Chapter 1: Research on Salary Management of JG Real Estate Company. Compared with other jobs in HR, real estate salary management has certain particularity. It is embodied in the following three aspects: the first is privilege. As a human resource management project with the least employee participation, salary management has always been the privilege of real estate enterprise managers. Managers of real estate enterprises think that employees' participation in salary management will increase the contradiction of real estate enterprise management and then affect the interests of investors, so employees basically know nothing about the process of salary management in real estate enterprises. The second is sensitivity. Because salary management involves the interests of every employee and directly affects their quality of life, salary is the realistic embodiment of employees' working ability, and they will measure their position in real estate enterprises through salary level, so it is the most sensitive part of human resource management. Finally, particularity. Because of the privilege and sensitivity of salary management, the salary management of each real estate enterprise is very different.

First, the real estate enterprise salary management innovation overview

The salary management of real estate enterprises is essentially the management of people. Everyone should have the right of self-management, but we still need a correct, organized and disciplined leadership and arrangement. Sometimes our self-awareness may not be as thorough as others, and our abilities may not be as clear as others. At this time, we need to accept reasonable arrangements with others that are beneficial to ourselves and others. The development of society is always closely related to the development of each individual. We can neither blindly pursue development, nor just focus on development, regardless of reality. The innovation of salary management in real estate enterprises is a symbol of the pursuit of progress by real estate enterprises in China, and it is also an inevitable requirement of social development in China. Good management makes society more stable and United, and good management makes people more harmonious and friendly.

Salary management is not only a human resource management business, but also of strategic significance to the development of real estate enterprises. With the development of knowledge economy, talents are an important factor in the development of real estate enterprises. Reasonable salary management can enhance the attractiveness of real estate enterprises, thus improving their competitiveness. Salary is the value recognition between real estate enterprises and employees. Lack of fair salary management will seriously affect the enthusiasm of managers and employees in real estate enterprises. Scientific and reasonable salary management can combine employees and organizations into a whole, and combine employees' personal development with the strategic objectives of real estate enterprises, thus enhancing the core competitiveness of real estate enterprises. Adopting reasonable salary management and giving corresponding rewards to employees through their contributions can achieve a win-win situation for real estate enterprises and employees. Flexible and effective salary management can motivate employees, thus improving their enthusiasm and promoting the realization of self-worth. Salary management is a process of integrating various resources, and human resources are important wealth for the development of real estate enterprises. Scientific and reasonable salary management can provide good development opportunities for talents to realize their self-worth, thus enhancing the new attraction and competitiveness of real estate enterprises.

Second, discuss the steps of salary communication

1. Explain the purpose of salary communication.

Usually, real estate enterprises adjust the original salary system or completely re-establish a new salary system, which always means that the salary concept or salary management mode of real estate enterprises has changed. Therefore, the fundamental purpose of a human resource manager or salary expert in salary communication is to try every means to make managers and employees at all levels of real estate enterprises fully understand and finally accept the new salary system, so as to improve employees' satisfaction with the salary system, thus achieving the purpose of human resource management in implementing the new salary system and encouraging employees to work harder under the new salary system to meet the needs of the overall strategic development of real estate enterprises.

2. Create an atmosphere of salary communication

For a long time, most real estate enterprises believe that salary and welfare management is the business of employers. Due to the principle of confidentiality, real estate enterprises try to avoid discussing salary with employees, and stipulate that employees are not allowed to discuss salary with each other in the company environment. The salary and welfare is precisely the topic that employees are very interested in and concerned about, and obtaining satisfactory salary and welfare is an important driving force for employees to work actively. Therefore, in the atmosphere of completely avoiding the communication of salary information, employees can't understand what kind of salary and benefits will be obtained by what kind of job performance, and they can't understand the correlation between job performance and salary and benefits, and sometimes even have resistance to the performance appraisal mechanism, so that even if real estate enterprises have a scientific salary system, they may not be able to play the role of incentive and restraint of the system. Therefore, creating a moderately transparent communication atmosphere can make salary communication more effective.

