisfaction to enterprises are also very low, and the quality of products and services provided can not be very high. Third, it is not conducive to enhancing the overall competitiveness of enterprises. < /p >
< p > in addition, if we want to use full caliber to work out the cost of manpower, the overall cost of manpower that takes a low pay cost strategy actually is not low. Therefore, even if the enterprise wants to adopt a low salary positioning strategy, it can not be in a low strategy on the whole sequence, but it is based on the importance of the position sequence and the position, and it should adopt a mixed strategy. < /p >
< p > < strong > last: why do we say that the average wage rise in China is good news for enterprises? < /strong > /p >
< p > whether it is made in China or created in China, it is inseparable from excellent labor force and core talents. Talent is the foundation of enterprise development. According to the rule of historical development, the current Chinese business circles, similar to those of Korea in 90s and Japan in 70s, have experienced the development process of the low average wage of the labor force. Now China is in the stage of changing from the average wage of low labor force to the average wage of high labor force, and the labor-intensive industry has begun to shift to the underdeveloped areas of the central and western regions and to the less developed countries such as Vietnam and Philippines. < /p >
< p > whether enterprises are willing or not, they must face the reality of rising labor costs and the scarcity of excellent industrial workers. For enterprises, it is not so much a challenge as an opportunity to be forced to transform into industries with higher technological content. As we all know, foreign trade and subcontracting enterprises are easily influenced by exchange rate and international economic situation. No country can rely on trade or processing industry to achieve great power. Only relying on precision manufacturing and hi-tech industries can realize the international position of rich countries and strong workers. Therefore, the average wage rise of China's current labor force is actually forcing enterprises to get rid of the past development mode, thus turning to industrial upgrading and moving towards high value-added and high technology industries. < /p >
< p > any big social change, its driving force often comes not from endogenous factors but from exogenous factors. Since China's industrial upgrading can not be realized by relying on entrepreneurs' self-examination, it can only rely on the rise of the average wage of the labor force. < /p >