HNDL股份有限公司薪酬体系再设计
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摘要
随着新世纪来临,企业间的竞争归根结底是人才的竞争,体现人才价值、社会地位的薪酬制度是人才竞争中制胜的关键因素。薪酬体系对人才竞争的重要影响,乃至对企业经营发展的重要作用,正是本文探讨的意义和重点所在。
薪酬设计是建立现代薪酬管理制度的前提和重要组成部分。如何设计和建立一套科学的、符合企业实际情况以及适应和促进企业在知识经济和经济全球化时代的发展需要的薪酬体系,对企业来说,是一个十分重大的课题。文章以HNDL股份有限公司为研究对象,通过分析HNDL公司的组织结构、人力资源和薪酬体系现状,认为案例企业之前的薪酬体系存在五个主要问题,即员工职业发展缺乏通道、薪酬无法体现风险与利益的关系、绩效工资变动大、发放标准不统一和核心人才薪酬缺乏激励等问题。鉴于此,本文提出了在科学的薪酬体系设计原则指导下,建立合理的薪酬管理体制,完善薪酬结构,科学评估工作岗位,根据岗位评价的结果,把公司所有的岗位薪点划分为七个等级。构建了包括市场谈判工资、薪点工资、业绩工资、年薪工资和其他薪酬以及工资的计算与发放在内的薪酬优化体系。同时,配套了薪酬优化设计体系实施的保障措施。
还应该看到薪酬体系优化没有终点,当企业发生变革时,人力资源从业者不能处于被动状态,而是要为企业战略转型先期提供重要支撑。因此,作为激励工具之一的薪酬体系应该也要适应市场环境的变化而处于不断优化调整当中。
Follows new century approaching , the competition among companies is talents after all, compensation systems are the key factors that show the talents value and social position. The salary system to the competition for talent important influence, and even manages the development to the enterprise the vital role, is precisely the significance which this article discusses and key is at.
The salary design is establishes the modern salary control system the premise and the important constituent. How designs and establishes a set to be scientific, to conform to the enterprise actual situation as well as the adaption and the promotion enterprise the salary system which need in knowledge economy and the economical globalization time development, said to the enterprise, is an extremely significant topic. Next, objecting with the HNDL Co. Ltd, the article analyses the present situation of human recourses and salary system. There are five main problems about the case: the lack of methods for career development, unequal between risk and gains, great change of performance wages, disunity standard and lack of stimulation for core talents. As the result, the article designs the new compensation system, including bargaining wages, salary's point system, performance salary, annual salary and others. At he same time, supplies the safeguard measures of enforcement for new compensation system.
We know that the optimization hasn't the end, when the reform happens, HR should deal with it actively to support the development at advanced. The economic environment and circumstance of companies are changing for ever, the compensations system as the main methods of encouragement should usually adjust to the variation.
薪酬设计是建立现代薪酬管理制度的前提和重要组成部分。如何设计和建立一套科学的、符合企业实际情况以及适应和促进企业在知识经济和经济全球化时代的发展需要的薪酬体系,对企业来说,是一个十分重大的课题。文章以HNDL股份有限公司为研究对象,通过分析HNDL公司的组织结构、人力资源和薪酬体系现状,认为案例企业之前的薪酬体系存在五个主要问题,即员工职业发展缺乏通道、薪酬无法体现风险与利益的关系、绩效工资变动大、发放标准不统一和核心人才薪酬缺乏激励等问题。鉴于此,本文提出了在科学的薪酬体系设计原则指导下,建立合理的薪酬管理体制,完善薪酬结构,科学评估工作岗位,根据岗位评价的结果,把公司所有的岗位薪点划分为七个等级。构建了包括市场谈判工资、薪点工资、业绩工资、年薪工资和其他薪酬以及工资的计算与发放在内的薪酬优化体系。同时,配套了薪酬优化设计体系实施的保障措施。
还应该看到薪酬体系优化没有终点,当企业发生变革时,人力资源从业者不能处于被动状态,而是要为企业战略转型先期提供重要支撑。因此,作为激励工具之一的薪酬体系应该也要适应市场环境的变化而处于不断优化调整当中。
Follows new century approaching , the competition among companies is talents after all, compensation systems are the key factors that show the talents value and social position. The salary system to the competition for talent important influence, and even manages the development to the enterprise the vital role, is precisely the significance which this article discusses and key is at.
