Application questions for business management consultants (more if you answer well)

These question types include single-choice questions, multiple-choice questions, noun explanation questions, calculation questions, short-answer questions, essay questions, and case analysis questions.

In order to help candidates accurately understand the requirements of question types and meanings during review and exams, and to prevent questions from being answered incorrectly, missing answers, or requiring detailed analysis and discussion, all answers are simple. Rough: Answers that should be concise and to the point are long-winded, or even the questions are not answered, thus affecting your performance. For this reason, it is necessary to make some explanations on the requirements of various question types to help candidates pay attention during review and require candidates to work hard on understanding in order to improve the quality of learning and achieve good results.

1. Single-choice questions

This type of question is based on the meaning of the question

For example: consultants provide management consultation to a client company, and the requirements must be strict Carry out in accordance with working procedures that reflect the objective laws of consulting work. This reflects the ( ) characteristics of management consulting.

A. Scientific B. Creative C. Artistic D. Systematic

This question emphasizes following the procedures of consulting work. This procedure reflects the requirements of objective laws, which is exactly what it means. It is the scientific characteristic of consulting work. Therefore, the answer should be A

Another example is that there are higher requirements for the quality and ability of consulting personnel. When they carry out consulting work in client companies, they should have the most Core capabilities refer to ( ).

A. Decision-making power B. Appealing power C. Influence D. Organizational power

Although this question requires an answer to what abilities consultants should have, especially core abilities, it must To make the right choice, you must contact the consultant's role characteristics to make the correct answer. Consultants are invited by the client company to carry out consulting work. Their role is that of consultants. They are not senior managers of the client company. Therefore, they should not be required to have decision-making power, convening power, and organizational power; of course they must Providing selected decision-making suggestions for client companies, but this is a decision-making ability or planning ability. Consultants can only make decision-making suggestions and cannot directly make decisions on behalf of senior leaders of client companies. Consultants can have their own preferred plan among the various plans proposed. If they think a certain plan is better, they can recommend their choice and the senior leaders of the client company should adopt it. This depends on the persuasive and influencing abilities of the consultant. . Therefore, the correct answer to this question should be "C", which is influence. If candidates can deeply understand and correctly grasp the role characteristics and the quality and ability requirements of consultants, they will be able to make the right choice.

2. Multiple-choice questions

This type of question requires you to choose two or two to five answers from five answers. That is, some questions have only two answers; some questions have three answers; some questions have four answers; and some questions have all five answers correct. The requirements for this type of questions are more stringent and must be accurate. There are only two correct answers, and if three answers are chosen, no points will be given; if there are three correct answers, and only two are chosen, no points will be given; if the five answers listed are all correct, the examinee only chooses four answers , and cannot score. Therefore, multiple-choice questions are more difficult to answer accurately. The key here is also to work hard on understanding, supplemented by the necessary memory.

Multiple-choice questions are indeed difficult, but they are not impossible. There are methods and rules to follow for answering these types of questions well. Multiple-choice questions follow this pattern: For example, what principles should be followed to do a certain management consulting job? What requirements must be met; what are the characteristics of a certain management consulting work? Which strategy should be consulted, and what strategic suggestions can be put forward for selection? What factors should be considered to do a certain management consulting work well? What should be followed when consulting on a certain management What steps should be used, what consulting methods should be used? And so on.

Let’s take an example: A consulting company provides strategic consulting to a newly established subsidiary of a client company. The company decided to expand into the air-conditioning industry, but has not yet proposed a clear strategic plan. After research, the consultants formulated the basic competitive strategy options available ().

