On the afternoon of Tuesday, June, 2007165438+1October 13, the three of us had an interview with Director Chen of Human Resources Department of Guangdong Southern Storage and Transportation Company for about two hours. Due to the short interview time, some figures involve sensitive data, so we can only have a general understanding of the employee incentive system of Guangdong Southern Storage and Transportation Company and some basic operations of pharmaceutical logistics companies.

Guangdong Southern Storage and Transportation Company Background:

Established on June 5438+ 10, 2003, Sinopharm Holdings is a cross-ownership and cross-regional large-scale pharmaceutical group enterprise jointly funded by China's largest pharmaceutical group China Pharmaceutical Group Company and Shanghai Fosun High-Tech (Group) Co., Ltd. The registered capital of the company is RMB 654.38+003 billion, and its main business scope includes: chemical raw materials, chemical preparations, antibiotics, etc.

Sinopharm Holdings has wholly-owned and holding subsidiaries in Beijing, Tianjin, Shanghai, Guangzhou, Shenyang, Northwest China, Hubei, Nanning and Liuzhou. National pharmacies operating in inter-provincial retail chains; It has the core advantages of integrated marketing network covering merchants and end customers in major large and medium-sized cities across the country. Sinopharm Group Pharmaceutical Logistics Co., Ltd. (Guangdong Southern Storage and Transportation Company) is a holding subsidiary of Sinopharm Guangzhou Co., Ltd., which has large-scale pharmaceutical warehouses, including normal temperature warehouses, constant temperature warehouses and low temperature warehouses, and mainly provides comprehensive logistics services such as warehousing, loading and unloading, transportation, sorting and distribution. In addition to the pharmaceutical services of Sinopharm Guangzhou Co., Ltd., it also provides inventory distribution services to Guangdong Yuexing Pharmaceutical Co., Ltd.

Research on Incentive Mechanism of Guangdong Southern Storage and Transportation Company;

Guangdong Southern Storage and Transportation Company has only about 300 employees, and the company's various systems have basically become a culture, so there are not many members of the human resources department, so just follow the rules.

The company's incentive system involves rank setting, salary management, performance appraisal and corporate culture. Below we will proceed one by one.

Grade setting

The company has a general manager 1 person and four deputy managers, and consists of transportation department, marketing department, customer service department, administration department, logistics department, project department and finance department. Rank arrangement is mainly based on business performance, skills, experience and education level. If implemented, it will be fair, and to some extent, it will eliminate the typical political struggle and nepotism of state-owned enterprises in the past.

Due to the rapid expansion of the company's business and the general retirement of employees in state-owned enterprises, job vacancies often occur in companies. At this point, they will first consider the modulation arrangement of internal personnel. In the case of rank promotion, the company first considers reserve cadres, and in the case of post change, it first considers mobilizing employees with similar functions in the department. This is because they are worried that new employees will not be able to adapt to or even be competent for the job quickly, and they agree with the management style of the company. The promotion of positions gives priority to internal employees, which also protects the accumulation of employees.

Salary management

The salary of Guangdong Southern Storage and Transportation Company consists of two parts-basic salary and floating salary. Among them, the basic salary is divided into 12 levels, and there is little difference between the basic salaries at all levels. The average salary (excluding benefits) is about 2500 yuan, which is considered as a middle income compared with other companies and industries. This may be a common situation in the logistics industry.

The company's fixed salary also includes benefits, allowances and so on. The welfare system of state-owned enterprises is relatively perfect, and the welfare is relatively better than that of foreign enterprises and private enterprises. So is Guangdong Southern Storage and Transportation Company. The benefits enjoyed by our employees are as follows:

1 The paid vacation company implements an 8-hour working system, with Monday to Friday as working days and weekends as paid vacations. If there is urgent business to work overtime on weekends, shift duty will be implemented, with overtime pay twice as much as usual working days. As for traditional holidays such as National Day Golden Week, Spring Festival and Mid-Autumn Festival, it is naturally paid vacation.

The company provides free work clothes and accommodation.

The company pays social insurance and personal insurance for employees.

Employees are entitled to paid leave in case of work-related injury or maternity, and a certain percentage of expenses are reimbursed.

As a supplementary form of distribution, allowance plays a role in ensuring the health of employees and making up for the lack of working conditions, and also reflects the welfare of enterprises and the concern of operators for employees. Guangdong Southern Storage and Transportation Company pays more attention to subsidy management. One of the most important parts is living security, and the company provides certain housing accumulation fund for employees. Employees traveling on business will be subsidized by transportation and communication fees.

