5. Work plan for salary management in 2023

Salary management work plan 1

Since 20 14, with the correct leadership of the superior and the joint efforts of all colleagues in the department,

5. Work plan for salary management in 2023

Salary management work plan 1

Since 20 14, with the correct leadership of the superior and the joint efforts of all colleagues in the department, the personnel administration department has earnestly implemented the work plan, principles and policies in strict accordance with the overall work deployment and objectives and tasks at the beginning of the year, focused on the center, focused on key points, paid close attention to implementation, paid attention to practical results, and earnestly performed its post responsibilities, and achieved certain results. The work of the personnel administration department this year is summarized as follows:

I. Review of Work in 20 14 Years

The daily work of the personnel administration department mainly includes labor management, employee file management, social insurance and accident protection purchase. Although the daily workload is very heavy and the content is very miscellaneous and trivial, our department regards minor matters as major events and chores as undertakings, which makes the work of the department flourish, realizes the standardization of the internal management quality of the department, actively serves major departments and makes positive contributions to the development of the department.

(A) the establishment of talent information platform

First, improve the database of basic personnel information of on-the-job employees, including verifying and investigating relevant personnel information, and signing opinions to handle the procedures of employees' entry, regularization and post adjustment. Second, edit and collect the job description of each position. According to the job descriptions collected from various departments in 20 14, the standards of job setting and staffing were compiled, and the job descriptions of various departments were compiled and distributed to employees to familiarize them with the requirements of each position; Thirdly, it is a long-term process to establish a talent pool in the construction of talent gradient, including the career development plan and training plan of talents in important positions, to provide talent protection for their development, and to update and maintain the talent pool in the human market in time on this basis.

(B) the establishment of internal communication mechanisms

In order to do a good job in personnel management, strengthen the intensity of employee interviews. Employee interviews are mainly conducted when employees are promoted, transferred, resigned, studied, paid and evaluated, or when there are other fluctuations in business or personal interests. All departments should strengthen communication, find problems in time, and deal with them in time according to the problems and opinions reflected by employees.

(3) Actively carry out training and education.

Staff training and education is one of the basic tasks of personnel management. A good personnel management should identify talents, teach students in accordance with their aptitude, train talents in a targeted way, and provide enough skilled, enthusiastic, basic and trustworthy talents for sustainable development. Therefore, our department, in conjunction with other departments, formulates training and education plans for employees at all levels, and earnestly organizes their implementation.

(4) Optimize the personnel structure, improve economic benefits and protect the interests of employees. Understand the personnel structure and personnel requirements of various departments, improve the employment mechanism of managers, establish and improve the employment mechanism of skilled personnel, improve the evaluation system of various personnel, broaden the channels for talent selection, establish a long-term management mechanism, and plan large-scale recruitment activities at the beginning and middle of the year (1), including attending job fairs, advertising in newspapers, and planning special recruitment sessions; (2) The personnel adjustment has been completed, and the personnel are equipped with a certain talent reserve; (3) Before March, 2065438+2005, formulate job descriptions and employment standards for each post and confirm job qualifications; Establish a reasonable, standardized and efficient employment system; (4) Establish a reserve talent pool and an external reserve talent pool in the talent gradient construction.

(5) Improve the salary incentive mechanism and standardize the salary and welfare system.

Based on my own reality, starting with mobilizing the enthusiasm of employees and stabilizing the workforce, I will strive to deepen personnel management and make good use of all effective means within the scope of policies to make employees' income grow in harmony; Highlight the incentive mechanism of employees in each position and establish an incentive mechanism that is conducive to mobilizing the enthusiasm of contributing employees. Strengthen the construction of salary system, sort out the basic information of statisticians, including education, professional title, age, salary grade and other information, fully understand the distribution of employees at all levels, so as to formulate perfect daily salary management methods, salary grade promotion mechanism, employee attendance and vacation system and other supporting systems, strengthen the supervision and inspection of wage distribution, payment and total salary implementation in various departments, promote the standardization and refinement of salary management, and enhance employees' sense of belonging and responsibility.

