Currently, the employee welfare programs in the enterprise generally include:
1. dividends.
2. Bonuses: year-end bonuses, competition bonuses, research and invention bonuses, special merit bonuses, longevity bonuses, fuel and material savings bonuses and other non-recurring bonuses.
3. Statutory or commercial insurance.
4. Spring Festival, Dragon Boat Festival and Mid-Autumn Festival bonuses.
5. Medical subsidies, education subsidies for workers and their children.
6. Service charges (tips, etc.) received directly from customers.
7. Gifts, condolences, or ceremonies given by the employer for weddings and funerals.
8. Occupational disaster compensation.
9. Labor insurance and premiums paid by employers for commercial insurance with workers as insured.
10. Traveling expenses, travel allowance, socializing expenses, nighttime and meal expenses.
11. Work clothes, work supplies, and payment in lieu thereof.
12. Other welfare items designated or approved by the corporate supervisor.
The above employee benefits can be categorized into statutory welfare expenses (e.g., statutory insurance, occupational disaster assistance, one-child fee, etc.) and non-statutory corporate-designed welfare expenses (e.g., group accident insurance, employee travel, male paternity leave, and annual health checkups, etc.). Basically, employee benefits play a more negative role in employee morale, and the main purpose is to ensure and stabilize employees.
In practice, many companies usually have the following problems with the planning and implementation of employee welfare systems:
1. Employee needs are not easy to grasp: the effectiveness of any welfare system planning should be evaluated by the effect of implementation, and the effect is reflected in the employee's perception of welfare matters. If a well-intentioned welfare program does not meet the needs of employees, the result will be a waste of resources and even cause employee resentment. However, in a highly autonomous public society, it is very difficult to grasp the needs of individual employees. In practice, in terms of employee travel, to find a staff have not been or most employees are willing to go to the travel location, or the three festivals in the gift certificates in the end should buy which one, and so on, are many human resources workers have been the same pain.
2. The standard of benefits is usually high but hard to low: the benefits are usually set at a time when everyone is happy, but when the company's budget is limited or the funding is difficult, it is hard to lower. For example, in the past years, the gift for the three festivals was 2,000 dollars, but this year, because of the economic downturn, it is difficult for the company to reduce it to less than 2,000 dollars. Although there are ups and downs in the company's operation, the welfare matters set in the good time of operation usually become the nightmare that lingers in the low time of operation.
3. Welfare budgets are not easy to compile: Because employee preferences are not easy to grasp, it is usually difficult to grasp the budget for each optional welfare item at the beginning of the planning process, and it is possible that the final write-offs or the results of the implementation exceed the budget.
4. Fairness is difficult to take into account: the welfare matters are most afraid of encountering is the "fairness" of the discussion, for example: optional to participate in the welfare not to participate in the same amount of money can be refunded? Can contract employees participate in the company's welfare program? Should new employees and senior employees be entitled to different benefits? Questions such as these often consume considerable effort on the part of the contractor.
5. The waste of dedicated staff: the real implementation of the various welfare programs is definitely not one or two people can undertake, but the welfare matters do not occur every day, too much manpower arrangements and seem to be a waste of time, and temporary guest volunteer helpers can not be specialized to deal with the work of all the requirements of streamlining everything in today's how to arrange the implementation of the welfare program staff is indeed not easy.
When a single supporting welfare system is implemented, because each employee has different needs in mind, when the welfare system for employees can not be satisfied, will not be able to produce incentives, resulting in no change in work performance. When the flexible welfare system is implemented, it can match the different needs of each employee to achieve the positive impact of the welfare system on the employees to encourage the motivation factor, resulting in the improvement of motivational factors, the relative increase in work performance. In this way, the establishment of a flexible employee welfare system has become a very valuable choice.
Flexible welfare is also known as "buffet-style benefits" (Cafeteria Benefits), because employees can provide a list of various benefits from the organization's "menu" in the "menu" to choose what they need. Cafeteria Benefits This is because employees' needs often vary over time, such as their age, gender and number of dependents. Since employees are in control of the allocation of their own welfare measures, that is, they can choose the benefits that are most beneficial to them according to their own circumstances, this kind of self-control provided by the organization is indeed motivating for employees, and at the same time, it can also lubricate the antagonistic relationship between the employees and the organization. In addition employee morale is boosted because they are given more control.
