What are the advantages and disadvantages of salary incentives?

There are two main reasons for the brain drain of enterprises: first, talents have made efforts and contributed to enterprises, but enterprises have not given fair returns; Second, enterprises failed to provide them with a platform to display their talents, which limited their career development. Salary incentive and career development are only two main means to solve this problem. However, due to the need to solve the problems of organizational position design, promotion space management and personal characteristics matching, it is usually difficult to implement it on a large scale among employees. Relatively speaking, it is more direct, faster and more flexible to motivate talents with salary. However, salary incentives are not just a matter of money? Talk? Whether it is in the form of year-end bonus, post allowance, contribution allowance, annual salary, equity, etc. Salary incentive can only be realized if it is reasonable, well motivated, well controlled and properly used? Inspiring? The role of.

What is the salary incentive? A double-edged sword? Company B has more than 654.38 million employees. In 2000, the company implemented? Technical talents with outstanding contributions? Incentive policy, select professional and technical personnel with outstanding work performance and remarkable benefits, and reward the selected personnel according to three grades: 2000 yuan per month, 1000 yuan and 500 yuan. Technical allowance? . After layers of selection, the company finally selected more than 200 employees, which can be described as deserved-they are all technical authorities or top leaders and backbones, and the shortest length of service is also 7 years.

Since then, with the improvement of the overall salary level of enterprises, the reward standards for technical talents at all levels have also increased. In 2009, the reward level was expanded from the original level 3 to level 5, and the general contracting mode of subsidy expenses was implemented. The selection level and number of people shall be determined by each subordinate unit of the company. The total reward cost is maintained at about 6.5438+0.8 million yuan, but the number of selected technical subsidies has soared from more than 200 at the beginning to 2,000, and the composition has gradually extended from technical authority and professional backbone to managers, R&D engineers and project managers. , even including newcomers.

June 20 14, Company B is going to continue to improve the reward standard and scope of employees. Therefore, the Ministry of Human Resources conducted a survey on the implementation of this policy, but the survey results were quite different from expectations: the satisfaction with the subsidy policy was less than 30%, and more than 75% of the respondents thought that the policy could no longer play an incentive role; The selection is chaotic, and the selection criteria are gradually far away from the ability and contribution of employees and close to interpersonal relationships; Employees' sense of cooperation is weakened, technology blockade and business monopoly are strong; Grassroots units compete for comments? Money? Where are the judges? Right? The sound is getting louder and louder. At this point, this incentive policy has evolved into a money-sharing game, and the subsidy of180,000 yuan has not effectively motivated employees, but has become a burden. Visible, salary incentive is a kind of? A double-edged sword? If used properly, you can defeat the enemy, otherwise you will be self-harming. Does it really take some time for enterprises to dance this sword well? Real kung fu? .

Reasonable salary incentive is the most effective, because it directly touches the economic interests of employees, but because of this, if used improperly, it can easily become a negative incentive. To make rational use of this economic lever and effectively motivate employees, we must first grasp the following three prerequisites.

Motivation is the ultimate goal. The talent expert is here? Three States of talent? It is pointed out in theory that the performance level of talents depends on talents? Transformation state? Is it a gift? Holding status? With what? Playback rate? 、? Conversion rate? The product of. Salary incentive is to promote talents to the maximum through talent incentive? Holding status? Where to? Transformation state? The fundamental purpose of transformation is to encourage rather than distribute benefits. Competing with the grass-roots units of Company B for evaluation? Money? Where are the judges? Right? The phenomenon is that it is wrong to use incentive policy as a means of bonus distribution.

Full cycle transparency. The vitality of salary incentive lies in the fact that the organization can accurately and fairly evaluate the performance of employees, thus generating incentive effect. However, many companies use? Protect employees' enthusiasm? In the name of keeping the salary incentive policy confidential or semi-confidential, or taking non-public assessment in the process of policy operation, employees have no way of knowing what the enterprise wants to encourage, encourage and return. ? Black box? Under the operation, the incentive effect of salary is greatly reduced. In fact, only by making the salary incentive policy transparent in the whole cycle can employees see the expectations of enterprises and adjust their behaviors accordingly, which is conducive to establishing a mutual trust mechanism between employees and enterprises.

Policies should be changed according to needs. Enterprises are in different growth stages, and the salary incentive policies should be different. Taking the salary rigidity as the abscissa and the difference between different employees as the ordinate, the salary can be divided into four categories according to the four quadrants. From the incentive point of view, the second quadrant has the strongest incentive effect, and the fourth quadrant has the weakest effect. If employees' working enthusiasm is not high and their working state is lazy, they should adopt high-difference and high-flexibility salary incentives; On the contrary, for an emerging company with weak brand, it is wise to adopt low-difference, high-stability salary incentives to make employees feel safe.

Many enterprises have many misunderstandings about salary incentives. On the one hand, it is believed that as long as the investment is continuously increased, the work enthusiasm and performance of talents can be improved; On the other hand, in order to enhance the incentive effect, enterprises will continue to expand the incentive groups and widen the incentive gap. In fact, both of these practices are manifestations of excessive incentives. Salary incentive is not a simple wage redistribution, but a re-evaluation of talent ability and performance.

