Design a reasonable and effective salary system
Salary can be divided into fixed salary and floating salary, in which fixed salary can include basic salary, allowance and welfare according to different situations, and floating salary can include short-term incentives such as bonuses and commissions and long-term incentives such as long-term service annuity and stock options.
Different names not only represent different components of the total salary, but more importantly, they play different roles for employees, such as some reflect fairness and security, some are used to attract and retain important talents, and some are used to achieve long-term incentives and constraints. The organic combination of these parts constitutes the total wages.
Grade system:
The definition of salary is to set different standards for different employees, and the distinction between different employees depends on the setting of ranks. By setting job levels for people with different businesses, skills and responsibilities, the salary gap can be widened and personal values can be reflected. Therefore, the design of rank system is the cornerstone of salary reform.
On the basis of performance appraisal, design a flow mechanism to ensure that all ranks meet the requirements of ranks. There must be fair and quantitative standards for promotion and elimination, and different ranks of personnel are determined by different departments or personnel according to their importance.
Performance evaluation system:
Performance appraisal is the evaluation of performance, and rewards and punishments depend on the fluctuation of wages and the change of ranks. Assessment can be divided into several levels: assessment of the whole enterprise, assessment of business units, assessment of departments, assessment of individuals and so on. The overall assessment of the enterprise determines the total salary that the enterprise can distribute this year, the assessment of the department determines the salary share that the department deserves, and the assessment of the individual determines its personal salary and rank rise and fall.
If there is no matching performance appraisal, employees will do the same thing and they will do the same thing. No matter how good the rank system and salary system are, it will also become a "big pot". Therefore, it is the key and important guarantee for the success of the salary system reform to evaluate the performance of all employees fairly and effectively, so that employees have a sense of crisis and urgency, thus stimulating their enthusiasm and creativity, and maintaining and increasing the value of enterprises.
The establishment, perfection and implementation of the evaluation system need a lot of manpower, material resources and financial resources. In the stage of establishing and perfecting, we should first make clear the assessment objectives, and set quantitative and operable financial indicators and non-financial indicators according to different business units and ranks. Secondly, it is necessary to determine the evaluation system, and choose a 360-degree feedback evaluation system or other evaluation systems according to the specific situation, time and capital constraints of the enterprise. According to the set assessment objectives, different performance assessment forms are designed for different levels of personnel. In addition, the division of responsibilities between the lead agency and the assisting department should be determined.
In the evaluation and implementation stage, first of all, it is necessary to clarify the leading institutions and participants of the assistance department; Train all people who evaluate others; Organize to fill in the evaluation form; Statistical evaluation records; Finally, feedback the evaluation results and make corresponding rewards and punishments. In addition, according to the evaluation situation, the evaluation plan and system for the next year will be revised appropriately to make the evaluation system tend to be perfect.
Money can't buy incentives.
If enterprises want employees to spare no effort to work, can more money solve the problem?
Facts have proved that money can't solve all problems. The research believes that tapping the internal motivation of employees means that every employee has the desire to do a good job. The factors that can stimulate employees' internal motivation are: giving employees the right to speak about their work, the management should respect employees, and the most important thing is to have a good job. Herzberg was quoted as saying, "If you want people to work hard, you must give them a good job."
Your company provides a good health plan, retirement plan and four-week vacation every year, but the employees still don't show first-class performance. You know, generous salary, paid vacation and even salary increase are not incentives. They can only be used to retain employees without any incentives.
Major companies often provide good benefits to attract and retain excellent employees. A casual inspection of a company will reveal that the greater the value of employees to the company, the better the welfare benefits they enjoy.
Now you should believe that simply providing employees with more holidays and benefits can't achieve the incentive effect you want. Suppose your company lets employees use the company car for free on weekends, and even provides employees with free snacks every Friday afternoon. Will all this bring highly motivated employees to the company?
Unfortunately, I can't. All these can be called magic weapons to improve employee morale and make employees feel good about the company they work for. But improving morale does not enhance motivation, because they are not directly linked to employee performance.
Employees have a self-motivated instinct. All you have to do is use their instinct to motivate them, even without spending a penny. To tell the truth, money can only reduce employees' motivation and performance. To motivate employees, the first step is to get rid of the negative factors that hinder employees' self-motivation ability in the company; Second, develop the real incentive factors in the enterprise and guide the enthusiasm of all employees.
