What are the solutions to the problems of reducing business costs and increasing employee wages?

Is there any way to solve the problem of reducing business costs and increasing employee wages?

Just go to a tax service company to make a tax planning plan. It is still very convenient, so we turned to Gaowei Technology to make it. The product is called Xizhibao. Find answers to the contradictory question of how to increase employees' basic wages and reduce company costs

1. Whether you are willing to grow with a company, that is, the level of employee loyalty, depends to a certain extent. It is a sense of honor and comfort in the hearts of employees. The higher the value of this feeling and the longer it lasts, the higher and more lasting the loyalty of employees will be. A very important indicator that gives employees a sense of honor and comfort is their income level among peers. Just imagine, if you work hard in an industry, over time, you will form a circle in the industry. Everyone may like to talk about some more sensitive topics together, especially when you are showing off your salary together. If you know that your salary is higher in the industry, , a sense of honor will naturally arise, and then you will secretly tell yourself in your heart that you cherish your current job. Therefore, we can only work harder, achieve higher performance, and obtain higher promotion as the coordinate of our career.

2. In fact, there is always a game in the relationship between enterprises and employees. Either the enterprise takes the initiative or the employees take the initiative. The probability of truly reaching a balance of 100 is small. When the company's salary level is relatively high in the same industry, the relationship is dominated by the company taking the initiative, which means the pressure is on the employees. Every day, employees should focus on how to cherish this job and how to work harder to improve work performance. At the same time, they will also have a sense of crisis because they know very well that in the same industry, other companies do not pay as good as their current level, so they have to change jobs. Accepting reality will seriously affect their inner sense of honor and comfort. In the long run, the company's turnover rate of outstanding talents will be lower, and the cost of recruiting and training new employees will be reduced. Coupled with the *** of high wages, employees' potential is more highly stimulated, and the result of employees working harder to realize their potential is that the overall performance of the company rises rapidly. The more important point is that incentives other than wages need to be used. Costs will decrease accordingly, and overall profits will increase after the Kaiyuan expenditure reduction.

Although this point of view is valid, it is difficult for ordinary entrepreneurs to understand and accept, because most leaders care very much about costs that can be calculated and visible, but they do not care about costs that cannot be seen. The cost is not too high. At the same time, they pay too much attention to the visible profits and are indifferent to the invisible profits. Just because Shi Yuzhu can express such a point of view, it means that as a business tycoon, he must have gone through many hardships to get to where he is now, and he must have tasted the sweetness of such strategies before he concluded such a point of view. And it is indeed difficult for most leaders to pay attention to such fine-grained experience.

The long-term strategic goals of the company itself determine how the company views short-term profits. This reminds me of a famous saying: Profit is as important as human breathing, but breathing alone is not enough for a person to live. Too many entrepreneurs take profits too seriously, especially short-term profits. The companies that die every year in China also include those companies that die before they start to grow. The reasons for their failure are almost the same. Just as Jack Ma said: There are many reasons for success, but there are only a few reasons for failure. How many entrepreneurs can always ask themselves, why do you want to start a business? What do you really want? If an entrepreneur just wants to be a businessman, then that’s it. After all, a businessman must make money if he has money; if he wants to be a businessman, whether it is hiring people or formulating strategies, then he should at least think about making a difference. The reason for not doing anything is not the profit I want; if the company is indeed positioned as a century-old store, or enters the ranks of entrepreneurs, only companies that can truly focus on the future can achieve this.

Going back to Shi Yuzhu’s point at the beginning of the article, as an entrepreneur, if you can try what others will not try, then it is very likely that you will be the one sitting there to comment on other entrepreneurs in the future. Think about Huawei. As long as Huawei is mentioned, most people's first reaction is high wages, high efficiency, and high pressure. Of course, more people are most impressed by his high salary, which is why Huawei is at the forefront in the industry, because it took steps that most companies cannot do when they started at the same time as other companies. , that is, high salary. You know, in the eyes of many people, high salary means shrinking profits! However, Huawei regards high salary as the most valuable investment, not a cost. It is precisely because of this that Huawei is at the forefront in the battle for technical talents with a relative advantage.

Taking this opportunity, you might as well show off your professional knowledge. As a company’s salary policy, here are some suggestions from the perspective of HR:

1. Look at the development stage of the company, the start-up period Enterprises often do not have brand advantages, and adopting a salary policy that is competitive with the outside world is very critical for enterprises to attract talents and build their brand. And if it is a stable and large-scale enterprise, the brand is enough to give employees a sense of honor, and it is more reasonable to adopt the average level in the industry in terms of salary policy.

2. Look at the industry in which the company is located. If it is in a relatively new industry, or an industry with low coverage, or an industry with intensive knowledge-based talents, it should adopt a salary that is competitive with the outside world. policy.

3. Look at the company’s internal position system. For relatively high positions or core positions in the company,

the salary policy should be competitive with the same industry. For general positions, it is advisable to be at the same level or slightly lower than the same industry. If done properly, it can also be It can ensure the healthy and reasonable flow of talents in the enterprise and absorb fresh blood

4. Depend on the nature of the position. For job types that are scarce in the market, such as senior marketing personnel, professional financial talents, senior R&D engineers, etc., any job type that is in short supply in the market can easily adopt a competitive salary policy. On the contrary, it can be slightly lower.

