Compensation Management Skills for Printing Enterprise Management
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Many managers may not be able to systematically elaborate on compensation theory, but they have summarized many effective practices in practice. These practices may be somewhat "rustic" and may be a bit outdated, but they work. Of course, different methods must have their applicable conditions (including environment, industry, organizational development stage, personnel characteristics, etc.) and the main points of use. Only by identifying these conditions and key points, can we truly discover the laws behind “usefulness”. This guides us to further practice.
1. Wide application of floating salary system
Floating salary generally has two methods: base system and salary point system. The base system corresponds to a certain number. For example, the quarterly performance salary base of the procurement post is 3000, the secretary post is 2500, and the performance is up and down. The salary point system corresponds to a coefficient, such as the procurement position corresponding to 1.5, the secretary post corresponding to 1.2, and one The amount of the standard coefficient corresponds to the amount (such as the coefficient 1 corresponding to how much money), it will change with the company's overall economic benefits, may be 1000 last month, next month is 800. The benefits of the base system is clear. For employees, they have relatively certain expectations for their overall income, and can reasonably plan their own lives. For the company, the salary level is easy to connect with the external market. For example, the annual standard income of procurement is 100,000, which is used to guide recruitment. Or adjust according to market level. If the floating salary system is adopted, the overall income is not expected, and only historical data or forecast data can be given.
2. Skill level is greater than post level
The concept of hierarchy applies to positions with different rights and responsibilities, such as managers at all levels and professional positions with the right to sign and approve. The first is the difference in job responsibilities. For example, the supervisor has to carry out knowledge system management in addition to specific work, but also to train low-level employees, or to deal with different procurement objects. Secondly, the difference in job responsibilities leads to the ability requirements of people. Also inconsistent.
The same position only corresponds to a salary standard, regardless of the level (position), recognizes the difference between the incumbent and is reflected in the ability salary. The ability salary can be based on the qualifications and quality models to refine the evaluation points, one for higher-capacity people with higher returns, and the other for the human resources department to put more energy into pragmatic skills training and testing. Go, do the work fine. Otherwise, after the decision of the major policy, the Ministry of Human Resources is more about balancing the human, the value and the harmonious atmosphere, rather than promoting the work from a professional perspective. In practice, the human resources department lacks effective means to evaluate the personnel ability to determine different job levels and corresponding different wages, which makes the sports management such as competition popular.
3. The post family should not obliterate the difference in post value
When we make a salary list, we usually divide the post family first, and then assign different post groups into different ethnic groups, such as management, functional, operational, and service. Each category is subdivided into several Levels, such as supervisors, sponsors, assistants, etc. In this way, different postal differences within the same ethnic group are diluted, and more are reflected in hierarchical differences. For example, the salary post and the accounting post belong to the same functional category. The difference in the value of the salary between the two is not reflected in the difference in post value, but in the level. For example, the salary of the compensation supervisor is higher than that of the accounting host.
This also puts higher requirements on the post setting. For example, a purchasing post may be subdivided into production materials procurement posts, office supplies procurement posts, etc., and the job value of the two is very different. Of course, the breakdown of posts should be based on needs. For example, in a production-oriented enterprise, the requirements for refinement and operation are higher. The difference between the lathe and the fitter is nothing more than a different kind of work for the outsider. The difference can be big for the specific manager. Imagine that if the salary level is determined by the post level, the biggest impact on the employee’s salary is that Which level is rated. In the face of thousands of employees, under the premise of not having a hierarchy, the hierarchy is hardly distinguished by a unified rule, and the result will not look good. Therefore, in manufacturing-type enterprises, the difference in the value of individual positions themselves is more concerned.
4. The method of secondary distribution of first-line production units cannot be shaken
Imagine: In a production-oriented and operational organization, the job responsibilities are clear, the process is clear, the ERP information is accessible, everything is regulated, and there are standards. In such a company, will the role of the workshop director be reduced to a supervisor? Can we directly manage the salary distribution of grassroots employees? Set the salary standards and assessment requirements of each position, and the same position between different workshops can be compared. The whole company has a game of chess to better realize the overall planning of human resources.
In theory, this is completely ok, but we have not encountered such a company in the consulting practice. The workshop director is not a supervisor. It is really a manager. It is necessary to manage people, manage affairs, and even do political and ideological work. From the point of view of the salary model, the way of inserting a scorpion into the end does not necessarily have a secondary allocation.
The secondary distribution method of the workshop is a bit like the contracting system at the beginning of reform and opening up: through simulation accounting, calculating the simulation benefit of the workshop, and accumulating the total wage package for the workshop, the workshop director will make the secondary distribution autonomously, and some of them can be retained as a bonus pool. Feng apologizes, can be greatly inclined to certain key positions, and so on. The advantage of this model is that the workshop is regarded as a business unit rather than a production unit. The workshop director is a micro-CEO. His ability and creativity are crucial. He not only manages the business, but also manages the people, manages the team, and manages the overall goal. . The essence of Inamba's management of Inamori is here.
What the headquarters needs to do is to encourage the micro-CEO to play the main initiative, supervise and implement the company's overall management intentions, and help them achieve the business objectives of the workshop. In the salary model, it should be the optimization of the secondary distribution method, rather than overthrowing. For example, through the division of the post family, a unified post value sequence is established throughout the company, which is not too different due to the difference of departmental workshops (such as workshop The value coefficient of the integrated administrator is unified to 1.2), for example, setting the maximum difference multiple of the secondary allocation (for example, no more than 3 times) to prevent group events and the like.