A. Cost leadership strategy B. Diversified business strategy C. International business strategy

D. Focus strategy E. Differentiation strategy

For this To understand the meaning of the question, two points must be grasped: First, the consulting object is a subsidiary of the client company, which is a second-level operating unit; and diversified business strategies and international operations are generally led by the top leadership of the client company, that is, the head office. The overall strategic decision-making made by the top management is not the strategic decision-making subject of the secondary business units of the client company. The second is strategic consulting for secondary business units. There are two types of strategic consulting: one is basic competitive strategy, and the other is investment strategy consulting. Now the question clearly tells us that what the subsidiary requires is basic competitive strategy consulting. The basic competitive strategy plan drawn up by the consultants can only be the three ADE plans, which are proposed to choose from the three plans of cost leadership strategy, differentiation strategy and focus strategy. Therefore, candidates should decisively choose the three answers A, D, and E.

Another example: The main role of equipment management consulting is ().

A. Help customer companies tap their potential and increase efficiency B. Make correct investment decisions

C. Improve the equipment management level of customer companies D. Carry out equipment maintenance economically

E. Carry out equipment modifications reasonably

According to the meaning of the question, the emphasis is on the role of consultants in providing equipment management consultation to customer companies. According to this requirement, the five alternative answers are measured. Only two items A and C are correct answers, which clearly indicate that the consulting subject "helps the client enterprise tap its potential and increase efficiency" and "improve the client enterprise's equipment management level." The other three answers, namely B, D, and E, are not clearly stated as the results of the consulting behavior of the consulting subject, but the independent decision-making behavior and production and operation behavior of the client company. Therefore, B, D, and E cannot be chosen as answers, and only two correct answers, A and C, can be chosen.

3. Noun explanation questions

This type of question mainly explains some concepts, and concepts are the understanding of the essence of things. Clarifying some concepts is not only useful when answering noun explanation questions, but also when answering essay questions. A noun concept, it is generally a high-level summary in concise language. Candidates must be able to explain noun concepts clearly. The key is to grasp the key words or key points that reflect the essence of the concept. For example, the concept of enterprise management consulting has a relatively long definition in the textbook, that is: "refers to a highly intelligent service business (activity) performed by people with rich management knowledge and experience; it helps client companies find Identify key problems in production and operation management, analyze their causes, propose effective reform plans and guide their implementation, so as to improve the company's operating mechanism and improve its environmental adaptability, especially its market competitiveness. " This concept can be understood in two paragraphs. The first paragraph mainly summarizes the nature of management consulting. The key words that should be grasped are "rich management knowledge and experience" and "highly intelligent service industry"; the second paragraph It summarizes the main contents of enterprise management consulting activities: identifying key issues; proposing reform plans; improving the operating mechanism of client enterprises and improving environmental adaptability and competitiveness. As long as candidates grasp the key points of this concept and the key points of each paragraph, it will be easier to explain the concept of business management consulting.

The explanation of noun concepts is generally expressed concisely and concisely in the form of definitions. It does not require a little effort like short answer questions. For some nouns, different textbooks express them in different ways, but they are similar. As long as the examinee is good at grasping the essence of the concept and explaining it, it will be considered correct and he can score points.

IV. Calculation Questions

"Enterprise Management Consulting" involves consultants using quantitative analysis methods to analyze and evaluate various production and operation activities and their benefits of the enterprise; especially Conduct quantitative analysis and evaluation of the business strategy plans that have been formulated and implemented by the client company; it also includes quantitative analysis and economic demonstration of the suggestions proposed by the consultants to the client company.

Chapters involving calculation questions include: Chapter 3 Investment Portfolio Analysis Method, Product Life Cycle Analysis Method, Profitability Evaluation Method; Chapter 5 Process Plan Evaluation Method, Environmental Management Index Analysis Method; Chapter 6 Chapter 8 Quantitative analysis methods in production management, such as expected value method, production activity related diagram layout method, total plan chart analysis method, etc.; Chapter 8 labor productivity comparative analysis method, quantitative analysis method related to wages; Chapter 9 related supply of materials , procurement, material consumption and utilization, inventory and other quantitative analysis and evaluation methods; Chapter 10: The billing method and present value method for equipment purchase, and the tree-shaped decision-making method for equipment modification; Chapter 11: Enterprise marketing capabilities and their marketing capability system Indicator analysis method; terminal value analysis method and risk analysis method of investment strategy and financing strategy plan in Chapter 12; asset and liability structure analysis method, fixed asset ratio analysis method, and working capital structure analysis method in fund management consulting; cost management Comparative analysis method in consulting; table comparison method, diagram comparison method, etc. in corporate economic efficiency consulting.