(six) the establishment of employee post performance appraisal system. In accordance with the requirements, study and improve the specific assessment indicators and standards, formulate detailed rules for the implementation of employee post performance appraisal management, cooperate with the employee post performance salary system, and improve the incentive and restraint mechanism. At present, our main job is to further implement performance management in details, enrich the application of performance appraisal results, make performance management really play an auxiliary role in operation, and provide rich and reliable reference for enterprise strategy.

Second, shortcomings in the work.

1. Part of the salary and welfare work is not detailed enough.

2. Insufficient staff training.

3. The compensation and welfare mechanism is not perfect.

Three. 20 15 year work plan

1. Optimize salary and welfare management and establish salary early warning mechanism.

In order to ensure the further promotion of salary and welfare management, it is necessary to establish a salary early warning mechanism. The establishment of salary early warning mechanism must implement the three basic principles of distribution according to work, rewarding diligence and punishing laziness, giving priority to efficiency and giving consideration to fairness, and comprehensively consider social price level, ability to pay, relative value of employees' positions and employees' contribution in salary distribution management according to the principles of encouragement, efficiency, simplicity and practicality. The salary early warning mechanism can not only make the salary growth of employees adhere to the "two-below principle" stipulated by the state, but also maximize the economic benefits, adjust the early warning and optimize the salary, thus effectively protecting the interests of employees, controlling the increase of labor costs and maintaining the strong competitiveness of enterprises.

2. Strengthen the professional skills training of employees and improve their own quality.

The ability and execution of employees are directly related to the benefits and core competitiveness. Therefore, training has always been an important task of the personnel department. In order to improve the management level of managers, strengthen the service consciousness of employees and build a team that meets the needs of market economy development, we should strengthen the professional skills training of employees, improve their own quality, and make employees better serve and create greater value.

3. Improve the salary management system and promote the enthusiasm of employees.

To further strengthen the salary management and improve the salary management system, we should proceed from the interests of employees, revise and supplement relevant system norms, make employees feel humanized, enhance their sense of belonging, and promote their work enthusiasm through salary and welfare incentives.

4. Continue to make all kinds of salary statements, and timely feedback to the leadership.

Make all kinds of labor remuneration reports on time, with clear details, detailed columns and accurate contents, so as to ensure accurate data and information for leaders and relevant functional departments.

5. Do a good job in social security management to solve the worries of employees.

Continue to do a good job in social security for employees in a timely manner, and do a good job in the declaration of employees' participation in various social insurance payment bases; Do a good job in obtaining a certificate, replacing a card and changing hospitals for employees' free medical care; Report and maintain the increase and decrease of personnel every month to ensure that there is no missing or wrong payment and solve the worries of employees.

The 20 14 mission has ended, and the personnel administration department of our company has basically completed the mission objectives issued by the company. In the year of 20 15, we will strengthen our confidence and determination, blaze new trails and forge ahead on the basis of the results of 10, and strive to do a better job in personnel administration in the new year and make new breakthroughs in all aspects!

Salary management work plan 2

Annual Work Plan of Salary Performance 1 Chapter 1 Purpose Article 1 is to embody the principle of paying equal attention to both pay and harvest and enhance the sense of job accomplishment; Quantify the achievements of employees' work and objectively carry out the survival of the fittest; This method is formulated to clarify the development path, so that employees with outstanding performance can have room for career promotion, retain the talents needed by the company, and finally form a * * * development situation with the company.

Article 2 Determine the roles played by relevant positions in the company during the performance appraisal process, so that the performance appraisal content can be carried out smoothly.

Article 3 Encourage employees to exert their subjective initiative in their work and reduce their dependence on management.

Chapter II Scope of Application

Article 4 These Measures are applicable to the performance appraisal management of all on-the-job personnel (except those in the general manager's office), and the performance appraisal will be implemented from the month after the probation period.

Chapter III Application of Performance Appraisal Results

Article 5 Performance appraisal is divided into three categories according to the appraisal cycle: monthly appraisal, quarterly appraisal and annual appraisal.

