First, the first step of salary design: diagnosis and salary survey
1. We need to diagnose the existing salary of the company, make clear the positioning of salary and determine the concept of salary payment. Reflect the 3-P principle, that is, post payment, personal (ability) payment and performance payment. Ensure its internal fairness. At the same time, considering external fairness, the market positioning of salary level is clear. It talks about the problems existing in many companies at present, such as how to solve the salary dislocation problem of new and old employees, the distribution of year-end bonuses, and how to deal with the problem of different people complaining about low wages. When designing the salary system, we should not only think from the perspective of the company, but also from the perspective of employees.
2. For external salary survey, the main recommended methods are: 1) Ask when recruiting; 2) According to the salary data of listed companies; 3) According to the local social wage.
3. How to calculate the quantile value when knowing the salary data of external personnel? (10 quantile, 25 quantile, 50 quantile, 75 quantile, 90 quantile)-The median is not equal to the average.
4. Make the company's salary diagnosis report. (What is the current situation, what problems exist at present, and how to conceive in the future)
Second, the salary design Step 2: Formulate the salary strategy.
1. The quality of a company's salary design mainly depends on whether it can recruit the right people.
2. Wage does not depend on the proportion of income or profit.
3. Calculation formula for obtaining salary data online:
Total wages and benefits in the current period = salary payable to employees at the end of the period-salary payable to employees at the beginning+cash paid to employees (balance sheet and cash flow statement)
4. How can enterprises increase their per capita income?
Per capita wage = total wages/total number of people
Reduce staff and increase efficiency (345 principle: three people do five people's work and give four people money, such as Huawei's 996)
Sustained growth (sales revenue, net profit)
Outsourcing (improving efficiency)
Labor outsourcing (circumvention policy)
Third, the third step of salary design: post value evaluation
1. The focus of job evaluation is "post", not "how people are" or "how they are doing".
2. Design and select the post value evaluation model (Mercer evaluation system is recommended).
3. Set up an evaluation team (depending on the size of the company, it is appropriate to have more than 20 people, and the department manager+"prick"), all of whom have the same weight, and calculate the average.
4. Choose a standard position (the key is the core position, and the positions that have not been done are similar)
5, post value evaluation data application (how to treat data correctly)
6. Feedback adjustment (those who participate in the evaluation will give feedback, and those who do not participate will not give feedback)
When choosing a typical post, follow the following principles: sufficient, applicable and easy to use.
7. As long as the method of post value evaluation is applicable to the company, there is no need to pursue a tall method.
Fourth, the fourth step of salary design: salary grading and salary fixing.
1. grading method: grading method (generally narrow-band wages)
Tangent method (the same score is placed in the first level; Similar in nature).
2. the salary is the same as that in grade a.
3. Design principles of grades: narrowband salary and broadband salary (if recommended).
4. Simulate the company's salary curve with exponential function and linear function.
? Y=aebx？ Y=ax+b
? Bandwidth: X/Y- 1=W?
? (X+Y)/2=A？ Change from unknown to known
5. Salary grade division method: recommended grade division and combination division.
6. Exponential function and linear function are mainly used to find the median, maximum and minimum.
7. The increase of each level is about 10%, with a minimum of 5%.
V. Salary Design Step 5: Design the salary structure.
1, salary composition at all levels: the simpler the better (not too many items, not too many names)
2. Functional personnel: fixed height+low change; Business personnel: fixed low+variable high
? Executives: set low+become high; Grass-roots staff: fixed height+low change
At the same time, consider the company's current situation, company performance, organization (department) performance and personal performance.
3. Performance design time: 100 is considered as mid-range, not as challenge file, and not as high-end.
Sixth, the salary design Step 6: Design the management system.
1. What is the strategic map template of the enterprise? (product leading? Customer first? Product/service positioning, relationship, image)
2. Salary adjustment: overall salary adjustment (company benefits, external salary level, company development strategy)
? Personal salary adjustment (performance appraisal results, post adjustment)
3. Bonus design: The design is based on the median, and the year-end bonus of employees depends on three factors (personal performance, organizational performance and post level).
4. Wages are generally kept secret (even if they can't be kept secret).
The seventh step of salary design: employee salary classification.
1. Set a principle in advance and adopt the same principle for all employees;
? Any year in the same position; Performance of the same position; Comparison between knowledge/skill level and post qualification
2. New employees are classified
? Any year in the same position; Comparison between knowledge/skill level and post qualification
3. Red circle problem: the salary of existing personnel is higher than the grade.
? Treatment: consciously reduce the salary increase and include it in the salary range;
? Raise potential employees to a higher level;
? Come straight down.
4. Green circle problem: the salary of existing personnel is lower than the level.
? Treatment method: estimate the cost of adjustment before making adjustment decision;
? Generally, one-time adjustment is not recommended, but it is suggested that companies can increase the frequency of salary adjustment, observe the performance of on-the-job personnel, and gradually bring them into the salary range. (Small amplitude and multiple frequencies, 5%)
Eight, three types of people after the new system reform
1, voluntary cooperation 45%; 2. Unwilling to cooperate but having to be 45%; 3. Objection 10%- (unite "2" with "1" and influence "3")