Such a new welfare model was popular in the United States in the 1980s, but fewer companies have implemented it so far. In the United States, the Louis Harris Association (Louis Harris Association) has done a survey of companies that have adopted flexible benefits, and found that companies have implemented flexible benefits for the following reasons:
1. To control surging costs (40%)
2. To meet the needs of the employees (27%)
3. To promote the sense of fulfillment of the employees (17%)
4. Promote employee morale and loyalty (16%)
5. Enable employees to fully understand the actual cost of benefits (14%)
6. Enhance employee well-being (11%)
For the company, the advantages of flexible benefit plans are as follows:
1. The annual benefit budget can be clearly defined, and the total amount of benefits can be flexibly adjusted according to the company's business performance. The total budget can be flexibly adjusted according to the company's business performance, because as long as the annual manpower demand plan is available, multiplied by the amount of each employee's budget, it is the amount of the annual welfare budget.
2. Although the total budget remains unchanged, because of the increase in the number of welfare programs that can be provided, it can enhance the image of the company and become a place where talented people want to work.
3. Since a professional welfare service company provides overall welfare planning and execution, the company no longer needs a full-time person to be in charge of it, and the staffing level can be reduced.
4. It is possible to make adjustments to the manpower structure smoothly, and there is no need to worry about the fairness of benefits between regular employees and contracted or outsourced employees.
5. Employee benefits can also be used as a reward system, different performance of individuals or work groups can be given a different amount of welfare budget, so that the welfare and personal performance of employees combined with the overall payroll system with strategic thinking.
6. Since professional welfare service companies provide services, they can achieve an economic scale in terms of quantity, reduce unit costs, and make every welfare item worthwhile.
7. The increasing cost of benefits is a heavy burden for many organizations. The implementation of a flexible benefits system, which usually indicates the amount of each benefit item, allows employees to understand the correlation between each benefit and its cost, and allows employees to value what they receive, as well as facilitates employer control of costs. For example, Chrysler Motors has allowed retired employees to participate in a flexible benefits program, where employees choose their own medical care, and has found that this reduces the cost of benefits and allows the company to save considerable amounts of money.
For employees, the advantages of a flexible benefits system are as follows:
1. You can plan your own benefit choices for different stages of your life, so that all of your resources can be used in the most effective way for you.
2. You can fully utilize the resources that the company can provide, and you will no longer have to face the trouble of reluctantly accepting or voluntarily giving up unsuitable welfare matters.
3. Because of the services provided by a professional welfare service company, it can make the most effective use of available resources and get the real value for money.
The above direction of thinking, if added to the use of computer information technology, I believe that in the near future, we can see some of the company's employees, the company's network to choose to meet their own welfare needs program, and the company can be spared a lot of trouble, and can provide employees with better benefits.
But at the same time the implementation of the problem should also be noted:
1. Some employees are short-sighted and short-sighted, in the selection of welfare programs without thinking, resulting in the selection of impractical welfare programs.
2. In the United States, some labor unions are opposed to the implementation of the flexible welfare system because the implementation of the flexible welfare system deprives labor unions of the opportunity to bargain with employers.
3. The implementation of a flexible welfare system is often accompanied by complicated administrative work. It takes a lot of manpower and time from promotion to implementation. Especially in the registration of employee benefits information, but also need to be assisted by the computer, when every once in a while the employees to re-select the benefits program, will constitute a great burden on the business contractor.
4. In the early stages of the implementation of the flexible benefits system, the administrative costs have risen because of the expenses of purchasing computers, designing programs, publicity, training, and logging in information, etc.
At the same time, the administrative costs of the flexible benefits system have increased.
While the above problems are troubling, in order to alleviate the work pressure of human resources managers, welfare services companies will assist in the planning of a variety of specialized human resources management services, selective flexible employee benefits plan is tailored to the general corporate services, with the information system of the high-tech network management, in addition to the same welfare budget to actually improve the welfare of the employees In addition to the same welfare budget, and for the enhancement of corporate image is also helpful.