The most important part of the company's floating salary is the bonus. Bonuses are mainly based on performance appraisal results. Please refer to the performance appraisal section for details.

performance evaluation

1 the performance appraisal system is jointly formulated by the company's top leaders and department heads, and the grass-roots employees responsible for the implementation of the human resources department generally do not participate in the formulation of the system.

2. Consistency: In a continuous period of time, the content and standard of assessment will not change greatly, but it will be changed and improved every year according to the company's performance and the shortcomings exposed by the assessment system in the previous year.

Objectivity: According to Director Chen, their assessment system basically objectively reflects the actual situation of employees, but there are inevitably some errors caused by halo effect, nepotism and prejudice.

4. Fairness: use the same assessment criteria for employees in the same position; For different departments, it depends on performance, work efficiency and so on.

5. Openness: Detailed assessment results will be announced on the company bulletin board, but the assessment system for each post can only be announced to relevant personnel.

6 Evaluation feedback allows employees to discuss their evaluation results with relevant departments or leaders, and the final decision on whether to change the evaluation results lies with the Human Resources Department.

Personal ability development of employees

The company still pays more attention to the development of employees' personal ability. Before new employees take up their posts, the company will provide training, including company training, and learn the company's business philosophy, work style and related systems. Vocational skills training is the responsibility of the employee's department, so that employees can quickly adapt to and be competent for new positions.

Relevant positions in the company require employees to hold certificates, such as logistics division, accountant, pharmacist, etc. The company encourages employees to take the self-study examination for vocational qualification certification, and the adult college entrance examination and other companies will coordinate working hours for employees and give them certain subsidies for examination fees and registration fees. When an employee obtains higher professional certification and is proved to bring higher work efficiency and performance improvement, the company will raise the employee's salary and give priority to the promotion of the position.

The disadvantage is that the company does not pay attention to the long-term development of employees (which may be a common problem in many enterprises), and does not provide some training or guidance for the skills needed for employees' career development, such as time management, public speaking, interpersonal relationship handling, career planning, etc. In a company that pays attention to practical operation, if an employee has strong professional and technical ability, but can't handle the relationship with colleagues well, this is undoubtedly not conducive to the development of the company.

moral encouragement

If the corporate culture has appeal and fighting capacity, it will undoubtedly inspire employees to work together for the company. According to Director Chen, the company has party branches and trade unions, and one of its important functions is to set up groups to carry out various activities related to corporate culture and employee exchanges, so as to enhance the quality and sense of belonging of employees and enhance the feelings between leaders and employees, and between employees. The activities they hold mainly include team development, various sports activities, and sports meetings within the company, so that employees can keep physical exercise after work and relax their work pressure after work.

In addition, the company will also give back to the society and organize charitable activities, such as the recent "Donation for Poverty Alleviation in send warm" and the earlier "Volunteer Tree Planting Activities for League Members". These activities enable enterprises to play the role of social people, well interpret the concept of "caring for life and health" advocated by them, and stimulate employees' sense of identity and pride in the company.

The company advocates the working concept of "honesty, dedication and love for posts" and emphasizes departmental cooperation. Slogans such as "When we succeed, we only have one department" can be seen everywhere in the office and on the fence.

Some of our suggestions

In the performance appraisal, employees rarely participate, they are just told how the performance of the month is. In some links and some functional departments, the work efficiency cannot be quantified, and the assessment is subjective, which weakens the incentive effect. We suggest that when improving the annual performance appraisal system, employees should be involved in the formulation of the system, and the management department and grassroots employees should discuss it together. For the system they have personally participated in, employees will certainly know more about the assessment system and abide by it more consciously.

Employees' feedback on performance appraisal results pays too much attention to the opinions of managers. Since the power of interpretation belongs to the management, employees' feedback is likely to sink into the sea in the end. After a long time, employees will easily accept relatively unfair results, thus reducing their enthusiasm. We suggest that the management must act according to the system, have an equal dialogue with employees and give reasonable explanations or corrections in time. Only in this way can the enthusiasm of employees be protected.

The company put forward the goal of strategic long-term development, but this concept was not well instilled. Only the annual turnover or growth rate was put forward, and even Director Chen forgot it, which shows that it is far away for employees. This may be a common problem of state-owned enterprises, and the consciousness of long-term development and continuous progress is only at the conceptual stage. Our suggestion is that the company should put forward a clear strategic goal full of challenges and humanistic spirit, such as striving to be the first strong pharmaceutical logistics in China, and repeatedly emphasize it in the daily operation of the company, which can motivate employees to work together for it.

Pay attention to the long-term development of employees and give them some training in career and interpersonal skills. Let employees feel the company's meticulous humanistic care more effectively.