Finally, a few suggestions on remuneration. Companies should make full use of bonuses when formulating remuneration policies. Use more bonuses and less. The increase in basic salary is very powerful for companies to avoid legal and regulatory risks and control human resource costs. Is there any way to quickly reduce business costs?

This is a big topic. I have data on Sofitel’s amoeba management project. Their company reduced costs by 15% in less than three months. If necessary, search on Baidu for their project leader, named Tian Hexi. I hope this helps you. How to increase employee salaries

The rewards for employees who publish plans in internal publications should be increased. Some people should say that we need paper and printing fees to publish internal publications, which is also very expensive. One suggestion I gave is: Now that the Internet is so developed, we can publish it through the Internet, which reduces the use of paper and printing costs. For departments within the group company, there is no need to print, and they can directly use the LAN. This is also a way to improve employee benefits or wages.

As permitted by laws and regulations.

Without affecting production safety.

Without affecting unity.

4. Increase various subsidies for frontline workers within the scope of existing national laws and regulations, such as: transportation subsidies, catering subsidies, etc.

5. Reduce entertainment expenses for state-owned enterprise executives. The annual entertainment expenses are also a considerable expense. Nowadays, many units have tertiary industries, and the scale of tertiary industries must be controlled to prevent enterprises from unnecessary consumption and expenses in the name of tertiary industries.

At present, I can only think of these points based on my level. Companies ____ raising employee wages will be able to ____ talents.

Please tell me!

Enterprises that increase employee wages according to actual conditions will be able to attract and retain talents

Looking for traditional methods to reduce enterprise costs, urgent

1. Establish consumption quotas;

2. Develop cost reduction measures, such as: procurement cost reduction, process cost reduction, product quality cost reduction, innovation cost reduction, expense cost reduction, etc.

3. Establish an inspection and assessment system. Why pay employees high wages to minimize business costs

The cost of training employees from ordinary employees to outstanding employees is very high. High wages can maintain employee stability and reduce brain drain. Encouraged by high salaries, employees' enthusiasm and creativity will bring more benefits to the company. High salary is the best way to motivate employees to work, and it is also the lowest cost method for enterprises.

If you use a high salary, you are proactive in the relationship between you and him. If your salary is so much higher than the previous two competitors, I firmly believe that after one year you Looking back, your profit margin is the highest and your cost is the lowest. ”

I think this view is relatively valid mainly from the following aspects:

1. Whether you are willing to grow with an enterprise, that is, the loyalty of employees The high or low value depends to a certain extent on the employee's inner sense of honor and comfort. The higher the value of this feeling and the longer it lasts, the higher the employee's loyalty will be and the more lasting it will be. A very important indicator of an employee's sense of honor and comfort is his or her income level among peers. Just think, if you work hard in an industry, over time, you will form a circle in the industry, and everyone may like to chat together. It is a more sensitive topic, especially when you "show" your salary together. If you know that your salary is relatively high in the industry, you will definitely feel a sense of honor. Then you will secretly tell yourself in your heart that you cherish your current job. Therefore, we can only work harder, achieve higher performance, and obtain higher promotion as the coordinate of our career.

2. In fact, there is always a game in the relationship between enterprises and employees, not the enterprise. Taking the initiative means that the employees take the initiative, and the probability of truly reaching a balance of 100 is small. When the company's salary level is relatively high in the same industry, the dominant factor in this relationship is that the company takes the initiative, which means that the pressure is on the employees every day. They should pay attention to how to cherish this job and how to work harder to improve work performance. At the same time, they will also have a sense of crisis, because they know very well that in the same industry, other companies do not pay as good as their current level, so they have to accept the reality when they change jobs. , will seriously affect their inner sense of honor and comfort. In the long run, the company's turnover rate of outstanding talents will be lower, and the cost of recruiting and training new employees will be reduced. Coupled with the *** of high wages. The potential of employees is more highly stimulated, and the result of employees working harder to realize their potential is that the overall performance of the company increases rapidly. More importantly, the cost of incentives that need to be spent other than wages will decrease accordingly, and Kaiyuan saves money. Finally, the overall profit will increase.

But although this view is valid, it is difficult for ordinary entrepreneurs to understand and accept it, because most leaders can calculate it and see it. They are very concerned about the costs but not very aware of the invisible costs. At the same time, they are too concerned about the visible profits and are indifferent to the invisible profits. As a business tycoon, he must have gone through a lot of hard work to get where he is now, and he must have tasted the "sweetness" of such strategies before he could conclude such a point of view, and it is indeed difficult for most people to achieve such precise experience. Leaders should pay attention.

The reason why this view is relatively valid mainly depends on the context in which it is actually applicable. I think it depends on the long-term strategic goals of the company itself, and on the other hand, it depends on the company's long-term strategic goals. On the one hand, it depends on the development stage of the enterprise itself.

The long-term strategic goals of the enterprise determine how it views short-term profits.

