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How To Design Salary Management System For Small Enterprises
< p > macro salary management system refers to the sum of laws, policies and measures that the state regulates the wage operation of enterprises. The micro salary management system refers to the standards and regulations of internal salary management. The micro salary management system of enterprises must be guided by the national macro salary management system. < /p >
< p > Design of salary management system for small enterprises < /p >
< p > < strong > 1, small enterprise salary management < a href= "//www.sjfzxm.com/news/index_c.asp > > work system < /a > problems" /strong > /p >
< p > (1) the design of the salary management system lacks rational strategic thinking. When the salary management is less than a href= "//www.sjfzxm.com/news/index_c.asp" > system design < /a >, the enterprise lacks rational strategic thinking on the whole salary management definition. The strategic guiding principle in the design of the salary management system is to organically combine the enterprise salary management system and the enterprise development strategy, so that the enterprise salary management system or the salary management plan can become an important lever to realize the development strategy of the enterprise. Many small businesses do not think much about their own development strategy. < /p >
< p > (2) the salary management system is low in system. The current salary management system of small enterprises may ignore the correlation between the salary management components and reduce the centralized guidance role of the strategic intent of the salary management system, resulting in the structural design of the salary management system is not systematic. < /p >
< p > (3) salary management system examination is a mere formality. There are two situations in the assessment of salary management system: one is not linked to the salary management allocation, the other is to examine and stipulate how to link with the distribution, but the assessment can not be implemented or invalid. < /p >
< p > (4) the salary management system is unfair. Fairness is an important standard of the salary management system. Small enterprises only pay attention to the number of salary management in designing the salary management system, ignoring the concern of procedural fairness defined in the salary management. < /p >
< p > (5) the design method of salary management system is out of date. It shows that: pay no attention to market salary management survey; pay management evaluation form is single; salary management design lacks incentive; salary management design lacks advanced theory support. < /p >
< p > < strong > 2, small enterprises < a href= > //www.sjfzxm.com/news/index_c.asp > salary management < /a > system design principles and methods < /strong > /p >
< p > (1) the design principles of salary management system for small enterprises. We should increase salary management flexibility, pay attention to personal performance, maintain core staff, attach importance to long-term incentives, implement fairness principle, rationally widen the gap, pay attention to staff growth, strengthen salary communication, expand training channels, and improve incentive mechanism. < /p >
< p > (2) the design method of salary management system for small enterprises. To design a fair and equitable salary management system, we need to design an accurate salary management process to ensure the correct implementation of the remuneration management system. A scientific and standardized design flow chart for the salary management of small enterprises is shown below: < /p >
< p > formulate salary management strategy. The formulation of salary management strategy for small enterprises should take the development strategy of enterprises as the precondition and conform to the long-term development goals of enterprises. < /p >
< p > work analysis. Work analysis is the basis for determining salary management. Combined with the business objectives, the management department, based on the business analysis and personnel analysis, clarifies the departmental functions and position relations, and takes the "work" as the center to make a comprehensive, systematic and in-depth explanation of the posts, so as to provide a basis for human resources management of enterprises. < /p >
< p > job evaluation. Job evaluation (job evaluation) focuses on solving the problem of internal fairness in salary management. It has two purposes, one is to compare the relative importance of various posts within the enterprise, and to get the rank sequence; two, to establish a unified job evaluation standard for the salary management survey, so as to make comparability between different posts, and lay the foundation for ensuring the fairness of wages. < /p >
< p > salary management survey. Salary management survey focuses on solving the problem of external competitiveness of salary management. The salary management survey data should include salary growth status, salary management structure, bonus and welfare status, long-term incentive measures and future salary management trend analysis. < /p >
< p > salary management structure design. When determining the salary of a person, the post level, personal skills, qualifications and personal performance should be considered comprehensively. In terms of wage structure, it is corresponding to post salary, skill wage and performance salary. To confirm post salary, we need to evaluate the position: to determine skill salary, to evaluate staff qualification; to determine performance salary, to evaluate work performance; to determine the overall salary management level of the company, and to evaluate the profitability and payment ability of the company. < /p >
< p > salary management evaluation and amendment. In the process of formulating and implementing the salary management system, timely communication, necessary publicity or training is one of the factors that ensure the success of the salary management system. The small enterprise human resources department can make use of the salary management system Q & A, symposium, satisfaction survey and other forms to fully introduce the company's salary management basis and the result of each step of the salary management design. < /p >
