Selected department bonus distribution scheme

Chapter 1: departmental bonus distribution scheme

In order to further leverage the bonus, improve the company's production management system, promote the company's all-round development, better tap people's potential in reducing production costs, and give full play to people's subjective initiative, we further improved the bonus assessment and distribution plan according to the specific situation of bonus distribution in the previous period.

A, all kinds of personnel bonus standard proportion

Under normal circumstances, the proportion of internal bonus distribution is determined by two factors, namely, the main post (type of work) is higher than the auxiliary post (type of work); Heavy labor is higher than light labor; Complex labor is higher than simple labor. For example, the first prize is the producer and production manager; The second level bonus is the main operator and logistics manager; The third level bonus is general logistics personnel and auxiliary personnel.

Company personnel classification

1, management line: refers to the management personnel engaged in high-level decision-making of the company and the staff engaged in administration, finance, personnel and other work. Specifically, it includes personnel above the vice president level in charge of production, equipment and finance, as well as staff in offices, finance departments, personnel departments and other departments.

2. Production line: refers to the personnel directly engaged in production activities and managing production. Including the staff of ironmaking plant, sintering plant and pelletizing plant.

3. Auxiliary line: refers to the personnel who directly serve or coordinate the production activities of the factory. Including general dispatch, quality inspection, safety, legal supervision, fleet, technical equipment, site management, procurement, warehouse and other departments.

Second, the determination of total remuneration

Total salary refers to the reward fund for all employees of the company based on the assessment income of main technical and economic indicators except salary income. The main technical and economic indicators are as follows:

1. Draw bonus according to the balance of total monthly salary minus payable salary (excluding overtime salary), and the formula is:

Total bonus = {total planned salary (165438+ ten thousand yuan)-salary payable (excluding overtime)}? Reward proportion (100%)

The total bonus should fluctuate with the company's salary level.

2, according to the monthly output excess, bonus. Bonuses are drawn in proportion to the target output. The formula is:

Total monthly bonus = {monthly realized output-monthly target output (25,000 tons)}? Award proportion (40 yuan/ton)

3, according to a certain proportion of spare parts saving, extracting the total bonus, the main purpose is to reward employees for their contribution to spare parts saving in the production process. The formula is:

Total bonus = {monthly spare parts consumption quota (6,543,800 yuan)/monthly target output (25,000 tons)}-{monthly actual spare parts consumption/monthly actual output)? Reward proportion (1000 yuan/ton)}

4. The total bonus is extracted according to the saving degree of coke ratio in the furnace. The main purpose is to reward employees for their contribution to fuel saving in the production process. The formula is:

Total monthly bonus = {monthly realized focal ratio-monthly target focal ratio (560kg/t)}? Reward proportion (3,000 yuan)

Third, determine the principle of departmental bonus distribution.

Coefficient method is used for distribution.

Coefficient method is to determine the bonus coefficient of a department on the basis of post labor evaluation, according to the labor intensity or workload of employees, labor technical level and the responsibility of the department. Then, according to the tasks completed by the department, it is allocated according to the coefficient.

Department bonus amount = total company bonus? Department reward coefficient

Department reward coefficient

1, deputy general manager's office 0.0237,2, ironworks 0.4/kloc-0,50,3, sintering plant 0./kloc-0,305,4, total dispatch 0.0297,5, technical equipment 0.0/kloc-0,37,6, and quality inspection 0.000. 8. Purchase 0.0228 9, machine shop 0.073 1. 10, power shop 0.035 1. 1, motorcade 0.0509, 12, safety 0.0059,65438. 14, site management 0.0 157, 15, pelletizing plant 0.0636, 16, office 0.0 157, 17, finance 0.0065,/.

The adjustment of departmental prize coefficient shall be implemented according to the decision of the highest decision-making level of the company.

Fourth, determine the principle of individual bonus distribution.

1. When allocating individual bonuses, the department should determine the post bonus according to the contribution of the post and the individual's completion of the task. Under normal circumstances, the company does not interfere with the distribution of individual bonuses by departments.

2. Oppose the practice that the department keeps part of the bonus for expenses. The department shall not deposit the reserved bonus into the account of the department head or other employees.

3, the head of the department (including deputy) bonus can not be higher than 4 times the average bonus of the department.

4. Bonuses shall be distributed by personnel quota system. Bonuses are paid on the basis of the existing number of personnel, and the increase or decrease of the number of personnel in each department is no longer considered, that is, the existing number of personnel is one of the basis for awards.

Five, the measures shall be implemented as of the date of issuance, and the previous provisions on bonuses shall be abolished at the same time.

