Introduction: Under the condition of market economy, the core employees who master the core competitiveness of small and medium-sized enterprises have become an important factor to enhance the competitiveness of enterprises. Setting reasonable salary for core employees can effectively retain core human resources, give full play to their enthusiasm and creativity in the enterprise, and improve the stability and sustainability of enterprise operation.
The core employees of small and medium-sized enterprises are employees who have mastered key technologies, core business, important resources and special business talents, and are the main force of enterprise value creation. They have key skills that constitute the source of core competitiveness of enterprises, and hold positions in important positions, including senior managers, senior technicians, senior skilled workers, pioneering marketing and corporate finance experts. They have received long-term education and training, or have long-term work experience and experience, and have more experience and excellent management skills than ordinary employees, which has an important impact on the development of enterprises. The core employees of small and medium-sized enterprises have the following characteristics:
1. Master the key knowledge and skills of the enterprise. In the era of market economy, employees have become the most important production factor of small and medium-sized enterprises. Core employees are the soul of enterprise management and the main source of core competitiveness of enterprises. The value of core employees is rooted in their own unique abilities. They are the main masters and controllers of key technologies of enterprise products and services. This ability is difficult to copy and spread, and can bring excess value to enterprises.
2. Poor substitutability. For ordinary employees, enterprises can increase or decrease employees in time according to the changes in human resources demand. Core employees hold the key resources needed for enterprise operation, such as core technology, knowledge and customer relationship. They are extremely scarce in the talent market, and competitors will hunt for such scarce talents with high salaries or other temptations to enhance their core competitiveness. Once the core employees leave their jobs, enterprises can't hire suitable personnel to replace them in a short time, and their business process operation ability is weakened, which often makes enterprises lose their vitality.
3. Strong re-employment ability. Because core employees are extremely scarce, core employees have strong re-employment ability. In recent years, the overall supply of human resources in small and medium-sized enterprises exceeds demand, but the supply of core talents with core technologies and outstanding abilities is in short supply. Enterprises spend a lot of time and experience to train employees in key positions, which has become the target of competitors. Small and medium-sized enterprises have few core employees, but they are the main source of enterprise value. The loss of core employees is the biggest loss of enterprises, and it is also the most terrible loss.
4. Have a strong desire for self-realization. Through long-term study and experience, core employees have higher human capital value. At the same time, under the condition that the market allocation mechanism of human resources is increasingly optimized, its human capital has strong value proliferation ability, generally has high self-expectation in organizational status and personal value realization, and has stronger achievement motivation than ordinary employees. On the one hand, the core employees expect to create excess value for the enterprise with their outstanding talents with the help of specific posts, so as to obtain a comprehensive transcendence of body and mind; On the other hand, we also expect enterprises to reciprocate and give reasonable returns, so as to gain universal respect from enterprises and society.
5. Adhere to the concept of borderless career development. With the change of social values, the free flow of labor force and the widening of employment channels, core employees gradually shift from traditional loyalty to enterprises to loyalty to their own careers, no longer limited to seeking career development within enterprises, and generally uphold the concept of borderless career development. For them, the enterprise is just a platform to give full play to their professional advantages, and they are more concerned about the personal progress in the professional field and the maximization of personal value. How to maximize the service period of core employees in enterprises has become an important topic in the management of small and medium-sized enterprises.
The main problems of salary management of core employees in small and medium-sized enterprises: 1. Ignore the strategic value of core employee compensation. 2. Salary management does not match other functions of human resource management. 3. Have a one-sided understanding of the connotation of modern salary. 4. Lack of long-term incentives.
Optimization measures for salary management of core employees in small and medium-sized enterprises;
1. The salary of core employees must be strategy-oriented. The average life span of small and medium-sized enterprises in China is less than three years, and the sustainability of development is very poor. An important factor in the decline of small and medium-sized enterprises is the break of talent chain, which is mainly manifested in the continuous loss of core human resources. Small and medium-sized enterprises must attach great importance to the importance of salary to stabilize the core human resources team from a strategic perspective.
Employees in enterprises play different roles in the survival and development of enterprises. Enterprises must formulate corresponding salary strategies for different categories of employees and give priority to ensuring the salary of core human resources through effective measures. Considering the risk loss caused by the departure of core human resources, in order to attract and maintain core human resources, the salary of core employees must fully reflect the risk premium and truly reflect the importance that enterprises attach to the construction of core human resources teams from a strategic perspective.