In the process of implementing salary incentive, the following three principles cannot be ignored: the principle of fairness. Fairness is the basis of salary incentive policy. It is based on the horizontal fairness of the position, ability and contribution of talents, and it is also based on the vertical fairness of the continuity of talent growth and development. The good intentions of company B in setting up technical allowance are as follows: first, to give employees a correct orientation, that is, to attach importance to the contribution of technology and technical talents; The second is to give some rewards to those who have made achievements and contributions; The third is to promote the rapid growth of technical talents by means of selection and reward. But with a choice? Take turns sitting in the village? 、? Everyone's in on it? And the reward level of some top talents has been lowered again and again. This kind of incentive policy breaks the principle of fairness and runs counter to the original intention.

Principle of difference. Effective incentives not only rely on high income to improve employees' work enthusiasm, but more importantly, it is necessary to determine the incentive objectives, classify and stratify the talents who need to be motivated, and carry out differentiated incentives. Differentiated incentives can not only make incentives more targeted, but also help to achieve horizontal fairness among talents. The technical subsidy policy of Company B has gradually evolved from the initial selection of technical experts to a mixture of various talents? Show? The selection criteria are different from the actual incentive groups, and the opinions of talents are inconsistent, resulting in negative incentives.

Bill? Gates said: If we take away 20 of the best employees, can I say? Microsoft? It is an insignificant company. ? This sentence fully affirmed the value of talents and revealed the grade difference of talents. In the classification of talents, talents can be divided into management talents, professional and technical talents and operational skills talents according to different majors, and talents can also be divided into core talents, unique talents, general talents and auxiliary talents according to their strategic value to enterprises and the scarcity of talents. Different talents have different characteristics and need to adopt different incentive tendencies and means.

* * * win principle. Many enterprises regard the salary incentive policy as a simple exchange between talents and enterprises with their own efforts and contributions, which is all wet. In fact, the ultimate goal of motivation is to seek the best fit between talents and enterprises, so that enterprises can retain the talents they want to stay, let them see the development goals and make progress together with enterprises. From formulation to promulgation, a salary incentive policy often pours a lot of enthusiasm into managers and even makes many concessions and sacrifices. However, if there are problems in key links such as policy formulation, operation and operation, it will easily lead to policy distortion. Therefore, enterprises must have strong control when formulating and introducing salary incentive policies.

Policy making needs attention? Landing? . Salary incentive policy? Landing? The key lies in the matching degree and level of relevant policies and enterprises. Only? Grounding gas? Can salary incentive policy cultivate talents? Set an example, catch up with the goal and make a difference? . What is the policy? Grounding gas? First, starting from the principle of economy, comprehensively consider the factors such as the affordability, profit accumulation and cost control of enterprises; Second, it is necessary to make horizontal and vertical comparisons from multiple angles and levels inside and outside the enterprise to ensure that the policy is competitive; The third is to accurately evaluate the incentive nature of the policy and do a full article around the incentive function and influence.

Policy operation focuses on taking root. Salary incentive policy should be rooted in enterprises. On the one hand, we should pay attention to propaganda and guidance, unify our understanding from the conceptual and strategic levels, and ensure that there is no deviation in the top-down policy operation of enterprises; On the other hand, it is necessary to fully show the incentive tendency in the process of policy implementation, and constantly externalize the incentive function, so that the morale of the target group can be improved from the outside to the inside, and it will be manifested in specific actions. If the policy only stays at the operator level and cannot drive the target group, its incentive function will be difficult to achieve.

Don't forget to correct the policy operation in time. Because salary incentive involves the distribution of benefits, it is easy to cause some people to undermine policy norms for personal gain, which will bring new problems that affect the growth of enterprises and talents. This requires managers to keep a clear consciousness, discover and correct problems that affect the incentive effect, increase operating costs, damage the enthusiasm of talents and hinder the development of enterprises in time.

Even the best salary incentive policy has been used for a long time, will it come into being? Tired? , the role and effect will gradually weaken. Therefore, although the salary incentive is good, it should also be used appropriately. In recent years, some excellent enterprises have gradually bid farewell to the traditional salary incentive management model and moved towards a modern new salary incentive management with talent capital as the core, in pursuit of using fewer and better talents.

Use less critical people to get the key. In fact, whether it is career development or salary incentives, in the final analysis, enterprises are the key talents? Choose, use, educate and stay? Therefore, if we can use knowledge management and other technologies to solidify the knowledge stored in the minds of key talents through software products or hardware devices, it will be much easier to copy and inherit technology and knowledge, and the problem of continuous supply of key talents will be solved. In this way, the dependence of enterprises on key talents will be weakened, and a few key talents will gradually develop into a whole with appropriate salary incentive policies, good culture and values? Talent forest? In this way, enterprises can gain a firm foothold in the storm.

The essence of use-talent use becomes talent management. Among many capitals, human capital is the most dynamic and potential capital. But in enterprise management, only talents are usually used? Resources? Not a gift? Capital? . If enterprises do not attach importance to the development and training of talents, turn a blind eye to the phenomenon of talent waste, let the bad atmosphere go unchecked, and only emphasize the use and encouragement of talents unilaterally, it is extremely unrealistic. The transformation from talent resources to talent capital focuses on the management of talents. By renewing the concept of talent training and using the enterprise talent institute, we will gradually export enterprise talents as internal products while building physical products, forming an enterprise talent factory, transforming the use of talents into talent management, and realizing the preservation and appreciation of talent capital. This is a longer-term positive incentive.

In short, only by correctly grasping the purpose, object and method of salary incentive, constantly improving the level of policy-making and decision-making of managers, taking the incentive effect as the core, doing a good job in the whole process control, and trying to eliminate the adverse effects, can enterprises take salary incentive as the foundation? A double-edged sword? Become a sharp weapon to improve enterprise performance.