Chapter II: Departmental Bonus Distribution Scheme

In order to encourage all colleagues in the company, Qi Xin, to work together to achieve the company's production goals, strive to improve product quality, create better benefits for the company, and share the fruits of hard work, we hereby propose the following scheme:

1. When the following output and quality indicators meet the standards, the company can calculate the bonus on the premise of certain benefits:

1, the monthly business order is enough to ensure the target output of each production workshop in the factory.

2. Each workshop has reached the target output (* * million, * * million, * * million).

3, the quality index reached * * * * 7? 65438+February Quality Control Target "shall prevail, and 80% of the indicators are up to standard.

4. The deduction of external customers in the current month shall not exceed RMB 654.38+10,000.

5. The personnel whose production department has calculated the floating salary will not calculate this bonus.

Second, the evaluation:

1. Assessment is the basis of reward. Detailed assessment rules for employees of all departments have been issued and signed by all departments. The top supervisor of each department is responsible for the monthly assessment of subordinates according to the detailed rules.

2. Each department has quantifiable indicators, but the data of some indicators may need to be provided by other departments. (Attachment: evaluation indicators and data sources of various departments). Therefore, before the 8th of each month, all departments need to provide accurate data of relevant indicators to the personnel department.

3. The personnel department shall review the assessment results of personnel in each department according to the collected index data of each department. If the evaluation is untrue or inaccurate, the personnel department has the right to increase or decrease the evaluation score and calculate the bonus according to the evaluation results.

Third, the source of the bonus:

1, in order to encourage everyone to reduce costs, increase production and increase efficiency. The bonus consists of two parts: one part is the benefit bonus, and the benefit of the month reaches the company's goal, and the company puts forward 8000 yuan as the bonus; Another part of the bonus should be extracted from production savings, and production should improve quality and reduce scrap. The less waste, the more bonus.

2. According to the actual process capacity of the factory, the rejection rate of each workshop is set as follows: * * Rejection rate? 1.5? ; * * * Scrap rate? 1. 1? ; * * * Scrap rate? 0.9? ; Scrap rate of external customers? 0.4%; (After the production quality is improved, the scrap rate of each workshop can be modified, and the modified data shall prevail. )

3. If the scrapped area in the actual production is lower than the set scrapped area, the surplus non-scrapped area is multiplied by the company's cost price to be converted into savings, and 50% is used as bonus distribution.

4. Total bonus = (Does the factory set up the scrapped area in the current month? Actual scrapped area in the current month)? Cost price? More than 50% welfare bonus

This scheme means that the better the benefit, the better the quality, the less scrap and the more bonus.

Example: The total production of * * department is * * (ten thousand), the production scrap is * * ten thousand, and the scrap rate is set to 1. 1? It shows that the actual production reduces the rejection rate by * * million. According to the cost price, this * * million is converted into cost savings, and 50% is proposed for reward.

4. If the scrapped area of the workshop in the current month is higher than the set scrapped area, the workshop management personnel shall bear the quality deduction, and the deduction standard shall be subject to the assessment rules. If the deduction of external customers and the rejection rate of customers exceed the standard in that month, everyone needs to deduct the money according to the assessment rules.

5. Bonus calculation:

Total bonus

I. Evaluation score =

Total evaluation score of prize-counting personnel (1 calculable =? Yuan)

B, personal bonus = personal evaluation score? Personal grade coefficient? score

C, different levels of coefficient is set to:

Staff grade coefficient: 1

Grade coefficient of assistant engineer: 1.5

Engineer grade coefficient: 2

Supervisor level coefficient: 3

Manager rank coefficient: 4

Chapter III: Departmental Bonus Distribution Scheme

Step 1: Determine the enterprise bonus scheme.

According to the overall economic benefit of the enterprise, there are three ways to determine the company's bonus plan.

The first way is to share a certain proportion of the total profit between the organization and employees based on the profit of the enterprise.

For example, a company's year-end profit is 654.38+million, and 654.38+00% of the profit is extracted as the employee's year-end bonus. As shown in the following table.

The second way is to adopt the method of progressive sharing ratio, that is, to stipulate several profit segments and adopt different sharing ratios in different profit segments. The higher the profit, the higher the extraction ratio.

For example, a company stipulates that the standard value of profit is 3 million, the share ratio within 3 million is 6%, between 3 million and 8 million is 12%, between 8 million and150,000 is 16%, and the share ratio above150,000 is 22%.

The third way is to allocate by profit rate segments, that is, to specify a number of profit rate segments. The higher the profit rate, the stronger the company's profitability, the higher the profit rate segmentation, and the higher the proportion of net profit extracted.

