1、建立以市场为导向的工作管理系统，充分利用国际知名咨询公司的全球工作评估体系，运用市场化方法对下属单位进行评估和评分，合理化和完善岗位分类制度，将公司所有岗位划分为明确顺序，设置职业和职业类别，分为管理（M），专业（P），支持（S）和操作（O）四个顺序），细分管理，维护，导航，信息，营销，功能，服务等职位家庭巩固每个管理的岗位基础。

1. Establish a market-oriented work management system, make full use of the global work evaluation system of international well-known consulting companies, use the market-oriented method to evaluate and score subordinate units, rationalize and improve the post classification system, divide all posts into clear order, set up occupation and occupation category, and divide them into management (m), specialty (P), management (m), management (P), Support (s) and operation (o) four orders), subdivide management, maintenance, navigation, information, marketing, function, service and other positions, consolidate the position basis of each management.

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2、   构建一体化的员工发展渠道管理系统，强化公司的人才队伍，鼓励和引导员工成为人才。 建立一个新的，更扁平的管理等级制度，取代公司目前20多年的执行水平，从而明确干部等级制度与薪酬制度的关系，反映市场定位，突出岗位贡献。确定各类岗位发展渠道与横向流动的对应关系，明确层级责任和资格的界定，介绍个人绩效点作为晋升的基本条件，加快优秀员工的晋升，配合薪酬绩效调整机制，以各种方式激励员工。职业发展和薪资增长。

2. Build an integrated employee development channel management system, strengthen the company's talent team, encourage and guide employees to become talents. Establish a new and more flat management hierarchy system to replace the company's current implementation level of more than 20 years, so as to clarify the relationship between the cadre hierarchy system and the salary system, reflect the market positioning, and highlight the post contribution. This paper determines the corresponding relationship between various post development channels and horizontal flow, defines the hierarchy responsibilities and qualifications, introduces personal performance points as the basic conditions for promotion, speeds up the promotion of excellent employees, coordinates with the salary performance adjustment mechanism, and motivates employees in various ways. Career development and salary growth.

3、  优化员工绩效管理系统。承担公司的战略目标，全面匹配“纵向和纵向”评估，建立一个系统，将集团绩效与各级下属组织的绩效和干部员工的薪酬联系起来，实施员工年度绩效绩效体系，将年度绩效考核水平转换为积分，评估结果全面适用于等级提升，薪资增减，人员出入等各个方面，鼓励员工长期保持良好的业绩贡献，明确员工退出的绩效规则，顺利“出口”。

3. Optimize employee performance management system. To undertake the strategic objectives of the company, comprehensively match the "vertical and vertical" evaluation, establish a system to link the group performance with the performance of subordinate organizations at all levels and the salary of cadres and employees, implement the annual performance system of employees, and convert the annual performance appraisal level into scores. The evaluation results are fully applicable to all aspects such as grade promotion, salary increase and decrease, personnel entry and exit, etc, Encourage employees to maintain good performance contribution for a long time, make clear the performance rules for employees to exit, and "export" smoothly.

4、  重建地面人员补偿的基本制度，提高补偿激励的及时性和有效性。实行目标工资制度，构建广泛的薪酬制度，明确固定和变动工资比例， 工资资源向关键人员倾斜，工资倾斜系数按顺序，等级和渠道设定，建立员工薪酬调整机制，将绩效结果联系起来，实现合理有序的薪酬增长和对优秀员工的精准激励，大大提高了薪酬分配的有效性。

4. We should rebuild the basic system of ground personnel compensation and improve the timeliness and effectiveness of compensation incentive. We should implement the target salary system, build a wide range of salary system, clarify the fixed and variable salary proportion, incline the salary resources to key personnel, set the salary inclination coefficient in order, grade and channel, establish the salary adjustment mechanism, link the performance results, and realize reasonable and orderly salary growth and accurate incentive for excellent employees, It greatly improves the effectiveness of salary distribution.

有了济南企业业绩增长上面的小总结，希望对广大客户有所帮助，如果有什么不理解的或者寻求帮助的请点击我们的网站：https://www.cclsbs.com或者来电咨询，我们会尽全力为您解决

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