In short, anything involving quantitative analysis will involve related calculation problems. Candidates should note that these calculations, analyses, and evaluations are all carried out from a consulting perspective, and calculations and analysis are used to provide improvement suggestions for client companies. Therefore, after making the calculation results, candidates should put forward their own opinions and suggestions, such as "According to the calculation results, xx plan has the best benefits, and it is recommended to adopt this plan." "Based on the calculation results, it is recommended to optimize the structure of the product with x product as the leading product."

5. Short-answer questions

According to the requirements of this type of question and the meaning of the question, firstly, the key points must be answered, and secondly, a brief explanation of each keypoint must be given. For example, when answering "What are the characteristics of enterprise labor and personnel management consulting?" the textbook points out that it has three characteristics. When answering, first list each characteristic, and then give a brief explanation of each characteristic.

First, the characteristics of all employees. The work objects involved in labor and personnel management consulting range from the leadership of the client company to the general employees of the client company, involving all types of personnel at all levels of the company, which requires Their cooperation, participation and support make it comprehensive.

Second, fundamental characteristics. Labor and personnel management consulting directly targets human resources, which is a decisive factor related to the survival and development of an enterprise. It is related to the improvement of the quality of all employees and the improvement of the entire workforce. It involves mobilizing and giving full play to the enthusiasm, initiative and creativity of all employees, and activating the life of the enterprise. It is the most important source of the body and the greatest driving force for the survival and development of enterprises, so it is fundamental.

Third, policy and legal characteristics. Labor and personnel management consulting must not only consider the development needs of the client's enterprise, but also relate to the vital interests of the company's employees such as job changes, job adjustments, and salary increases and decreases. Therefore, we must pay attention to strictly acting in accordance with the law and abide by various national laws, regulations, regulations, and policies. . Therefore, this work has a strong policy and legal nature, and consultants must establish correct policy concepts and legal concepts.

If you simply list the characteristics of "all-inclusive, fundamental, policy-based and legal" when answering, although it is not wrong, it is too simple and cannot get full marks. In short, short answer questions require a brief answer, but not a brief answer.

6. Essay Questions

This is a difficult and demanding question type. It mainly assesses the candidates' mastery of basic theories, their ability to analyze and solve problems, and their ability to integrate theory with practice. Therefore, when answering this type of question, candidates should generally grasp these three levels and answer according to the requirements of the question: (1) What is it? (2) Why? That is, analyze the nature of the question and the reasons for its occurrence; ( 3) What to do? That is, how to solve the problem. For example, overall business strategy consulting for client companies, business unit strategy consulting, functional strategy consulting, etc. can all be discussed along this line of thinking.

For example, there is such an essay question: "On enterprise equipment strategy consulting." We can discuss this essay question at the following three levels:

(1) What is equipment strategy and enterprise equipment strategy consulting?

First, let’s make the two concepts clear. Enterprise equipment strategy refers to the long-term planning and strategy for the purchase, development, utilization, and operation of equipment required for enterprise production and operation activities based on the requirements of the enterprise's overall strategy and business unit strategy.

Enterprise equipment strategy consulting is an activity in which a consulting company and its consultants, at the request of the client, evaluate the equipment strategy plan formulated and implemented, make suggestions for improvement or modification, or provide a new and complete equipment strategy plan. .

(2) Why should we conduct enterprise equipment strategy consulting?

Mainly discuss the following points: (1) The important role of equipment and equipment strategy in enterprise production and operation activities; ( 2) Many customer companies have made mistakes in equipment decision-making and have the need and desire to receive consultation; (3) Quite a few companies do not seriously formulate equipment strategies. In order to make correct equipment strategic decisions, consultation is needed.