For example, if the company's profit rate is lower than 2.5%, no bonus will be paid; When it is between 2.5% and 5.0%, 8% of the net profit will be withdrawn for bonus; When the company's profit margin is between 5.0% and 7.5%, 10% of the net profit will be withdrawn for bonus; And so on.

Step 2: Determine the strategic contribution coefficient and departmental performance coefficient of each department of the enterprise.

The coefficient of departmental strategic contribution indicates the difference of each department's strategic contribution to the enterprise, which requires the enterprise to evaluate the strategic contribution ability of each department. Considering the cooperation and unity between departments, try not to let the strategic contribution coefficients of various departments differ too much. For example, by evaluating the strategic contribution ability of each department, the strategic contribution coefficient of each department in an organization can be defined as [1.2 ~ 0.8], and the variation unit of the strategic contribution coefficient is 0. 1. Usually, the strategic contribution coefficient of each department is related to business cycle, enterprise strategy, enterprise management focus, enterprise culture, enterprise industry, enterprise marketing model, enterprise core human capital and other factors.

Example: the strategic contribution coefficient of each department of the enterprise.

Step 3: Determine the departmental bonus plan.

For example, if the contribution coefficient of department A to the company strategy is 1.2 and the performance coefficient of department A is 1. 1, the bonus coefficient of department A can be calculated.

Step 4: Determine the employee's post performance coefficient.

1, according to the quantitative and qualitative assessment indicators, get the employee's personal performance appraisal results; 2. We can define the proportion of employee performance grades according to the proportion of 20%, 70% and 10%. 3. The management designs the corresponding relationship between the individual performance appraisal results and the individual performance coefficient according to the actual situation. For example, for employees who exceed expectations, the post performance coefficient is 1.3/ 1.4.

Step 5: Assign departmental bonus to the position.

Multiply the employee's post performance coefficient by the employee's monthly basic salary (which can also be calculated according to the post value evaluation score) and summarize.

Chapter four: departmental bonus distribution scheme

In order to standardize department management, improve work enthusiasm and work efficiency, ensure the smooth progress of all work, gradually realize the standardization and standardization of management, and truly achieve fairness and justice, and pay according to work, these measures are formulated.

application area

These Measures are applicable to the sales department of Inner Mongolia Datang International Xilinhot Mining Company.

principle of allocation

Follow? Do one's duty and distribute according to the effect? The principle of assessing employees' post performance and linking the assessment with bonuses will make bonus distribution really play its regulatory role in department management, enable employees to establish enterprising spirit, effectively mobilize employees' enthusiasm and give play to everyone's creativity.

Provider

The total monthly bonus of the department is distributed by the human resources department of the mining company. According to the results of the monthly economic responsibility system assessment, the department heads distribute the total bonus of each major and the bonus of each major head, and each major head distributes the bonus of each major.

After the deployment is completed, it shall be reviewed and signed by the department head and reported to the Human Resources Department.

Evaluation method

According to the bonus approved by the Human Resources Department, 30% of the total bonus is reserved for assessment, and the rest is used as the basic bonus.

Allocation rule

Anyone who reaches the required attendance days, without absenteeism, lateness, leaving early and major work mistakes, can get the basic bonus in principle. If there are major work mistakes, they will be assessed separately.

On the basis of the basic bonus, plus the assessment bonus of departments and majors, it constitutes the monthly bonus of each employee. The calculation method of basic bonus refers to the relevant system clauses formulated by the human resources department of the company.

Assessment scope of assessment bonus:

Finish the monthly work plan in time;

The completion quality of work tasks;

Training assessment results;

Timeliness and quality of daily work completion;

Violation of other provisions of this department;

Examination of various majors

Departmental or professional awards:

Outstanding work performance;

Rationalization suggestion award;

Reward and punishment

According to the contents stipulated in the Measures for Assessment of Economic Responsibility System of Business Department and the monthly assessment results, the assessment bonus will be paid for the second time.

other terms

1. This method shall be implemented after discussion and approval by all employees in the sales department.

2. The final interpretation right of this distribution method belongs to the sales department. In case of conflict with the company's assessment system, the company's system shall prevail.

Chapter 5: departmental bonus distribution scheme

General rule

Article 1 In order to standardize the management of employee year-end bonus distribution, determine the procedures and amount of year-end bonus distribution; In order to stimulate the enthusiasm and enthusiasm of employees and improve their loyalty and sense of belonging; Divide bonuses according to the principles of rewarding diligence and punishing laziness, giving priority to efficiency and giving consideration to fairness; According to the operation status and development plan of the factory, this year's year-end bonus distribution plan is formulated.

