The current situation of salary incentives, the status quo of salary incentives

The current situation of salary incentives mainly includes the following aspects:

1.Rising labor costs: With the rising labor costs, enterprises are facing higher cost pressure on salary incentives, and how to formulate reasonable salary incentive plans within a limited budget has become a problem that enterprises need to face.

2.Difficulties in the differentiated compensation system: In the implementation of the differentiated compensation system, it is necessary to accurately evaluate the performance of employees, but subjective factors are prone to affect the evaluation results in the evaluation process, which makes it difficult to implement the differentiated compensation system.

3.Fairness: Fairness is one of the important factors in salary incentives, if employees feel that the salary distribution is unfair, it will affect the enthusiasm and work efficiency of employees, thereby reducing the performance of the enterprise.

4.Talent competition: In the current fierce competition for talent, employees have higher expectations for salary incentives, and companies need to provide more competitive salary incentive packages to retain and attract talent.

5.Challenges of new employment models: New employment models such as the Internet and platform economy have brought new challenges to salary incentives, such as how to formulate salary incentive plans that adapt to new employment models, and how to protect the rights and interests of employees.

Salary has a great impact on employee enthusiasm, creativity and satisfaction, which in turn affects enterprise productivity and economic benefits. Different companies have different ways of incentivizing through compensation. However, as far as the current incentive status of domestic enterprises is concerned, there are generally the following problems, such as:

The effect of salary incentive is not obvious, the design of salary and benefits is unreasonable, the distribution is unfair, the salary system is backward and the development of the enterprise, and the talent can not be retained.

In the face of this situation, Huaheng Zhixin Human Resources Consulting Company believes that when enterprises establish a salary incentive mechanism, they should first understand who is more valuable to the enterprise? How should we measure it? At present, the total salary is so much, can we use scientific methods to achieve scientific distribution?

The answer is yes, Huaheng Zhixin believes that only by measuring the relative value of each key position to the enterprise through quantitative job evaluation can it lay a scientific foundation for salary design.

On this basis, the following recommendations are given:

1. Principles of remuneration system. A scientific salary system must meet the characteristics of external fairness, internal competitiveness and strategic culture, of which the strategic cultural characteristics mainly refer to the salary policy formulated in combination with the development strategy of the enterprise.

2. Ways to change the status quo. The first is to achieve external competitiveness through external salary surveys; the second is to achieve internal fairness through the means of job evaluation (job evaluation); The third is to put forward countermeasures after diagnosing and analyzing enterprise problems, and formulate enterprise remuneration policies according to enterprise development strategies.

At present, Huaheng Zhixin currently proposes a professionally influential three-salary-oriented salary system in the design of the salary system: performance-oriented, ability-oriented, responsibility or position-oriented. To sum it up:

Whose performance is good, who has a high income, whose ability is strong, who has a high income, who bears heavy tasks and responsibilities in the enterprise, and whose income is high. The formulation and recognition of these three objectives organically links income to performance, income to capacity and responsibility.

PS: If you want to have a more comprehensive understanding of salary incentives and other issues, Huaheng Zhixin's reputation in this regard is relatively good, you can search for their successful cases in this regard.

The issue of compensation incentives is a common problem faced by many industries today. The following are some of the industries where the issue of salary incentives is more prominent in the current period:

1.Healthcare industry: The issue of remuneration incentives for personnel in the healthcare industry has always been a sensitive topic.

People in this industry generally suffer from high work pressure, heavy responsibilities and long working hours, and the salary is not high compared to other industries, making it difficult to attract good talent.

2.Education: The issue of salary incentives in the education industry is also more prominent, and lower salaries are more prominent than the large workload and increasing work pressure of teachers.

3.Cultural and creative industry: The cultural and creative industry has always been an industry with creativity and culture as the main competitiveness, but the relative salary of employees in this industry is not high, especially the talents who turn creative ideas into consumable products such as creative designers, mainly because the salary standards and evaluation standards of these talents have not been widely recognized and counted.

4.Express delivery industry: In recent years, the express delivery industry has developed rapidly, and the employees in this industry have high work intensity and workload, and some areas involve field delivery, etc., and the work is more difficult and risky.

However, due to the fierce competition in the industry, the salary and other benefits of couriers cannot be well guaranteed.

The above is just a list of salary incentive issues in some industries, each industry has different characteristics and problems, so it is necessary to comprehensively consider the characteristics of the industry, market demand and the characteristics of employees, and other factors, and formulate a reasonable salary incentive policy in order to better attract and retain employees.

1 The issue of salary incentives in the financial industry is more prominent.

2 Because the financial industry is characterized by high risks and high returns, salary incentives have become an important means of attracting talent and maintaining competitiveness.

At the same time, the financial industry generally has the problem of high turnover of employees, bridges, and employees, and salary incentives are also an important measure to continue to retain talents.

3 In addition to the financial industry, there are also prominent salary incentives in the technology industry and the sales industry.

For these trade-off industries, companies need to adopt a reasonable compensation policy to attract and retain good employees.

In most cases, compensation and incentives are directly proportional, that is, the higher the salary, the greater the motivation given to the individual. For example, if it is the same job, with a monthly salary of 10,000 yuan and a monthly salary of 5,000, the work enthusiasm of the two must be different.

1. Analysis of the current situation of salary management of Chinese enterprises.

1 1** For state-owned enterprises, private bosses intervene too much in private enterprises.

1 2 official standard, salary is linked to the level of the position.

1 3 The level is low and lacks market competitiveness.

1 4 The assessment is not scientific, and the incentive role is not great.

China's enterprises to establish a salary management system suitable for their own development path, must be based on the characteristics of the enterprise, the implementation of different salary management methods for employees with different positioning, so as to retain talents, so that they feel that the enterprise is truly understanding themselves, need themselves, and then improve their own enthusiasm for work, the enterprise to work as a part of their real life, and truly realize that the success or failure of the enterprise is closely related to themselves. Each enterprise has its own different corporate culture, facing different competitive environments, and it is not an overnight thing to really find a salary management system that suits itself, and each enterprise must improve its own salary management methods in continuous exploration.