3. Design salary communication scheme

In order to ensure the perfect implementation of the new salary system, it is very important to design a comprehensive first salary communication scheme and a subsequent continuous salary communication scheme. This paper only explains the design steps of the first salary communication scheme. As for the follow-up continuous compensation communication scheme, we can refer to this step and make detailed planning according to the specific nature of real estate enterprises and the situation at that time. Practical experience shows that, generally speaking, designing a comprehensive initial salary communication scheme requires the following steps.

Third, the problems existing in the current salary system of real estate enterprises

1. Lack of equity within real estate enterprises

In the final analysis, the competition among real estate enterprises is the competition of talents. Whoever owns talents and uses them effectively will be in an invincible position in the competition in the era of knowledge economy. Although China's real estate enterprises attach great importance to talents and want to actively attract and retain talents, the brain drain phenomenon is still serious. The fundamental reason lies in the lack of fairness in the internal compensation system. Fairness is an important issue that runs through the relationship between enterprises and employees. People often understand the meaning of fairness according to how others in the same reference group are treated. In salary distribution, employees not only care about their own salary level, but also care about the comparison with others' salary, and think that jobs with the same content should get the same salary. However, in some enterprises, especially state-owned real estate enterprises, the same problems exist in management positions and management positions to varying degrees: the amount of labor varies greatly, but the labor remuneration is almost the same, which leads many employees to compare with each other and be passive. In this way, employees usually take measures to reduce their efforts and get even with real estate enterprises, which is not conducive to the realization of organizational goals of real estate enterprises.

2. There is no salary structure matching the position.

Salary structure is the relationship between the relative value of each position and the corresponding paid salary in the organization of a real estate enterprise. The proportion of salary structure should be different according to the proportion of employees engaged in different jobs. For example, in order to avoid the contradiction of salary distribution, some real estate enterprises do not consider the needs of different positions and do not implement the principle of fairness to pay salaries, which greatly obliterates the enthusiasm of employees. Because this egalitarian distribution method is not conducive to cultivating employees' innovative spirit, the average is equal to no incentive.

3. External fairness

Salary is a symbol of personal achievement and social recognition, so the competition of talents is first manifested as salary competition. When an employee thinks that his salary is far from that of his external peers and people in the same region, his dissatisfaction will rise spontaneously. Some real estate enterprise managers only see the salary increase of their own real estate enterprises, and are unwilling to compare with the high standard salary of the same real estate enterprise, that is, they are unwilling to give employees, especially core employees, a satisfactory return. Employees will reduce their enthusiasm for work because of high salary and low return, and they will choose to change jobs for a long time, and talents outside real estate enterprises will not be interested in real estate enterprises. The problems existing in the salary system of these real estate enterprises directly lead to insufficient incentives. It is impossible to mobilize the enthusiasm of employees and retain employees to bring benefits to real estate enterprises. With the composition of employees in modern real estate enterprises becoming more and more complex, their needs and values also change with the development of society. China real estate enterprises have accumulated experience in human resource management in a short period of time. In addition, real estate enterprises do not pay enough attention to this aspect of management, and there are serious defects in the basic work of human resource management, so the salary contradiction of real estate enterprises is becoming more and more prominent. Therefore, the salary system needs to be constantly updated.

Fourth, the real estate company salary management countermeasures

1. Establish and improve the salary risk management mechanism of real estate enterprises.

Strengthening the risk awareness of salary management in real estate enterprises is the first step for real estate enterprises to do a good job in salary management. Therefore, senior leaders of real estate enterprises should fully realize the importance of risk prevention of salary management, and realize that risk prevention of salary management is also an important step in the development of real estate enterprises. The ultimate goal of risk prevention of salary management in real estate enterprises is to help real estate enterprises get more benefits and more benefits. Therefore, real estate enterprises should strengthen their awareness of the risk of salary management, resolutely resist the short-term interest behavior of salary management, and strengthen the construction of supervision and early warning mechanism of enterprise salary risk management. In addition, real estate enterprises can set up a special compensation risk management department to strengthen the monitoring of compensation management risks and improve the monitoring ability and level of compensation management risks. In addition, real estate enterprises can also implement the risk responsibility system of salary management to improve the enthusiasm and initiative of salary risk managers in real estate enterprises. Strengthen the construction of salary risk management team, enhance their own salary risk management knowledge, and improve their own salary risk management level and ability.