(3) How to carry out equipment strategy consulting?

1. Consultants conduct in-depth research activities to understand what equipment strategy consulting issues exist in the customer company? For example, the customer company has formulated equipment strategies strategy, what needs to be consulted is the feasibility of the formulated equipment strategy; what problems exist in the implementation, and how to propose improvement suggestions for the existing problems; if the customer company has not formulated an equipment strategy, it should be formulated based on the actual situation of the customer company A variety of feasible solutions are available for senior leaders of client companies to choose from.

2. Carefully determine the content of equipment strategic consultation. Generally, the following content should be grasped: First, consultation on equipment strategic goals, research on what goals the equipment strategy formulated by the enterprise should achieve, and two types of goals should be formulated for customers: (1) Technically advanced, economically reasonable, and production feasible goals ; (2) Equipment structure upgrade and rationalization goals. The second is to carry out consultation on equipment strategic plan design. In view of the equipment problems that the customer enterprise needs to solve, a variety of alternative strategic plans can be formulated from a variety of different perspectives. The textbook provides five equipment strategy types, each type has multiple equipment strategy plans. Such as equipment investment strategy type, equipment purchase strategy type, equipment development strategy type, equipment transformation strategy type, and equipment management strategy type. Candidates can only propose a few options from a certain equipment strategy type in their discussion, and just state the conditions for choosing a certain option. There is no need to list all five equipment strategy types and more than a dozen specific options. Evaluate and select.

When answering essay questions, candidates are required to be able to contact the actual situation of a certain enterprise to discuss, clarify their own views and opinions, as well as countermeasures and suggestions.

In answering essay questions, there are two bad tendencies to avoid: First, discussing without explaining. Many candidates do not understand the need to discuss essay questions, and are not good at discussing them. They just dryly put forward a few points or answer a few key points, but do not develop them and do not elaborate on these points or points; the second is to state without mentioning and be wordy. Wordy, there are not many answers, but there is a lack of induction, the views are not clear, or the key points are not clear. The "argument" of the "essay question" is to discuss the viewpoints and opinions; the "statement" is to elaborate on the opinions and key points proposed by oneself. How others view it is how I think it should be viewed. You should list your opinions and countermeasures as one, two, and three, and write them clearly. The general requirement is that the viewpoints and solutions to the issues raised in the textbook should be clearly stated. Candidates can put forward and discuss their own unique insights. As long as what is said makes sense, good results must be given. Essay questions are generally limited to about 1,000 words. The key is to have a clear point of view and a reasonable statement.

7. Case Analysis Questions

The so-called case refers to a realistic description of the situation of something. Management cases refer to a realistic depiction of the management situation of a certain enterprise, recording the success or failure of the enterprise's production and operation activities, and describing the behavioral process, emotional changes and results of the owner's management. Taking management case analysis as a question type in the exam mainly provides a typical case for candidates to analyze and examines the candidate's ability to connect theory with practice, that is, to apply a certain theory learned in response to the questions raised in the case. Analyze and put forward your own opinions and solutions to explain the problem to judge the candidate's ability to analyze and solve problems.

There are generally three types of case analysis questions:

One is a simple case.

That is, the case has described the scenario, problems, reasons, countermeasures, decisions and the whole process. The task left to the candidates is to make a more objective evaluation through the analysis of the whole process and find out the Find out the regular things in the case, summarize the reasons, and explain some theoretical viewpoints.

The second is countermeasure cases.

That is to say, the case not only describes the situation, but also clearly states the existing problems or contradictions. The victim has not found a better way to solve these problems or contradictions. Therefore, candidates are invited to participate in the discussion and analysis. What should I do? What are your countermeasures? The purpose of this type of case analysis is mainly to examine the candidates' ability to analyze and solve problems.

The third is complex cases.

