Type of transformer manufacturing industry wide pay system design and application of

Abstract: compensation management can effectively stimulate the scientific staff's enthusiasm for the company to create greater value. In this paper, the company's compensation system for CY diagnosis and discard the original "point system", "value system" and other models, based on wide Pay-style philosophy of the company to re-pay system design, outstanding overall employee performance appraisal results to pay into, full compensation management staff incentives.

Keywords: wide-type transformer industry, job skills, pay the amount of wages the basic tasks

CY is a private high-tech enterprise in 2009, was the central enterprises under the Institute acquired a state-owned enterprises became the main business is operating the transformer design, manufacture and sales of its production capacity and technological level of domestic market. Company's current pay system is formed by history, the company has played an indelible contribution. With modern enterprise reform, the pay system has seriously hampered the company's further development and growth in urgent need of improvement.


First, the company's current pay system problem diagnosis
CY companies pay to implement the secondary distribution of different sequences, different departments the proportion of staff pay structure and different staff salaries mainly consists of three parts, first part of the fixed part, also called basic wage. Logistics Management employees about 50% of the fixed part of the , the technology staff, 30%, 25% of the production class of employees, sales accounted for 20%, the second part is pay for performance parts. the payment of wages according to different sequences in different performance, production sequence, logistics management, plant production output according to the sequence employees issued technical staff to implement work-point system of assessment to complete the design assignments, sales commission by loan recovery amount for the third part is the allowance benefits, of which length of service allowance is 5 yuan / annual growth, job subsidies from the member-level (senior technicians) 20 yuan / months to engineer 100 yuan / per increment, group leaders allowance of 100 yuan / month payment, other benefits include travel subsidies, labor protection.

CY company through a period of 40 days of research interviews and related systems analysis, and found the current pay system a series of problems.

First, the lack of scientific positions valuation, internal pay equity needs to be improved. CY company did not pass the scientific method to measure the value of each position, resulting in the wage distribution based on the obvious lack of jobs, internal equity is not high. The company's 584-job employee survey found that only 24.0% of employees think that the gap between old and new employees a reasonable income, 18.6% of employees in different departments that staff a fair income, 26.1% of employees believe that income gap between different positions of the same department, acceptable, and 25.0% of employees think that the lower income gap is reasonable. pay equity affect their stability and development of enterprises, companies need the scientific method to regulate the pay system.

Second, the lack of effective promotion of the pay channels, pay incentives poor results. CY pay employees for promotion channel is very simple, mainly relying on increased duties and qualifications upgrading. Interviews revealed that some in the dry for the company there are no standard promotion channels and I do not know how to pay encourage this sector to enhance the skills of employees and distress faster With work experience and skills upgrading, pay the appropriate promotion is the basic concept of the pay system is a necessary staff requirements pay a lack of promotion system is not conducive to staff motivation to improve their own quality, not conducive to long term training and personnel development.

Third, the logistics management class can not pay the employee's performance reflects the performance-related pay and the principle of individual ability. CY class logistics management company employees monthly pay for performance and overall value of coefficient month workshop linked with individual performance completely contact the case, when a task is not full on timely workshop production, logistics management classes did not change the workload of their employees, their pay for performance increase dramatically reduced, when a monthly workshop assignments increases, the pay for performance along with large rate increase, leading to poor job performance of individual employees' free-rider. "
Fourth, the "point system" to make technology-oriented remuneration biased.'s Drawing attention to the completion of assessment designers, The more complete the drawings, the more work points, the higher the wages the designer of the floating part of the wages accounting for up to 60% ~ 70%. This one-sided "hard work and" the staff, "rushing to dry", the pursuit of design quality and ignore the number of drawings, final design drawings appear more quality problems, the more the phenomenon, but also increases the psychological pressure on employees, not less worried about a senior designer with age, decreased individual effort to complete the design task reduced, reputation declined, wages lower. "point system" in enterprise development stage is the stage of the emergency measures only, such oriented long-standing fight against the inevitable technical staff's enthusiasm.