111Article 6 The monthly assessment results determine the performance bonus of the assessed, and the performance bonus is used to confirm/correct the work content of the assessed in time.

Seventh quarterly assessment results and annual assessment results provide the basis for the promotion, salary increase, demotion and dismissal of the assessed.

Article 8 The monthly assessment period is from 1 to 3 1, and the monthly assessment score is subject to the "total score of the current month" in the personal performance appraisal form.

Ninth quarterly assessment should be carried out on a quarterly basis, taking the average of the three-month assessment results.

Article 10 The average score of the assessment results of the current year 12 months is taken as the annual assessment, and the calculation formula is: the total score of the current year 12 months/12.

Salary management work plan 3

First, the internal management plan continued to advance.

According to the whole internal management promotion plan, it is expected to carry out system training in August and strive to complete system modification in late September; It is expected that the organizational structure will be promoted in 10; In the process of promoting the organizational structure, we will start the discussion on the operational process, and strive to complete the organizational structure and operational process promotion before 1 1 month; After that, we will standardize the job requirements of each post and strive to complete the internal management promotion plan before New Year's Day. During this period, at an appropriate time, a special meeting on performance appraisal will be held to further implement the indicators of performance appraisal, so as to make the indicators quantifiable, scientific and practical; At the same time, it is planned to gradually precipitate Lin Jun's own corporate culture through the process of system modification, organizational structure adjustment, operation mode planning and job responsibility requirements.

Second, develop training.

The significance of training lies in reducing accidents, improving the quality of work and improving the overall quality of employees.

Reduce losses, improve innovation ability and improve management content (actively obey the management of participating enterprises). In view of the company's internal management and human resources analysis, the company urgently needs to carry out training. It is expected that starting from August, multiple, multi-type and multi-level trainings will be held. The preliminary plan is that the general manager's office and members of the Economic Management Committee will organize personnel to participate in the project preparation for their respective majors, if business development allows.

Third, the acquisition and opening of new stores.

According to the company's 13th Five-Year Plan, more locations will be set up in Guangzhou in the form of capital operation, which means that the company will have more and more acquisition plans. In view of the acquisition of new stores, the personnel administration center mainly does a good job in evaluating the employment risk, license contract risk and material risk. After the acquisition is completed, it will cooperate with the decoration and opening ceremony.

Fourth, the long-term planning of human resources strategy.

According to Lin Jun's internal and external environment changes and future development strategy, we will improve the employment input-output ratio in an all-round way, and reach a strategic cooperation with the school in a planned way, that is, cooperate with vocational schools, and comprehensively cultivate comprehensive talents suitable for Lin Jun's future development through courses interspersed last semester. To supplement the vacant position that Lin Jun may have in the medium and long term. In addition, by strengthening internal training, training and planning, comprehensive evaluation and personal career planning, the right person will finally be left in the right position.

Fifth, organize employee activities to enrich their spare time life.

According to the actual situation of the company's business development and internal management plan, it is planned to have a basketball match with Fengle headquarters in early August, outdoor development training in late September, and a speech contest in 1 1 month. In addition, starting from August, it is planned to show two films regularly every month to increase employee communication, enrich employees' lives and improve their sense of belonging and helping others.

Salary management work plan 4

There is a company called GB company, which has passed the initial stage of entrepreneurship. In order to further support and promote business development, the company established the Human Resources Department and hired professional human resources director Zhang Xiaoming to improve the overall human resources management level of the company.

Zhang Xiaoming first faced the problem of internal salary management confusion. After preliminary communication with the general manager of the company, he made great efforts to design a performance-based salary management system. Unexpectedly, in the specific implementation, the boss suddenly asked the following three questions:

First, why should we set standards for job grades and salary structures? Wouldn't it be better and simpler to just do more and take more?

Second, why does the employing department only have the right to suggest and not the right to sign and approve the salary adjustment? Why must the authority of salary management be controlled by the human resources department?