2. Implement a comprehensive salary system. Different from the traditional view of single currency salary, the payment means of modern salary are increasingly multidimensional. Compared with ordinary employees, the salary requirements of core employees tend to be multidimensional. Multi-dimensional compensation includes external monetary compensation and internal non-monetary compensation, which have different incentive functions and should complement each other to form a complete compensation system.
One of the payment methods of intrinsic non-monetary salary is to constantly create salary payment. Rainier effect? . The University of Washington is surrounded by mountains and rivers, and there are many lakes around the campus. The sacred Rainier Snow Mountain and the mysterious San hellens Mountain are close at hand, and the beautiful scenery makes people linger. In order to enjoy the beautiful lakes and mountains all the time, many professors in Washington University are willing to give up the opportunity of getting higher income and accept the salary about 20% lower than the average salary of American university professors. Their preferences are called by economics professors at the University of Washington? Rainier effect? . 80% of the salaries of professors in Washington University are paid in money and 20% in beautiful environment. This payment method saves the cost of monetary payment, improves the payment structure, meets the multi-dimensional requirements of professors for salary, and stabilizes the teaching staff.
Inspired by this, SMEs can continue to create salaries? Rainier effect? Improve the efficiency of the salary system. Combining the concept of total compensation, by creating one after another? Rainier? The effect can greatly improve the salary satisfaction level of core employees. Managers should comprehensively consider the optimal structure to meet the needs of core employees and be good at finding substitutes for monetary compensation. For core employees, the equal relationship between managers and employees, reasonable power sharing, full communication and respect, independent work, work and family life, and the isomorphism of monetary salary form an efficient salary system, which has become a magic weapon to stabilize core employees.
3. Reasonably determine the priority of fairness in the three levels of salary. Salary fairness is the basic requirement of salary system, which has three levels, namely external fairness, internal fairness and personal fairness, in which external fairness emphasizes the market competitiveness of salary; Intrinsic fairness emphasizes the rationality of the salary gap between employees in enterprises; Personal fairness emphasizes the rationality of the salary gap caused by personal qualifications, abilities and achievements.
Due to the scarcity of core human resources and the importance of posts, the risk loss caused by their resignation is great. Small and medium-sized enterprises must reasonably deal with the priority of salary fairness among different employee groups within the enterprise, and the salary of core employees should give priority to the external fairness of salary. In view of the wide geographical scope of core employees' mobility, it is necessary to expand the geographical scope of salary market survey, strengthen the market tracking survey of core employees' salary, and adopt competitive salary strategies to improve the payment level of core employees' salary.
4. Optimize monetary salary management (1) Adopt broadband salary system to determine basic salary. Broadband salary combines several adjacent grades in traditional post grade salary into one grade, broadens the scope of each post grade and forms several large-span salary grades as a whole. Based on the characteristics of the organizational structure of small and medium-sized enterprises, the opportunities for core employees to be promoted along the vertical administrative ladder are limited. The broadband salary system is adopted to link the increase of employee salary with the enhancement of employee's core competence and performance, break the internal hierarchy maintained and strengthened by the traditional salary payment method, and affirm the value and key role of core employee's human capital from the system.
(2) Take medium and long-term incentives to stabilize core employees. Medium-and long-term incentives can stabilize core employees. The methods that can be adopted mainly include employee stock selection plan, stock appreciation rights, virtual stock plan, stock option and long-term profit sharing, which reflects the enterprise's emphasis on the long-term service of core employees and is also a reasonable return for the long-term service of core employees. They can also significantly stimulate the performance of core employees during their in-service period, encourage them to combine personal development with enterprise development and share risks with enterprises, thus greatly improving their work enthusiasm and loyalty to enterprises.
5. Strengthen the synergy between salary management and other human resource management functions. To improve the salary management level of core employees, we must improve other human resource management functions, give play to the synergistic effect of other human resource management functions on salary management, and provide support for salary management.
Enterprises should design reasonable career plans for core employees. Managers should understand that the career planning of core employees should give employees more initiative. In the benign interaction with employees, evaluate career opportunities and set career goals, so that core employees can clearly see their own development path in the organization. Taking career planning as the core, according to employees' interests, specialties and the needs of the company, we will formulate corresponding training and development plans, constantly update and reserve employees' knowledge and skills, and provide strong support for the growth of core employees. On the basis of job analysis and job redesign, the post value should be evaluated to provide accurate basis for salary formulation. To improve the enterprise performance evaluation system, we should implement the basic principles of openness, fairness and justice in the setting of performance standards, the process of performance evaluation and the composition of evaluators, respect the inner feelings of core employees and give them full opportunities to participate.
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