2. Strengthen the informatization construction of salary management in real estate enterprises.

With the continuous progress and development of computer internet in China, it can be said that computer internet has contributed greatly to the development of real estate enterprises. Therefore, real estate enterprises can make full use of modern information technology and do a good job in informatization construction of salary management. First of all, real estate enterprises should increase the development and research of salary management information system, and at the same time, combined with the reality of salary management, strengthen the informatization level of salary management in real estate enterprises. In addition, real estate enterprises use computer technology to supervise and manage salary management, build an information system platform for intelligent supervision and management of salary management and multi-party cooperation, and improve the level and ability of quality control of salary management. Enterprises should also strengthen the regular inspection of the information-based supervision and management system of salary management, and evaluate the inspection results at the same time. Thirdly, in order to realize the scientific and standardized salary management of real estate enterprises, real estate enterprises must establish the incentive and restraint mechanism of salary management and give full play to the role of salary management in real estate enterprises.

3. Break egalitarianism and establish a fair and scientific salary system.

Establishing and perfecting a fair and scientific salary system is an important link in the salary management of real estate enterprises, and it is also the key and key point of the salary management of real estate enterprises. Therefore, real estate enterprises should increase investment in the construction of salary system, and carry out salary system construction according to the actual situation of real estate enterprise development. In the practice of salary system construction, real estate enterprises should pay attention to the goal of salary system construction is to hire excellent employees, retain excellent employees and motivate all employees. Therefore, the construction of salary system should reflect the internal fairness and external competitiveness of real estate enterprises in order to fully mobilize the enthusiasm and initiative of employees. This requires doing a good job assessment in real estate enterprises, reasonably determining the relative value of different positions in real estate enterprises, and fundamentally solving the internal unfairness of salary. And it is necessary to conduct regular external salary surveys to judge whether the overall salary of real estate enterprises is far below the salary level of industries and regions. If the salary is really far below the external average, it is necessary to adjust the salary to realize the external competitiveness of the salary.

4. Adjust wages regularly

After a period of operation, the salary system may no longer adapt to the development of real estate enterprises. If reasonable adjustment is made at this time, the salary system can not only adapt to the development of real estate enterprises, but also be a good incentive and encouragement for employees.

5. Establish a performance management system

Scientific performance management system can organically combine employees' work performance, work performance and salary, and then play the linkage effect of performance management and salary management.

6. Strengthen budget and control

Cost is one of the indispensable links in the management of real estate enterprises. The cost of human resources occupies a large share in the cost ratio of real estate enterprises, and will also become a key issue in the strategic decision-making process of real estate enterprises. It is necessary to consider and analyze the salary budget and control according to the company's financial situation and market competition pressure, and whether its budget data can meet the cost tolerance of real estate enterprises, or whether real estate enterprises have the ability to pay employees' salaries. Staff incentives, training, training, welfare, staffing, short-term incentives and long-term incentives all need to be weighed through the budget. No matter how good and perfect the theoretical salary management system is, the market, profit level and cash flow of real estate enterprises have not achieved the expected results, which will bring many disadvantages to the management of real estate enterprises because of the negative impact and blow to employees by "painting cakes to satisfy hunger". Implement budget management and pay attention to control. The management team of real estate needs to treat the salary increase strategy, salary increase cycle, salary increase range and staffing in line with the strategic process rigorously, meticulously and seriously, and more often, they should think ahead and make a good response plan. Pay special attention to and control the annual total salary, the proportion of salary expenses, the growth rate of total salary expenses, the gap between profit target and actual profit, the ratio of labor cost to output value, the change of the number of employees and other factors, and reasonably apply the minimum salary level and the maximum salary level. Fully consider the matching application of non-monetary benefits and incentives.