Third, the finance department and the order management department can't complete the examination of the corresponding documents on time, which affects the speed of the company's sales business. Why can't these departments be assessed in a way similar to the sales commission system? Everyone has done a lot and got a lot, so naturally they have the motivation to solve the endless problem of document review. )

These three questions made Zhang Xiaoming suddenly speechless, but he was furious: What I am doing now is the standardization of salary management, and the salary is not standardized. How should I evaluate it? ! Later, because there was no way to persuade the company boss to solve the problem of salary management first, Zhang Xiaoming was unable to complete the task of promoting the company's performance appraisal, and finally had to leave his job.

From this case, it can be seen that managers within the organization will naturally have different views and understandings of various jobs because of their different professional backgrounds and experiences. However, if the performance and salary management related to the distribution of employees' vital interests cannot be realized and effectively coordinated, it will directly harm the interests of employees or companies and the consequences will be very serious. So how should managers quickly understand what performance and compensation are all about? The author believes that this needs to be guided from the following three aspects.

Three dimensions of value distribution in salary management: position, ability and performance.

The essence of an enterprise lies in constantly creating value for customers and making profits. There are three links in enterprise value management: value creation, value evaluation and value distribution, among which performance management bears the heavy responsibility of value evaluation and salary management bears the heavy responsibility of value distribution. If there is only value creation without value evaluation and value distribution, then no one in the enterprise will stop and no employees will continue to create value.

At the same time, salary distribution is the core measure to motivate employees to create value. Whether the incentive measures are effective or not depends on three elements: importance, visibility and sense of fairness. In today's society, to a great extent, the amount of money is a symbol of value, and the value of the whole society can be measured by money, so money is absolutely important and the amount is clearly visible. And the sense of fairness is precisely the goal pursued by salary management.

The value distribution represented by salary has three dimensions: post value distribution, ability value distribution and performance value distribution. The value of the work content of different posts is different, and the ability of each member engaged in the same post is also different. Even if you are engaged in the same job in the same position, the work results are different, so the corresponding salary payment in these three aspects should be different.

From this point of view, it is necessary to set the post grade and salary structure standard within the organization, because salary management needs to realize the post salary corresponding to different positions in value distribution; Enterprises need the human resources department to control the salary management authority, because within the organization, only the human resources department can better play the role of balancing the post salary, ability salary and performance salary corresponding to each department, position and employee.

Performance management is only a tool of performance value distribution, and it cannot replace all management work.

Because the distribution of performance value in salary management (that is, performance pay) only depends on the performance management scheme of the enterprise, such as monthly assessment, there will be monthly performance pay; Quarterly assessment is quarterly performance pay; The assessment scheme can make monthly commission according to sales volume, and can also assess the actual results of indicators according to the target value of KPI.

Therefore, performance management is only a tool of performance value distribution in enterprise internal value management. However, a large number of management practices show that many managers equate assessment with the whole of management, and generalize the whole. This understanding is extremely dangerous. For example, the boss of GB company thinks that the finance department and the order management department can't complete the examination of the corresponding documents on time, which affects the speed of the company's sales business. They should evaluate the number of documents they have completed, and the more they have completed, the more they should be paid. This is obviously the cognition of replacing management with assessment. Assessment cannot replace management. There are many methods of management: planning management, organization management, process management, strategic management and cultural management. Management has many functions, such as marketing management, financial management, human resource management and so on.

In fact, there are too many ways to solve the problem that financial personnel can't finish reviewing documents, such as: electronically reviewing documents to improve work efficiency; Evaluate the workload of document review by increasing the balance of preparation, overtime and planning; The person in charge of the finance department puts forward simple reward and punishment management methods to restrain and motivate subordinates to complete the document review on time. However, if the performance appraisal of financial personnel is carried out in the form of sales commission, the management cost will be magnified several times-only the post responsibilities of financial personnel need a separate post or employee to count, calculate and distribute commission.