This reminds me of a famous saying: "Profit is as important as human breathing, but breathing is not enough for a person to live." Too many entrepreneurs regard profits as too important, especially short-term profits. Among the companies that die every year in China are those that die before they start to grow. The reasons for their failure are almost the same. Just as Jack Ma said: "There are many reasons for success, but there are only a few reasons for failure." "How many entrepreneurs can always ask themselves, why do you want to start a business? What do you really want? If an entrepreneur just wants to be a businessman, then that’s it. After all, a businessman must make money if he has money; if he wants to be a businessman, whether it is hiring people or formulating strategies, then he should at least think about making a difference. The reason for not doing anything is not the profit I want; if the company is indeed positioned as a century-old store, or enters the ranks of entrepreneurs, only companies that can truly focus on the future can achieve this. Going back to Shi Yuzhu’s point at the beginning of the article, as an entrepreneur, if you can try what others will not try, then it is very likely that you will be the one sitting there to comment on other entrepreneurs in the future. Think about Huawei. As long as Huawei is mentioned, most people's first reaction is high wages, high efficiency, and high pressure. Of course, more people are most impressed by his high salary, which is why Huawei is at the forefront in the industry, because it took steps that most companies cannot do when they started at the same time as other companies. , that is, high salary. You know, in the eyes of many people, high salary means shrinking profits! However, Huawei regards high salary as the most valuable investment, not a cost. It is precisely because of this that Huawei is at the forefront in the battle for technical talents with a relative advantage.

Taking this opportunity, you might as well "show off" your professional knowledge. As a company's salary policy, here are some suggestions from an HR perspective:

1. Look at the development stage of the company, start-up Companies in the early stage often have no brand advantage, and adopting a salary policy that is competitive with the outside world is very critical for companies to attract talents and build their brand. And if it is a stable and large-scale enterprise, the brand is enough to give employees a sense of honor, and it is more reasonable to adopt the average level in the industry in terms of salary policy.

2. Look at the industry in which the company is located. If it is in a relatively new industry, or an industry with low coverage, or an industry with intensive knowledge-based talents, it should adopt a salary that is competitive with the outside world. policy.

3. Look at the company’s internal position system. For relatively high positions or core positions in the company, the salary policy should be competitive with the same industry. For general positions, it is advisable to be at the same level or slightly lower than the same industry. If done properly, it can also ensure healthy and reasonable talents for the company. Flow and absorb fresh "blood"

4. Depend on the nature of the position. For job types that are scarce in the market, such as senior marketing personnel, professional financial talents, senior R&D engineers, etc., any job type that is in short supply in the market can easily adopt a competitive salary policy. On the contrary, it can be slightly lower.

Finally, a few suggestions on remuneration. Companies should make full use of bonuses when formulating remuneration policies. Use more bonuses and less. The increase in basic salary is very powerful for companies to avoid legal and regulatory risks and control human resource costs.

In short, the company's salary policy is the most powerful link in motivating employees. In addition to solving the basic compensation relationship, it plays a higher role. The knowledge involved is very deep. In addition, the current national labor policy The impact of the introduction requires our HR and all managers to think deeply in order to achieve the multiple goals of motivation, legality, and cost reduction. As a corporate buyer, how to reduce corporate costs

Shop around and choose the supplier that is most beneficial to the company in terms of quality, delivery time, price, financial strength, etc., and be good at communicating with suppliers. Reasonable use of adjusting wage structure to reduce corporate costs?

There is an idiom called "chasing and zapping" in a narrow sense, which means adjusting the salary structure but the total number still drops. No matter how stupid the employee is, he will notice it. You might as well change the incentive system and adjust the salary system in a broad sense.

In this way, to put it simply: the salary of the top level is more than twice that of the middle level, and the salary of the middle level is 1.5 times that of the grassroots level. The salary of the grassroots level is the base. The salary of outstanding employees (skilled workers, or technical employees) at the grassroots level can be equal to that of middle management. Those are equal. Top level 4 Top level elite 3 Top level 2 Middle level elite 2 Middle level 1.5 Excellent employees at the grassroots level 1.5 Grassroots level 1 Individual salary stratification Basic salary 60% Performance salary 30% Attendance salary 10% KPI strategy is purchased with money for on-site inspections and must be professional Tailoring the final salary structure cannot reduce costs. It serves as an incentive, making employees more enthusiastic and efficient based on the existing salary. Can an enterprise reduce employee wages due to operating difficulties?

It is natural that an enterprise can reduce employee wages due to operating difficulties. This kind of thinking is deeply rooted in the minds of private enterprise bosses, but with the continuous improvement of Chinese laws, this kind of behavior has violated national laws. According to the provisions of Article 1, Paragraph 1 of (Fa Interpretation [2006] No. 6): If a dispute over wage payment arises during the existence of the labor relationship, and the employer can prove that it has notified the employee in writing that it refuses to pay wages, the date on which the written notice is delivered The date on which the labor dispute occurs. If the employer cannot prove it, the date when the employee claims his or her rights shall be the date when the labor dispute occurs.

If the company is in difficulty, the solution to reducing employee wages can be to communicate directly with employees or streamline employees, and then recruit when the company needs it.