Fixed wage principle

Salary principle: evidence-based, both internal and external.

Salary negotiation should achieve two goals: first, attract and motivate talents, that is, the results of salary negotiation should reflect the market value of recruitment positions and talents; The second is to ensure the fairness of internal employees, that is, the result of salary negotiation should reflect the relative value of positions and talents in the enterprise. These two points are the starting point of salary negotiation and must be balanced.

First of all, we should refer to the salary level of related positions in the same industry to determine the salary. Salaries in some enterprises? Don't listen to things outside the window, just look at the payroll? Do not care about and understand the market salary information, especially when the salary level of some positions in this enterprise is far below the market average, insist on asking recruiters to negotiate salary according to internal standards, which leads to? See death? The phenomenon of scaring off candidates as soon as the salary comes out, or after a round? Tug of war? After that, it was close to the market level, but the candidates had a great sense of frustration in the salary negotiation process, lost their original trust and confidence in the enterprise, and finally led to the recruitment of personnel? Did the duck fly again? This is a thankless thing.

Secondly, the salary should reflect the market value of the candidate, including his quality, ability, experience and past performance. If the candidate is experienced and capable, the salary level should be increased accordingly, otherwise it should be reduced appropriately. How to scientifically measure the market value of talents can be divided into two stages, one is before employees join the company, and the other is after employees join the company. Before employees join the company, companies don't know about the candidates. At this time, the measurement of candidates is mainly achieved through the process of interview and selection. The essence of this process is to examine the degree of matching between candidates and positions. For example, an enterprise recruits a marketing director, and finally finds a candidate to consider after selection. If the candidate can barely be appointed, he is still not satisfied, because there is really no candidate who fully meets the requirements, so make do. What's the situation? Person-post matching degree? Not good enough, the salary can be lower; Another situation is that the comprehensive quality of job seekers has exceeded the job requirements and they are fully qualified for the job. In this case, the salary can be higher.

Thirdly, the determination of salary should conform to the overall salary system of the company, including the level and structure of salary, so as to avoid having a great impact on internal employees. What the company wants to recruit is the right talent, which includes the right salary. Recruiters need to keep the salary system relatively rigid and stable. Therefore, recruiters should take the initiative to actively influence candidates to accept the company's salary system. Let the candidates realize the management concept and principles of this enterprise, emphasize talents instead of moving talents, and clearly tell the candidates what the enterprise can and can't meet, so as to ensure that talents can truly integrate into the enterprise and recognize the management mechanism of the enterprise, instead of changing the management mechanism of the enterprise because of individuals.

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