That is, the case describes the process and scenario of the event, and a large amount of information and issues that need to be studied are implicit in the description of the process. Candidates are required to identify problems based on the scenarios and information provided, conduct in-depth analysis, explain the nature and causes of the problems, and propose countermeasures to solve these problems. The reason why this type of 1 case is complicated is that firstly, candidates are required to be good at discovering problems and accurately summarizing the problems. If they cannot grasp the problems accurately and are not good at identifying major strategic decision-making issues, they will not be able to propose weighty strategic countermeasures and suggestions. ; The second requirement is to analyze thoroughly and clearly explain the nature, severity and importance of solving the problem. This is actually to test the candidate's ability to analyze practical problems using the theories they have learned; the third requirement is to have a good understanding of the problems raised. Countermeasure plans test whether candidates have strong decision-making ability to solve practical problems, whether they are targeted, whether they have unique ideas and inspiring countermeasures and suggestions. This type of case analysis questions is more difficult, but it is a good exercise for candidates.

For undergraduate candidates, the test mainly focuses on two types of case analysis questions: simple type and strategy type. Below we give two cases, namely the simple case and the countermeasure case, for analysis, for reference.

Case 1: Is "Ganz's" decision to enter the air-conditioning industry advisable?

my country's leading company in the production of "heat" products such as microwave ovens - Galanz Group Company, in 2000 A press conference was held in Beijing on September 21 to officially announce: It will invest a huge amount of 2 billion yuan into the air-conditioning and refrigeration industry. Its air-conditioning products will be put on the market in batches before and after the National Day, and will make air-conditioning products become the industry leader in a short time. The company's second leading product has also decided to enter the refrigerator industry. Why does Galanz want to enter two refrigeration industries, including the air-conditioning industry and the refrigerator industry?

A person in charge of the company said:

(1) Galanz has an absolute advantage in the microwave oven market , but for a single product, microwave ovens, the production scale has reached 12 million units/year, and it is difficult for Galanz to have a large development space.

(2) Air-conditioning products are in the growth stage. As people's living standards improve, the market capacity will continue to expand. There is great room for price reduction of air-conditioning products, so the demand in the domestic air-conditioning market will become very huge. .

(3) Due to global warming, areas such as Europe where air conditioning was rarely used in the past have begun to use air conditioning in large quantities. There are few air conditioner manufacturers in Europe and they can only rely on imports. Therefore, there is great potential to expand the European air-conditioning market, and Galanz has the experience and channels to develop the international market.

(4) Galanz’s microwave oven products are profitable products and it has accumulated abundant capital. In addition, it has a bank credit loan of 4 billion yuan that has not yet been used, so it has the ability to make huge investments in air conditioners and refrigerator products.

Please participate in the discussion and analysis:

(1) Competition in the two industries of air conditioners and refrigerators has become fierce. Can Galanz be tenable in entering these two industries?

(2) Is the person in charge of the company’s prediction of the domestic and foreign air-conditioning market accurate? Can he succeed in entering the air-conditioning industry?

This case is a simple one because the case The scenario description has explained Galanz's decision and the reasons why it entered the air-conditioning industry. The task for the case analysts is to evaluate whether its decision is feasible and express their own opinions. Analysts can agree with their decision, explain why they agree, and explain the reasons for their agreement: Analysts can also express their disapproval of Galanz's decision to enter the air-conditioning industry, and explain their reasons for disapproving of their entry into the air-conditioning and refrigerator industries. In short, as long as the statement is reasonable and well-founded, the case analysis will be considered a success.

Below we provide an analysis opinion in favor of Galanz's decision for reference.

The analysis and opinions are as follows:

First, Galanz’s senior leaders decided to shift from implementing a single professional microwave oven business strategy to implementing a product diversification and business diversification strategy. This decision will happen sooner or later. This is The objective requirements of the law of enterprise growth. The key is to grasp the opportunity to change from implementing a specialized business strategy to implementing a diversified business strategy. If the opportunity is accurately grasped, the strategic change will be easy to succeed. Galanz's annual production capacity of microwave ovens has reached 12 million units, making it the largest microwave oven manufacturer in the world. Its share of the domestic market has reached 70%. While maintaining the existing production and sales scale of microwave ovens, Galanz has foresight to consider expanding into new markets as soon as possible. The business field is very strategic and far-sighted. Galanz's senior leaders saw that the risk of specializing in a single product for microwave ovens was very high. Weisou! | Stove products will enter a mature stage sooner or later. If they do not research and develop products for the second and third industries in a timely manner, it will limit the sustainability of the company. develop.