The self-motivation ability of employees is based on everyone's desire for a sense of belonging, a sense of accomplishment and the power to control their work. Everyone wants to be independent, to show their abilities, to be recognized, and to make their work meaningful.
Good salary can only be used to retain employees, without incentives.
The following are 10 factors that prevent employees from achieving self-motivation:
* The corporate atmosphere is full of political tricks;
* There is no clear expectation for employee performance;
* Set many unnecessary rules for employees to abide by;
* Let employees attend lengthy meetings;
* Promote internal competition among employees;
* didn't provide employees with the key data to complete the work;
:: Providing critical rather than constructive feedback;
* tolerate the existence of poor performance and make employees with good performance feel unfair;
:: Unfair treatment of employees;
* Failure to give full play to employees' abilities.
Take advantage of people's wishes
To make use of employees' self-motivation instinct, we should not only abandon the above-mentioned unfavorable self-motivation practices, but also explore the real motivation factors. The following motivational factors help to make use of employees' instinct of self-motivation. Remember, these things don't need to involve money. So you should focus on how to carry out some effective reforms within the company to win the motivation of employees.
* If the employee's work is monotonous, try to add some fun and tricks to the work;
* For how to do the work, only some suggestions are given, and employees choose to do it themselves;
* Promote and encourage the company's sense of responsibility and leadership;
* Encourage interaction and collaboration among employees;
* It is allowed to make mistakes in study. Avoid rude criticism;
* Improve employees' autonomy at work;
* Set goals and challenges for all employees;
:: More encouragement;
* Express appreciation in daily chat;
* Establish metrics to reflect improvements in performance and efficiency.
By eliminating non-incentive factors and increasing non-cost incentive factors, employees' internal desires can be utilized to promote their maximum motivation and productivity.
By the way, don't bother to change people one by one. You should try to change your company and reduce the negative factors that are not conducive to motivation, so as to fully mobilize the instinct of employees to realize self-motivation.
Incentive to knowledge workers;
The competition among enterprises, the creation, utilization and appreciation of knowledge, and the rational allocation of resources ultimately depend on knowledge carriers and knowledge workers. When American scholar peter drucker invented this term, he meant "those who master and use symbols and concepts and work with knowledge or information." Today, knowledge workers have actually extended to most white-collar workers.
The characteristics of knowledge workers can be summarized in one sentence: as a group of employees who pursue autonomy, individuality, diversification and innovation, the motivation to motivate them comes more from the internal reward of the work itself. Mahan Tammufu, an expert in knowledge management, believes that the first four factors that motivate knowledge workers are personal growth, work autonomy, business achievement and money wealth. Therefore, it can be said that compared with other types of employees, knowledge-based employees pay more attention to challenging work that can promote their development, and they have a continuous pursuit of knowledge, personal and professional growth; They demand autonomy, so that they can work in an effective way and complete the tasks assigned to them by enterprises; Get a reward commensurate with your contribution and enable yourself to share the wealth you have created. Therefore, the motivation for knowledge workers should be based on their development, achievements and growth, not money. In terms of incentives, modern enterprises emphasize the organic combination of individual incentives, team incentives and organizational incentives. In the time effect of motivation, the short-term motivation and long-term motivation for knowledge workers are combined, and the long-term positive effect of motivation on employees is emphasized. In the design of incentive compensation, today's enterprises have broken through the traditional ex post compensation model and turned to design the compensation mechanism from three aspects: value creation, value evaluation and value distribution.
Future-oriented human resource investment mechanism Enterprises can't expect knowledge workers to be loyal to the enterprise forever, but more require them to remain loyal during the service period of the enterprise. Therefore, an enterprise's investment in knowledge-based employees during the contract period is the best means to ensure their loyalty, so as to achieve a "win-win" between enterprises and employees.
The innovative authorization mechanism represented by SMT allows employees to freely combine, choose their own members and leaders, determine their own work procedures and goals, and use information technology to formulate their own best working methods. This SMT organizational structure has increasingly become the basic organizational unit in enterprises. This organizational structure makes enterprise managers put people's concern and the satisfaction of people's personality in an unprecedented central position.
Diversified distribution elements In today's society, the connotation of value distribution goes far beyond the salary itself. Comparatively speaking, opportunity is a more influential factor to motivate knowledge workers to create and apply knowledge. Opportunities take many forms, such as participation in decision-making, more responsibilities, opportunities for personal growth, greater freedom and authority in work, more interesting work and diversified work activities. These "internal rewards" are more attractive to knowledge workers.