About Salary Management model design experience to think

First, broadband-style pay model

Broadband pay system is the corporate office to evaluate and classify the large number of jobs into a limited number of rank to increase the salary of each rank can change the upper and lower range (the so-called broadband), so that job-level chains, while reducing the increase in different performance difference between the salary. The benefits of such employees are not too much to consider is what kind of a job, but important to consider his role in the company which, Bo modern sharp angle on the rational management of corporate compensation line of thinking in the mode of color actually reflect the size of his contribution to the company. Can be said to change color with a broadband pay is the pay model of design ideas that can shape a performance in the enterprise and ability-oriented corporate culture.

Management of broadband pay basic conditions: the direct supervisor of employees entitled to management and are willing to pay because of the broadband pay management, the basis for determining pay levels is not only a single job evaluation, also need to consider the labor market prices, employees within the enterprise value, and many other factors, more important is the performance evaluation is based on team rather than individuals, which requires the employee's team leader, usually the direct supervisor on more responsibility for pay administration and important rights.

Broadband pay management focus: attention to employee performance in the broadband pay, employees paid job promotion with no strict correspondence between the treatment, so that employees will not focus too much on the level positions, but on the more time into how to improve work performance, and enhance personal abilities and qualities, also gives rise to improved business performance.

Broadband pay management role: first, to create a fair opportunity for employees due to the broadband pay employees brought the expansion of the floating range, while performance-related, so that employees on wages up to the expectations have increased, internal equity issues are larger solution, followed by increased pay flexibility, enhanced pay system changes in the external environment within the enterprise resilience.

Second, the overall pattern of pay

"Full pay" means remuneration paid by companies to the recruits were divided into "external" and "inner" two categories, "external" and "internal" pay combination. "Extrinsic" mainly refers to the recruits pay provide a quantifiable monetary value, such as: basic salary, bonuses, stock options, pension, housing allowance. "Internal" refers to those who pay are provided to employees can not be quantified in monetary terms the value of the various awards, such as, job satisfaction, for the completion of its work to provide a variety of handy tools, training opportunities and improve the opportunities for personal fame, attractive corporate culture, and so on.

"External" and "internal" incentive pay each have different functions, they complement each other, are indispensable. Comprehensive compensation management mode of "external" and "inner" two salaries combined role effectively, staff can play to a very good incentive. overall management should pay attention to the following three points:

1 full pay management a prerequisite. Is the business to be able to understand and master the market in a timely manner on a variety of positions in our industry, the various ways the average level of pay, or to grasp and control their own levels of remuneration of the company will lose basis. full pay but also on the successful implementation of phase consultation between business and recruits, to balance the interests of both sides.

(2) the focus of a comprehensive compensation management. Is to focus on non-cash compensation. Compensation management is not limited to cash remuneration, the remuneration of employees of enterprises satisfaction ratings by the non-cash factors occupy a larger proportion. Generally speaking, extrinsic motivation as are quantifiable, they can be competitive to achieve an average level of intrinsic non-monetary incentives and difficult to quantify, most of the content is entirely dependent on the company's own training and continue to accumulate, such as corporate culture, work environment, the company's reputation for personal recognition, and so on.

3 Total Compensation management role. The economic and non-financial remuneration closely linked, can increase staff enthusiasm to promote the development of enterprises, between enterprises and the staff to create a win-win work environment.

Third, self-pay model

To establish a center employee's personal needs, from staff salaries based on individual needs to choose their own combination of salary management - self-pay management.

The use of self-pay program design companies will pay out a menu, the staff can pay the prescribed form within the selected combination of your favorite remuneration, such as forms of compensation are divided into five groups, 10 categories, the formation of self-pay = (basic pay additional salary + benefits + salary) + (additional work items subsidies + paste) + (opportunities for promotion opportunities +) + (income + mental quality of life) + private factors, if an additional allowance for employees not interested in, then he can give additional benefits, choose a few other interesting part of him. self-pay management should grasp the following four points: Links to free download http://www.hi138.com

1 self-pay management a prerequisite: employee involvement. Self-pay management model is the traditional concept of compensation management challenges, but also the traditional salary management philosophy of innovation, which focuses on their employees will pay in the form and expression.

(2) self-pay management focus: respect for employees. Enterprises both in the cultural environment or system environment, advocating respect for the needs of individual employees pay. Businesses pay for employees understood and accepted, to truly meet their wishes and demands, or even the best system concept is difficult to work.

3 self-pay management role: a high-level employees to meet demand employees to adjust their compensation programs and in the range beyond the scope other than wages, such as promotion opportunities and development opportunities so that we can meet the emotional needs of employees, respect the needs and self-actualization needs.

4. Attention to internal pay equity from the internal point of view, the degree of concern to the staff salaries higher than the interest differential pay levels, however, the ability of individual employees, job and work attitude will inevitably bring about the difference between the remuneration of individual differences, how to make this "difference" can be advanced most of which encourages employees to accept, and also fairness, this compensation management is critical. corporate compensation design should follow the "fair and equitable" principle, especially internal equity, the different departments of the sometimes between different people the same department, salary level must reflect the job responsibilities, capabilities and performance differences. To strengthen internal pay equity, it must reasonably determine Qiye different positions within the relative value of effective internal good job evaluation and performance appraisal, compensation from the fundamental solution to the internal problems of inequality.

In short, the modern business model must meet the business pay its own characteristics, because the company's various departments have different characteristics in management practice, should be selected for the appropriate departments and staff salaries management, and improve the fairness of performance evaluation and openness, so as to promote the effectiveness of compensation model designed to improve the enterprise's core competitiveness.

Links to free download http://www.hi138.com