Secondly, Galanz’s decision to enter the air-conditioning industry is indeed a risky decision, but it has the possibility of success because:

(1) At present, my country The air-conditioning industry is developing rapidly, with product profit margins as high as 35%, which will inevitably attract many manufacturers to enter the industry. At present, China's air conditioner market still has great potential. Although competition is fierce, the products of various companies are still selling well and there is money to be made.

(2) Galanz adopts a high starting point and uses high and new technologies to produce air conditioners with high quality and is not afraid of competition; at the same time, the company adopts mass production methods, implements cost leadership strategies, enters the market at low prices, and competes for air conditioners. Customers will have strong competitiveness and thus may gain a firm foothold in the air-conditioning market.

3. Global climate warming means that summers are hotter for a longer period of time. As a result, many countries in the northern hemisphere, that is, European countries in the cold zone, also have hot summers. The demand for air conditioners has increased, and these countries produce There are very few air-conditioning manufacturers and they need to import a large amount, which provides huge space for my country's air-conditioning manufacturers to explore the international market. Galanz has the experience and channels to develop the international market for microwave ovens. It is easier to succeed in using these channels to develop the international market for air-conditioning products.

4. Galanz’s microwave oven products are highly profitable, and it has accumulated abundant capital and a bank credit loan of 4 billion yuan, which is enough to support Galanz’s investment needs in the air-conditioning and refrigerator industries and ensure that the Scale production and implement low-cost strategies to win customers at lower prices and expand the market.

Case 2: It is difficult to retain and recruit talents, what should business leaders do?

The products produced by a certain switch equipment factory have a high reputation in the country, especially small and medium-sized switches. The equipment is at the top of the list. Many new products are put on the market every year, and they are very popular, have a high market share, and have very significant economic benefits. But the good times did not last long. In recent years, the number of new products launched on the market has gradually decreased, the market has also shrunk, and economic benefits have also declined. The reason is that a group of top technical experts and management backbones in the factory were attracted by the high salaries of "foreign-funded" enterprises and left for different jobs. The factory used to recruit from among college graduates every year to supplement the technical development team and operation and management team. Due to the large gap between salary income and "foreign-funded" enterprises, many college graduates, especially graduates from nationally renowned colleges and universities, were unwilling to apply. . Enterprises are suffering from serious brain drain, and they are unable to recruit people even if they want to. The senior leadership team of the company felt that this was a major problem that must be solved, but despite repeated discussions, they were helpless. Recently, the senior leadership team held an enlarged meeting of all cadres in the factory to mobilize everyone to think of ways and come up with ideas. The Director of Labor and Management spoke first, proposing, "We might as well be like the 'foreign-funded' companies, which attract and retain talents with high salaries. 'Funded-funded' companies give college graduates 3,000 yuan in the first year for a bachelor's degree and 3,000 yuan for a master's degree in the first year." 4,000 yuan, and 5,000 yuan for PhDs. We will also pay according to this standard. With the political and economic location advantages of our factory, I don’t believe that we can’t recruit talents.” The production director said to the labor and management: “You only give it to me.” The college graduates who have come in are being paid such a high salary. The old college graduates who have been working in the factory for many years now have an average monthly salary of about 1,500 yuan. Should the wages of these people be increased? Should the wages of other employees be increased? "Finance Director Then he said: "I have no objection to recruiting college graduates with high salaries; the salaries of other employees must also be raised. If it does not rise or rise, it will definitely cause a series of new conflicts."