Fifth, the "value system" type of production staff dampen the enthusiasm. "Value system" that is approved ten thousand yuan output value of wage levels when the output produced by changing the level of wages does not yield the same proportion with the growth, the need for ten thousand yuan wages need to constantly adjust output levels, this approach led to plant employees continue to complain about the same time, "value system" leading to frequent plant proposed to increase the staff requirements, more staff, the greater the value of the actual completion, value of coefficient increases, individual employees followed by rising wages. "output" system of management as an extensive, easy and accurate production of individual employees approved by the amount of actual completion of the task is not conducive to mobilize the enthusiasm of the staff. CY's current pay system for existence of a series of problems must be from remuneration philosophy and operational improvements. Links to free download http://www.hi138.com

Second, the pay system redesign ideas
CY's pay system redesign and development strategy of the company's dynamic combination is a prerequisite, you must pay with advanced concepts to guide, designed for scientific management of the pay protection, in order to protect the pay system to achieve company's strategic development as an important lever. To solve the company pay system integrity, fairness, promotion channels and other issues, the introduction of wide-style remuneration philosophy, to establish a wage-based job skills, wide-style pay model, while strengthening the contribution of individual performance pay and employee contact-oriented, comprehensive staff performance appraisal results to salary conversion.

Wide-style pay model with a flat organization, team-oriented, competency-based and other new management strategies designed to match the new way to pay is with a lot of the traditional hierarchy of the vertical structure of an improved pay and alternative. longitudinal compression will be dozens of pay grade, will each pay level of the corresponding horizontal floating range elongated to form a relatively small salary level there is a wide pay changes in the corresponding range for the company's current problems, wide-style pay model can achieve three results: first, with the knowledge and skills to effectively meet the staff level, to enhance the performance of the companies to pay claims, to avoid companies with employees, department managers, human Resource Manager is wage growth between the embarrassing situation of each game, the second, expanded career development channel, will help encourage employees to do the job work, based on the job rather than the blind pursuit of promotion to enhance the administrative level, the third , with staff positions due to differences in skill level so that job skills are not the same salary range, will help motivate employees to improve their skills.


Third, the pay system redesign
The Company currently development, market pay levels to follow the strategy, salary structure, staff salaries by the various types of job skills, salary, performance pay (piece rate, commission wages, allowances, benefits of three parts together constitute. Pay for performance into three ways: in dry (except for sales managers, technical personnel, logistics managers to adopt a merit pay based on job performance skills, salary wages, piece-rate wages to production mode type of staff, sales staff to continue to pay commission method.

(A design job skills, wages
1. Job valuation. Post valuation is based compensation design, formed by post assessment value of the company contribution to the arrangement of the various positions, can solve the fairness problem within wage jobs. CY's post valuation point method using elements of design, is divided into four stages.

First, the preparation phase: As described in the company's existing job description brief, incomplete, difficult to provide the required information for the post assessment, re-gathering functions of the department, a departmental organization chart, job evaluation clear out the directory name, job description combing the same time , the formation of the company executives, middle to participate in the post assessment team. Second, the training phase: all positions to determine the total impact factors, such as post contributions, job responsibilities, knowledge, skills, labor intensity and the work environment to determine the weight of each element, then each element is divided into several sub-factors, factor pairs grading, definition and distribution points, the establishment of evaluation criteria and then, the assessment team training, selected benchmark positions for test scoring, timely detection, analysis and evaluation process error and adjust the third, the assessment phase: to ensure that all members of the assessment team to be evaluated for each position's job responsibilities, qualifications, job contribution of a clear, objective understanding of the assessment process, each member to follow the principle of an independent evaluation to assess elements of the unit vertical scoring. In order to ensure the accuracy of the assessment results, it can keep a decimal. Fourth, the concluding phase: As the job will inevitably occur in the valuation of cognitive bias or interest crony effect, leading to errors and the actual results of the assessment can be combined with qualitative analysis, the evaluation team jointly generally considered unreasonable positions re-evaluated.

Post evaluation of the results of statistical analysis, the formation of "CY's post grades and the distribution list." Among them, 24 middle management positions were divided into three levels, technical management series (including the sales staff of 56 positions are divided into five, producing a total sequence 54 positions are divided into five. Links to free download http://www.hi138.com