Correctly understand the position of performance and salary management in enterprise management

From the perspective of company management, the interaction of strategic management, budget management, annual business plan management, performance and salary management constitutes the company's management system. Strategic management is mainly used to define the mission, vision and strategic map of enterprise development (including the company's long-term and phased development strategies in business development, organizational development, talent development, capital operation and other fields), which is a kind of direction management. Budget management includes business target budget and financial expense budget, which are used to define the target data of various business outputs and financial inputs needed to realize the company's strategy. It is a management by objectives and an input-output forecast in operation. The management of annual business plan refers to the specific work strategies adopted by the company and various departments to achieve the target budget of various business outputs and financial inputs, as well as the specific work plans formed.

Therefore, strategic management determines the company's budget management, budget management determines the annual business plan management, and performance and salary management ranks last in the running order of the company's management system; Strategic management, budget management and annual business plan management will all affect the company's performance and salary management. Once there is a problem in performance pay management, we should not only find the reasons from the internal composition of the performance pay system, but also look at the upstream links, such as strategy, budget, business plan and other management systems.

To sum up, as long as managers fully understand the three dimensions of salary management, the role of performance management in the distribution of performance value of post members, and the position of performance and salary management in the internal management of organizations, then managers at all levels can position human resources work well, and then choose appropriate and consistent behaviors to promote the continuous improvement and circulation of the entire value chain of enterprises.

Salary management work plan 5

I. Personnel recruitment

1, train of thought analysis

(1)20xx is the fourth year of the company's establishment, and it will also be a year of rapid development, with the rapid increase of human resources development and gradual arrival.

(2) Take advantage of the company's recruitment and salary policies and the opportunity of the peak turnover after the Spring Festival to supplement outstanding talents at the grassroots and middle levels, especially in the industry, as a substitute, supplement and training reserve for human resources.

(3) Implement internal training and promotion, and promote and appoint internal employees who are self-motivated and constantly learn and improve.

2. Overview of objectives

At present, the company belongs to the development period, and the overall goal of 20xx is to meet the post demand first, and then consider the talent reserve to realize echelon construction.

3. Specific implementation plan

(1) Acquaintances, including those recommended by employees, work in the company with high technical proficiency, strive to achieve personal salary targets, and recommend outstanding talents suitable for the common development of the company, and the company will give them a one-time reward.

(3) Poster recruitment: mainly for grass-roots personnel recruitment.

4. Matters needing attention in target implementation

(1) Recruitment channel expansion: competitors dig people.

(2) Investigate the salary and benefits of competitors.

(3) Make all preparations.

Communicate with the employing department to understand the demand in time and accurately: conduct recruitment publicity: make recruitment posters.

Second, the performance appraisal

1, train of thought analysis

There are two key issues in performance appraisal: first, the scientific nature of appraisal indicators; Second, the key to the formation of a management habit and behavior habit lies in persistence and institutional guarantee.

2. Overview of objectives

The fundamental purpose of performance appraisal is not to punish employees who fail to fulfill their work targets and duties, but to effectively motivate employees, continuously improve their working methods and quality, establish a fair competition mechanism, continuously improve the efficiency of organizational work, cultivate employees' planning and sense of responsibility, find out the shortcomings in their work in time and make adjustments and improvements, thus promoting the achievement of work results.

3. Specific implementation plan

(1) Continue to improve the supporting systems and documents for performance appraisal.

(2) Supplement and revise the assessment indicators of existing posts and new posts.

(3) Focus on the assessment results, and track the feedback and improvement of assessment forms, assessment items and assessment results to ensure the benign operation of performance appraisal.

(4) The implementation process is a continuous work throughout the year, and the standard for the Administration and Personnel Department to achieve this goal is to establish a reasonable, fair and effective performance evaluation system.

4. Matters needing attention in target implementation

(1) Performance appraisal involves the vital interests of all departments, posts and employees. Therefore, on the basis of ensuring performance appraisal and salary system, we should guide employees to treat performance appraisal with a positive attitude, and improve their work and revise their goals through performance appraisal.

(2) Performance appraisal is a communication work and a process of continuous improvement. Pay attention to vertical and horizontal communication in the operation process to ensure the smooth implementation of performance appraisal.

(3) The performance evaluation system is not a separate work of the administrative personnel department. In the process of operation, the department head should take the lead, listen to the opinions and suggestions of all the staff, and adjust and improve the working methods in time.