It’s going to be raised, it’s going to be raised, how much? How much money is needed and where does the money come from? It’s not easy for me to be the financial director!” Everyone was talking about it. You said something, I said something, and the discussion was very lively. In order to recruit college graduates In order to solve the problem of successors in technology development and operation and management, it also caused a series of contradictions. Members of the factory-level leadership team also found it difficult. What should they do? At this time, the factory also invited a consulting company to discuss the company's development strategy. The factory director also wanted to hear the consultant's ideas and suggestions for the company to solve the talent problem. So the factory director introduced the situation of the factory-level expanded meeting to the members of the consultation group, and asked the consultation group to express their opinions. Team members, what insights do you have, and what are your suggestions for solving the problem of talent introduction and retention in switchgear equipment factories?

This case is a countermeasure case, and it has made it difficult for switchgear equipment factories to retain talents. The difficult recruitment situation was described, and the existing problems and contradictions were also clearly stated; the director of labor and management also put forward his own countermeasures and suggestions, but this triggered a series of new problems and contradictions that the senior management of the factory could not solve for the time being. Therefore, candidates are asked to participate in the discussion and analysis as consultants. What should you do?

Here is a countermeasure for reference.

Answer: I think. The difficulty of retaining talents and the difficulty of recruiting talents are two aspects of the same problem. Failure to retain talents will definitely affect the recruitment of talents. The main reason for the inability to retain talents is low income levels. Of course, such low incomes cannot attract talents and recruit talents. Do not enter. At present, the per capita salary level of state-owned enterprises, including collectively owned enterprises, is generally low, and the salary gap with "foreign-funded" enterprises is too large. This is an acute problem. How to solve it? My countermeasures and suggestions are as follows:

< p> First of all, it is necessary to change the concept and establish a modern concept of talents. Politicians who obtain talents win the world, and entrepreneurs who obtain talents win the market. Better development and production of products that meet market needs and have core competitiveness can create higher benefits for enterprises and provide higher rewards to talents and employees. Talents and employees will work harder and creatively and achieve more. Why not repay the enterprise, the country, and the society with creative achievements?

Second, the enterprise’s senior leadership team must dare to exercise its autonomy in salary distribution. Under the condition of forming a good property rights restraint mechanism, enterprises should make independent decisions and reform the enterprise's wage distribution system, and boldly improve labor productivity and economic benefits. The salary and income level of enterprise employees should be used to retain and attract talents with higher salary income, and compete with "foreign-funded" enterprises and foreign enterprises for talents. I agree with the opinion of the Director of the Labor and Employment Department, what should "foreign-funded" enterprises give college graduates? We also try to meet this standard in terms of salary standards; and based on the principles of giving priority to efficiency and taking into account fairness, we adjust and improve the salary standards of various personnel in the factory accordingly, not only to attract talents from universities and society, but also to stabilize and retain the company. The required talents are available.

Third, take measures such as increasing revenue, reducing expenditure, reducing staff and increasing efficiency to open up sources of funds to meet the funds needed to increase salaries. First of all, we must mobilize the enthusiasm of existing technicians to develop new products, increase the launch of new products on the market, increase their market share, stop the momentum of declining efficiency, and improve economic efficiency, and there is hope for increasing the salaries of talents and various employees. At the same time, we must strictly control all expenditures and block waste, so that limited funds can be used wisely to do good things and do more things. In addition, to streamline the main body, we will streamline and transfer non-production personnel, fix positions and fixed numbers, set salaries based on positions, and give high salaries to important positions; for the personnel who have been transferred, or arrange transfers, open up new business avenues, and add new income-generating channels; or Encourage people to find their own way and seek employment.

Fourth, formulate a correct compensation strategy. The following four remuneration strategic plans can be proposed for client company leaders to choose from: ① Position remuneration strategic plan; ② Performance remuneration strategic plan; ③ Remuneration strategic plan that combines position salary and performance; ④ Comprehensive remuneration strategic plan. It is recommended that the leaders of the client company choose one or two strategies to implement according to the actual situation of the company.