How to determine several grades and grades of broadband wages

According to the summary of project experience and salary design, Taihe Consultant believes that it is necessary to make necessary adjustments when designing broadband salary for domestic enterprises. For example, the bandwidth is shrinking. In the broadband salary abroad, the bandwidth often reaches more than 100%, or even 200%-300%. For domestic enterprises, the bandwidth gradually increases with the improvement of the grade, generally reaching 60%-70%, while the grade difference is small, the highest is only about 50%.

There are three options to determine the general broadband salary gear.

One is to establish a unified salary and grading model for all series.

Usually, length of service, teacher's age, professional title, educational background and previous year's performance are selected as the consideration factors for salary and file setting. Each factor sets the weight and score according to the situation of each enterprise, calculates the score of each employee, and determines the gear. The advantage of this method is that it can reflect personal experience, education and work performance, is fair to everyone, and is easy to convince employees at all levels of the enterprise. The disadvantage is that the weight is that there is a big gap between the salary level after the file is fixed and the current salary level of the on-the-job personnel, and the scheme adjustment is more troublesome.

Second, all sequences adopt the principle of "according to the latest file, the high is not low".

This method is easily accepted by employees in enterprises, especially the grass-roots employees in state-owned enterprises. When they heard about the wage reform, they were either afraid of being cut or expected too much. It brings great resistance to the implementation of the project. At the same time, it is easy to control the cost increase of the whole design scheme and realize the salary increase proposed by the top management of the enterprise. The disadvantage is that the concept of "paying for the position" is reflected through job evaluation, but it does not fully reflect "paying for the individual and paying for the ability", which weakens the incentive effect of salary on core talents.

Thirdly, combining the first two options, different compensation and grading models are designed according to different sequences, reflecting the differences of different sequences.