Some views on the incentive system for after-sales employees. At present, most maintenance enterprises adopt the performance commission system, which was first transmitted from the south, and Wenzhou maintenance enterprises applied it earlier. Facts tell us that this system has achieved very good results in improving performance, and has played a great incentive role in the enthusiasm and work efficiency of employees. However, with the wide application and constant change of this model, enterprises have worked out various royalty distribution schemes according to their own different situations, but company bosses all over the world have the same mentality, that is, they want to make more money and spend less money. Coupled with the long-term use of an operating model, the commission system is also weak to some extent. While promoting the development of performances, the drawbacks of the royalty system are becoming more and more obvious, mainly in the following aspects:

65438+ In fact, according to this idea, our commission incentive system has existed in name only, and the original intention of the performance commission system is a principle of getting more for more work, so as to improve the enthusiasm of employees and achieve the purpose of improving the company's performance. Although the performance is improved and the employee's treatment is improved, the employee's commission ratio is fixed. For example, the employee commission 10%, the company wins 90%, that is to say, if the employee's salary is improved by one thousand, the company will earn nine thousand more. In fact, everyone knows this truth, but now many people are still short-sighted and insist that they should earn 10 thousand instead of 9 thousand. The real consequence is that they can't even earn 9 thousand. I have come across many examples of both sides. For example, some companies have succeeded, and the percentage of commission has remained unchanged from the beginning to the most difficult time to the most brilliant time. On the most difficult day, employees got one or two thousand yuan, and many people chose to stay and fight with the company. The company takes 10,000 yuan at the most glorious time. The company is not jealous of the high salary of employees, because such companies understand this truth, because they know that when employees earn 10,000 yuan, they actually earn 90,000 yuan. For example, there is a company that is a negative example. When the employee's performance reaches 60,000, the commission ratio is around 4,500. If it reaches 80 thousand, it should be around 6000. But once the performance is good, the boss will be jealous of the employee's "high salary" and immediately operate in secret, so that the employee's salary is similar to that of 60,000. Therefore, the original performance commission system actually exists in name only, and employees will not try their best to do it after mastering this law. A month is almost 60 thousand, so the performance of this company has not improved obviously for several years, and there is no glorious time. In fact, the biggest loss in the end is the company boss. There are many such bosses in our industry. They think the company supports employees. If we don't change this concept, I don't think this company will have much glory. Have you ever seen a company with poor employees and brilliant performance?

2. Employee differentiation is not reflected. In fact, the performance commission system of many companies in our industry is more and more like a fixed salary. Speaking of it, wages are calculated according to a certain performance commission. However, due to the unscientific commission system, the competitiveness of employees is not reflected. So everyone's enthusiasm for performing becomes a problem. For example, everyone earns about 4,000 yuan a month, and the output value is about 250,000 yuan. Everyone's monthly performance and salary are comparable. Over time, there are several main reasons for this situation.

1, there is something wrong with the incentive system, there is no clear goal, some have goals, but the assessment of the goals is not strong or the execution is not strong, so that the difference between doing well and not doing well cannot be reflected. For example, if a person aims at 250,000 yuan, the salary of 300,000 yuan will be 300 yuan higher, and a person will only earn 200,000 yuan and less than 300 yuan. Then such a system will make employees who get more than 300 and less than 300 feel indifferent. If our system allows people who do 300,000 yuan to get more than 1000 yuan, and cancels all commission bonuses that reach or even fall below the target of 90%, which fully reflects the huge difference between good performance and poor performance, you can try to double the treatment gap between your best-performing employees and your worst-performing employees (in the same position) with the system, then will you work harder?

2, there is nothing outstanding among the employees, everyone is mediocre, so all employees have neither good role models nor competitive pressure, and the learning atmosphere and motivation are useless.

3, the merits of performance appraisal elimination system, an enterprise always needs fresh blood just as it always needs talents. The elimination system of performance appraisal can give everyone the pressure of competition and study, urge people to keep moving forward, and thus continuously improve the working ability of employees. Through this system, a good corporate culture atmosphere can also be formed. The fair competition talent promotion system can replace the subjective personnel appointment and dismissal system, so that everyone can see that their future is in their own hands and have more confidence and sense of belonging to the company.

3. The treatment is transparent. I don't know why many companies keep employees' salaries secret and make each employee's salary mysterious, for fear that other employees will know other employees' salaries, and even how each employee's salary is calculated is mysterious. Even employees know their performance, but they don't know how much salary they can get. I have seen some companies' salary systems open. Although it is not necessary for every employee to know how much other employees get each month, everyone can calculate their own and other employees' salaries according to the open salary structure and performance, and the employees' salaries are transparent. But I know that as an employee's mentality, people are most likely to be seen and motivated by immediate interests. Obviously, we adopt the incentive system of performance commission, but employees still don't understand whether their salary is high or low and whether it is consistent with their performance. For a very simple example, if I earn 40 thousand by myself in the middle of the month, I can get 3000 according to the commission ratio. I think as long as we measure the upcoming income in our minds at this time, we will also encourage ourselves to "work hard and strive for another 40 thousand." If we don't know clearly, even if we make a sum of money at the end of the month, we don't know how to calculate it. How to estimate whether you will get high returns if you make extra efforts? So the incentive effect will be greatly reduced. Moreover, among employees, transparent salary will inspire everyone to work hard for higher goals. This is a very simple truth, everyone's most motivated is the visible goal. As for the jealousy that some people consider, it is rare. It is also fair that everyone's income is linked to his position and performance. If this can be jealous, it can only be said that he can also be jealous why he is an ordinary employee and others are managers.

I think only by doing the above three aspects can we really give full play to the incentive function of the performance commission system, fully motivate employees to create more brilliant achievements, and achieve a win-win situation for employees and company bosses.