7. Pay attention to real estate corporate culture

In the systematic structure of real estate enterprise culture, real estate enterprise managers need to take into account the material culture, behavior culture, system culture and spiritual culture of real estate enterprises in real estate enterprise management. The way of employing people in real estate enterprises naturally involves the values and ethics of real estate enterprises. Employees are the greatest wealth of real estate enterprises. Respect can only lay the foundation for human resources to play a role in labor relations, team building and work efficiency from the beginning of recruitment. Salary management system is hardware compared with real estate corporate culture, while real estate corporate culture is software. Real estate enterprise culture can balance the rigid management system and the role of management system in real estate enterprise management, and it is difficult to describe the decision-making culture, brand culture, service culture, product culture, marketing culture, communication culture and management culture completely in words and paper. System and management text are the carriers and tools to implement real estate enterprise culture. The "reassurance" of real estate enterprises and the "iron core" of employees can only be realized through the interaction between salary management system and real estate enterprise culture.

To sum up, salary management is of great significance in the development of modern real estate enterprises. In the development of real estate enterprises, how to build a good salary management and give full play to the role of salary management is a problem that real estate enterprises must face. Adopting scientific and reasonable salary management can motivate employees of real estate enterprises and attract high-quality talents, thus promoting the development of real estate enterprises.

Part II: Analysis on the salary design of real estate enterprises.

(1) The salary of employees is relatively high. With the continuous development of China's economy, the urbanization process is accelerating, which accelerates the development of China's real estate industry.

Exhibition, many real estate enterprises seize the development opportunity and get rapid development. The development of enterprises brings rich returns to employees, and the basic salary and bonus of employees in real estate enterprises are obviously higher than those in other industries. Therefore, many college graduates choose real estate enterprises, and graduates with high academic qualifications want to develop in large real estate enterprises, because having a good training platform and standardized training is of great benefit to long-term development; Graduates with low academic qualifications are willing to choose small real estate enterprises because they can get rich income in the short term.

(2) The salaries of employees in different departments are quite different. The good operation of real estate enterprises must include comprehensive department, investment department, design department, contract department, development management department, project department, marketing department, finance department and other departments. Employees in different departments have different jobs, some are engaged in technical work and some are engaged in management work. The different nature and difficulty of work lead to different incomes of employees in different departments. According to the survey, the difference between the highest and lowest salary levels of general administrators, investment specialists, design specialists, accountants, planning specialists and civil engineers is more than five times, and the difference at the same level will be greater with the promotion of positions.

(3) There are great differences in salaries between different regions and different enterprises. The economic development of different regions in China is quite different, and the salary of employees in the real estate industry is closely related to the local economic level, so the salary level of enterprises in big cities and economically developed regions is relatively high. In different real estate enterprises, ordinary and middle-level employees in large enterprises can get better exercise, but their wages are lower; Small business people's top managers will be paid more, so the middle managers of big business people may flow to small business people as top managers and get high returns.

Second, the real estate enterprise salary design principles

(A) the team principle of salary design. Real estate development needs the cooperation of different departments and different people, and the strength of the team is particularly important in the development process, so team-based rewards play a very important role in the performance of the whole enterprise. Setting team rewards is helpful to improve the cooperation ability of all departments, and at the same time, pay attention to avoid the imbalance of low-level personnel caused by the large salary gap between superiors and subordinates, so as not to affect the enthusiasm and efficiency of work.

(B) the principle of fairness in salary design. It is the common sense of human resources personnel in most enterprises to follow the principle of fairness in the process of salary design. Fair salary design can effectively motivate employees, improve their work enthusiasm, improve the production efficiency of enterprises, and introduce a large number of outstanding professional and management talents to promote the sustainable development of enterprises. Specifically, in the process of operation, we should design the salary standards of employees in different departments according to the nature of their work, and at the same time, we should consider different kinds of salary, namely monetary salary and non-monetary salary. Non-monetary remuneration belongs to hidden remuneration, which is divided into professional remuneration and social remuneration. Career rewards include self-development and promotion. And social rewards include praise, honor, achievement, etc. In short, the salary design must be fair, objective and transparent, so that different employees can get the rewards they deserve.