Article 2 These Provisions shall apply to all employees of Liuzhou XXXXX General Factory except the management team.

Article 3 These provisions are only used as the basis for the factory to allocate the total amount of year-end bonuses, and the subordinate departments of the factory need to make detailed allocation plans for the year-end bonuses distributed by their own departments within the scope of the total amount of bonuses allocated.

Article 4 The year-end bonus distribution plan formulated by the subordinate departments of the factory should take into account the interests of core employees and ordinary employees, so as to be relatively fair internally.

Article 5 The year-end bonus distribution plan formulated by each department in the factory shall be reported to the General Office for the record.

2. Extraction of the total amount of year-end bonus and determination of the coefficient.

Article 6 The total amount of year-end bonus shall be drawn from the total annual profit of Liuzhou XXXXXXX General Factory. The specific proportion depends on the operating conditions and development planning of the factory in that year.

Article 7 The withdrawal amount of the year-end bonus shall be decided by the members of the leading group for the assessment of factory operating performance through discussion.

Article 8 The year-end bonus coefficient shall be determined through discussion by the members of the leading group for business performance assessment.

Article 9 The year-end bonus coefficient is generally set to [0,2], which can be greater than 2 if the factory has outstanding operating performance.

Article 10 The year-end bonus coefficient is the average value of the year-end bonus coefficient of the factory.

Three-year bonus distribution plan

Article 11: The process of issuing year-end awards

(1) classification stage

1. Relevant departments of the factory conduct self-evaluation according to personnel appraisal system, quality reward and punishment regulations, employee code, etc., and report the results to the general office;

2. The comprehensive office takes the self-evaluation results reported by each department as a reference, and grades each department according to the comprehensive information;

(2) Data analysis stage

1. The general office will summarize the scoring results reported by various departments as the annual operating performance of the factory;

2, comprehensive office according to the results of various departments under the factory from high to low; Sorting the data according to the sorting result;

3. Report the scoring results to the leader of the leading group for business performance appraisal.

(3) Formation planning

1. The leaders of the leading group for business performance appraisal finally determine the different levels of the subordinate departments of the factory within the same level;

2. Finally, give different year-end bonus coefficients to employees of different grades and levels;

Functions of the comprehensive office

Twelfth to formulate the distribution method of the total year-end bonus.

The distribution of the total year-end bonus is determined by referring to the following formula:

F(t)=Q(p)？ n？ M where: F(t) is the total bonus distribution at the end of this year.

Q(p)=？ The average monthly salary of the factory in that year1February/12.

N is the actual number of employees in the factory from June to February, 65438.

M is the year-end bonus coefficient.

Thirteenth principles to determine the distribution level of factories

The factory allocation grade shall be implemented according to the following conditions:

(a) according to the order from high to low, divided into three levels, the first level is the best;

(two) when the factory profit is zero or negative, it must be the third gear;

(three) when the factory has a veto index, it shall not be included in the first file;

(four) when the profit of the factory declines, it shall not be included in the first file;

(five) the year-end bonus coefficient is allowed to be different in the same grade;

(six) different departments at the same level according to the financial indicators, development indicators, management indicators score to determine the level or lower a level, the lower level of the department ranked first in the new level.

Fourteenth determine the range of year-end bonus coefficient of different grades.

According to the division of different grades, the year-end bonus coefficient is divided into the following ranges:

Third gear [0,0.5]

Second gear (0.5, 1.5)

First gear {1.5,2] or [2,]

Fifteenth determine the scope of employees involved in the year-end bonus distribution.

(1) Employees who have worked continuously in this unit for more than 6 months are eligible to participate in the year-end bonus distribution.

(two) the following employees do not participate in the year-end bonus distribution

1, temporary workers;

2. Employees during medical treatment;

3. Experts and consultants hired by the enterprise;

4. Workers waiting for posts;

5. Employees who are on probation when the year-end bonus is issued;

6, the probation period is not stipulated in the labor contract, and employees are recruited by the society who have worked in this factory for less than one month;

7. Employees who terminate their labor relations with the unit or leave their jobs abnormally before the year-end bonus is issued;

8. Students who have been internship in enterprises at the time of year-end awards or recent graduates who have signed agreements and have been internship;

9. Employees that the factory thinks should not participate in the year-end bonus distribution.

Five supplementary rules

Article 16 The power to interpret and amend these Provisions shall be exercised by the General Office.

Seventeenth the provisions shall come into force as of the date of promulgation.