< p > Design of salary management system for small enterprises < /p >
< p > < strong > 1, small enterprise salary management < a href= "//www.sjfzxm.com/news/index_c.asp > > work system < /a > problems" /strong > /p >
< p > (1) the design of the salary management system lacks rational strategic thinking. When the salary management is less than a href= "//www.sjfzxm.com/news/index_c.asp" > system design < /a >, the enterprise lacks rational strategic thinking on the whole salary management definition. The strategic guiding principle in the design of the salary management system is to organically combine the enterprise salary management system and the enterprise development strategy, so that the enterprise salary management system or the salary management plan can become an important lever to realize the development strategy of the enterprise. Many small businesses do not think much about their own development strategy. < /p >
< p > (2) the salary management system is low in system. The current salary management system of small enterprises may ignore the correlation between the salary management components and reduce the centralized guidance role of the strategic intent of the salary management system, resulting in the structural design of the salary management system is not systematic. < /p >
< p > (3) salary management system examination is a mere formality. There are two situations in the assessment of salary management system: one is not linked to the salary management allocation, the other is to examine and stipulate how to link with the distribution, but the assessment can not be implemented or invalid. < /p >
< p > (4) the salary management system is unfair. Fairness is an important standard of the salary management system. Small enterprises only pay attention to the number of salary management in designing the salary management system, ignoring the concern of procedural fairness defined in the salary management. < /p >
< p > (5) the design method of salary management system is out of date. It shows that: pay no attention to market salary management survey; pay management evaluation form is single; salary management design lacks incentive; salary management design lacks advanced theory support. < /p >
< p > < strong > 2, small enterprises < a href= > //www.sjfzxm.com/news/index_c.asp > salary management < /a > system design principles and methods < /strong > /p >
< p > (1) the design principles of salary management system for small enterprises. We should increase salary management flexibility, pay attention to personal performance, maintain core staff, attach importance to long-term incentives, implement fairness principle, rationally widen the gap, pay attention to staff growth, strengthen salary communication, expand training channels, and improve incentive mechanism. < /p >
< p > (2) the design method of salary management system for small enterprises. To design a fair and equitable salary management system, we need to design an accurate salary management process to ensure the correct implementation of the remuneration management system. A scientific and standardized design flow chart for the salary management of small enterprises is shown below: < /p >
< p > formulate salary management strategy. The formulation of salary management strategy for small enterprises should take the development strategy of enterprises as the precondition and conform to the long-term development goals of enterprises. < /p >
< p > work analysis. Work analysis is the basis for determining salary management. Combined with the business objectives, the management department, based on the business analysis and personnel analysis, clarifies the departmental functions and position relations, and takes the "work" as the center to make a comprehensive, systematic and in-depth explanation of the posts, so as to provide a basis for human resources management of enterprises. < /p >
< p > job evaluation. Job evaluation (job evaluation) focuses on solving the problem of internal fairness in salary management. It has two purposes, one is to compare the relative importance of various posts within the enterprise, and to get the rank sequence; two, to establish a unified job evaluation standard for the salary management survey, so as to make comparability between different posts, and lay the foundation for ensuring the fairness of wages. < /p >
< p > salary management survey. Salary management survey focuses on solving the problem of external competitiveness of salary management. The salary management survey data should include salary growth status, salary management structure, bonus and welfare status, long-term incentive measures and future salary management trend analysis. < /p >
< p > salary management structure design. When determining the salary of a person, the post level, personal skills, qualifications and personal performance should be considered comprehensively. In terms of wage structure, it is corresponding to post salary, skill wage and performance salary. To confirm post salary, we need to evaluate the position: to determine skill salary, to evaluate staff qualification; to determine performance salary, to evaluate work performance; to determine the overall salary management level of the company, and to evaluate the profitability and payment ability of the company. < /p >
< p > salary management evaluation and amendment. In the process of formulating and implementing the salary management system, timely communication, necessary publicity or training is one of the factors that ensure the success of the salary management system. The small enterprise human resources department can make use of the salary management system Q & A, symposium, satisfaction survey and other forms to fully introduce the company's salary management basis and the result of each step of the salary management design. < /p >
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