(3) The principle of conformity in salary design. In any enterprise's salary design process, we must maintain the principle of consistency between individual and organization's salary, and we must not let the two conflict. In enterprises or organizations, both individuals and organizations have their own salary targets. Every employee participates in an enterprise or organization in order to get the corresponding remuneration and realize his salary target through his own efforts. For an organization, in order to get the maximum profit, they must try their best to save money by various means, including the remuneration of each employee. At this time, the goals of individuals and organizations are contradictory and conflicting, and the two salary goals are not conflicting. The salary paid by enterprises can not meet the needs of employees, which leads to the decrease of employees' work efficiency and the inability to complete the tasks assigned by enterprises in quality and quantity. Therefore, enterprise managers must fully consider the needs of employees when formulating the salary system, let employees participate in the formulation of the salary system, and formulate a salary system that is satisfactory to both enterprises and employees. Compared with the salary system without employees, let employees participate in the salary system.

The system is not only satisfactory, but also has a long-term incentive effect. It plays a very important role in the long-term development of enterprises.

Three, the real estate enterprise salary design methods and processes

The salary system design of real estate enterprises includes the following steps:

(1) job analysis. Position analysis is the basis of determining the salary system, and different positions are set reasonably according to the needs of enterprise business development. Job analysis is to explain the position, form a job description, and clarify the relationship between the position and the function.

(2) Job evaluation. The main purpose of job evaluation is to ensure that the salary system is fair internally. Therefore, according to the importance of the positions of employees in different departments, the rank sequence is obtained to ensure the fairness, justice and rationality of the salary system. Specifically, it is to establish a unified post evaluation standard to make the posts of different departments comparable.

(3) Salary market survey. Competitive salary is the key to retain talents. Only by retaining talents can enterprises develop better. Generally speaking, we should choose a specialized consulting company to investigate the salary level of other real estate enterprises and work out competitive salary. It should be noted that when conducting salary surveys for other real estate enterprises, it is best to choose enterprises that are competitive with this enterprise, and consider the direction of employee flow and recruitment sources. When investigating the salary of other enterprises, it is best to find out the salary increase, salary treatment, bonus and welfare treatment of different positions and levels, so as to ensure that comprehensive and detailed data can be obtained.

(4) salary positioning. After analyzing the salary data of enterprises that are closely related to themselves in the same industry, consider the internal and external relations of enterprises, including inflation, industry characteristics, talent supply and so on. Internal relations include profitability and personnel quality. And then choose the appropriate salary that the enterprise can adopt. Different companies have different salary positioning strategies. Enterprises with well-known brands have a better development platform, and they can recruit outstanding talents without paying a high salary, such as China Shipping and Vanke. Their employees are not paid the highest wages. On the contrary, people who lack popularity will throw out high salaries to attract outstanding talents and strengthen their own strength.

(V) Design of salary structure. Specifically, the design of salary structure refers to the salary composition of employees. Different real estate enterprises adopt different salary structures. Some enterprises adopt fixed wage and floating wage adjustment system. The fixed salary is determined according to the employee's position and market salary level. Different positions have different fixed salaries, and floating salaries should fully consider the profitability of enterprises and the situation paid by individuals. Others comprehensively consider employees' positions, personal skills and personal performance, and form three parts of the salary structure: post salary, skill salary and performance salary.

The post salary is set according to the market salary level, and at the same time, it refers to the contribution of employees to the enterprise. Skill salary depends on how much contribution employees' skills can bring to the enterprise. Generally speaking, the stronger the skill, the higher the skill salary, for example, the salary of designers is higher than that of ordinary administrative staff; Performance pay is the amount of work completed by employees. The greater the amount of work completed, the higher the performance pay.

(six) the implementation and revision of the salary system. After the salary system is formulated, it should be strictly implemented. However, the established salary system is not static. Be sure to communicate with employees frequently, and investigate whether employees' satisfaction and salary system can mobilize employees' work enthusiasm to the maximum extent. At the same time, we should pay attention to the changes in business conditions and market salary levels, and constantly adjust the salary system reasonably to ensure the long-term healthy development of enterprises.

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