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薪酬三大难题,怎么破局?

发布时间:2021-07-30 来源:https://www.cclsbs.com/

第一个是理念,就是公司因什么付薪。

The first is the idea, which is why the company pays.

如果有一天我跑到你们公司去问员工,公司因什么付薪?不知道他会怎么回答,是因为跟领导关系好付薪吗?是年资付薪吗?是学历付薪吗?其实都不对,薪酬理念也就是企业的激励导向,越来越多的企业认为,企业付薪的理由就两个,一个是能力,一个是业绩。

If one day I go to your company to ask employees, why does the company pay? I don't know what he will answer. Is it because he has a good relationship with the leader and pays? Is seniority paid? Is education paid? In fact, they are all wrong. The salary concept is the incentive orientation of enterprises. More and more enterprises believe that there are only two reasons for enterprises to pay, one is ability and the other is performance.

第二个是观念,员工什么时候会对个人的薪酬满意。

The second is the concept of when employees will be satisfied with their personal salary.

有很多企业会做薪酬满意度调研,在目前的职场,与其追求满意度不如追求体验度.

Many enterprises do salary satisfaction research. In the current workplace, it is better to pursue experience than satisfaction

我们知道一个企业如果经营业绩不好,这两项福利可以递减或是冻结的,这个企业把福利分为一级福利、二级福利、三级福利,当我们公司经营业绩不好的时候,咱们就冻结一级福利。作为HR,我们要时刻以公司经营情况为决策基点,在这里我们也要注意,福利未来不是普惠制的。

We know that if an enterprise's business performance is poor, these two benefits can be reduced or frozen. The enterprise divides the benefits into level I benefits, level II benefits and level III benefits. When our company's business performance is poor, we freeze level I benefits. We should take HR as the basis for our decision-making, and we should pay attention to the benefits of the company in the future.

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第三个让大家纠结的问题是企业薪酬的内部公平性,这个最直接体现就是新老员工矛盾,新员工工资比老员工工资高,对不对?

The third problem that makes everyone tangle is the internal fairness of enterprise salary. The most direct embodiment is the contradiction between new and old employees. The salary of new employees is higher than that of old employees, right?

这个是大部分企业都存在的,可以说这个不是简单的企业问题而是社会大环境下的普遍现象,当社会发展到一定阶段,这个现象是非常正常的。

This exists in most enterprises. It can be said that this is not a simple enterprise problem, but a common phenomenon in the social environment. When the society develops to a certain stage, this phenomenon is very normal.

1、老员工关怀你怎么做?比如说工作满十年的员工,发一种材质的勋章或戒指,工作满五年的员工发另一种材质的勋章或戒指,对吧?这个时候我们可以去定义啊,比如说拥有蓝色勋章的人公司永远不开除你,可以上年金等等,比如说我们在年会的时候,坐在第一排的不是领导,应该是我们老员工,新员工入职培训的时候谁来培训?老员工!在新闻媒体露脸的机会给谁啊?老员工!

1. How do old employees care about you? For example, employees who have worked for more than ten years will be given medals or rings of one material, and employees who have worked for more than five years will be given medals or rings of another material, right? At this time, we can define. For example, the company will never fire you if you have a blue medal, and you can get an annuity. For example, at the annual meeting, the leader sitting in the first row is not the leader, but our old employees and new employees. Who will train them during the induction training? Old staff! Who is the chance to show up in the news media? Old staff!

2、新员工怎么对待?工资要的那么高,他带来的是什么?你们为什么给他们那么高的工资?他们带来的更多的是一种新思维、新理念和未来充满无限希望的可能性。

2. How to treat new employees? The salary is so high. What does he bring? Why do you give them such a high salary? They bring more new thinking, new ideas and the possibility of unlimited hope in the future.

所以可以在试用期期间安排两个工作,一个是给他一周的时间来跟咱们的团队分享一个他这个专业的东西,讲个故事也好,说个工具也好,在分享的过程看这个人的水平;二是给他三个月的时间就是转正之后做个述职报告,因为三个月都能看出我们公司或部门的短板和问题,让他给我们一个解决方案。

So we can arrange two jobs during the probation period. One is to give him a week to share a professional thing with our team, tell a story or a tool, and see the level of this person in the process of sharing; Second, give him three months to make a work report after becoming a regular, because he can see the shortcomings and problems of our company or department in three months, and let him give us a solution.


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