The salary design is establishes the modern salary control system the premise and the important constituent. How designs and establishes a set to be scientific, to conform to the enterprise actual situation as well as the adaption and the promotion enterprise the salary system which need in knowledge economy and the economical globalization time development, said to the enterprise, is an extremely significant topic. Next, objecting with the HNDL Co. Ltd, the article analyses the present situation of human recourses and salary system. There are five main problems about the case: the lack of methods for career development, unequal between risk and gains, great change of performance wages, disunity standard and lack of stimulation for core talents. As the result, the article designs the new compensation system, including bargaining wages, salary's point system, performance salary, annual salary and others. At he same time, supplies the safeguard measures of enforcement for new compensation system.
We know that the optimization hasn't the end, when the reform happens, HR should deal with it actively to support the development at advanced. The economic environment and circumstance of companies are changing for ever, the compensations system as the main methods of encouragement should usually adjust to the variation.
引文
[1]Robert Ferguson,Dean Leistikow.Seareh for the Best Financial Performance Measure:Basics Are Better[J].Financial Analysts Journal,1998,54(6):81-85.
[2]Survey:Pay:Who Wants to Be a Billionaire[J].The Eeonomist.May 8,1999:14-17.
[3]Anetil R M.Capital budgeting using residual income maximization [J].Review of Accounting Studies,1996,1(1):9-50.
[4]Anetil R M,Jordon J S,Mukerherji A.The asymptotic optimality of residual income[J].Review of Accounting Studies,1997,2(3):207-229.
[5]Rogerson W.Intertemporal cost alloeation and managerial investment incentives:A theory explaining the use of economic value added as a performance measure[J].Journal of Political Economy,1997,1054(4):770-795.
[6][美]兰斯.A.伯杰等著.文跃然等译.薪酬手册(第4版).清华大学出版社,2006.
[7][美]托马斯.B.威尔逊.薪酬框架——美国39家一流企业的薪酬驱动战略和秘密体系。华夏出版社,2001。
[8][美]加里.德斯勒.人力资源管理.中国入民大学出版社,2001.
[9][美]乔治.丁.米尔科维奇等.薪酬管理.中国人民大学出版社,2005.
[10][美]约瑟夫.J.马尔托奇奥等.战略薪酬管理.中国人民大学出版社,2005.
[11]赵曙明.中国企业人力资源管理(第二版).南京人学出版社,2000.
[12]李严锋,麦凯.薪酬管理.东北财经大学出版社,2002.
[13]湛新民.薪酬设计技巧.东经济出版社,2002.
[14]刘听.薪酬福利管理.对外经济贸易人学出版社,2003.
[15]郑晓明.现代企业人力资源管理导论.机械工业出版社,2002.
[16]刘听.从薪酬福利到工作体验.人力资源开发发.2005(2)
[17]方锐.企业应建立科学的薪酬战略.当代经济.2002,第7期.
[18]何燕珍.企业薪酬管理发展脉络考察.外国经济与管理.2002(11)
[19]辛好力.企业生命周期与薪酬设计战略研究.中国人力资源开发.2002(1).
[20]徐礼平,彭正龙.薪酬设计——巧让薪酬传信息.中国人力资源开发,2005(6).
[21]赵磊.薪酬体系设计案例.人才燎望.2003(9)
[22]闫石.一汽集团富江公司薪酬管理模式及薪酬结构设计.硕士学位论文.吉林大学.2005
[23]周翠红.如何分析职务、评价岗位.企业管理.2002(1)
[24]李燕平、张玉静.战略性薪酬设计——获取企业竞争优势的推进器.中国人力开发.2004(1)
[25]王凌云等.论企业薪酬战略与经营战略的匹配。人力资源开发与管理.2005(2)
[26]方振邦,陈建辉.不同阶段的企业薪酬战略.中国人力资源开发.2004(1).
[27]卢婧.企业薪酬体系建设研究.硕士学位论文.北京交通大学.2006
[28]徐品锋.山东龙大企业集团薪酬激励机制的研究与设计.硕士学位论文.天津大学.2006
[29]徐继军.绩效管理体系运行状况的调研与反思.HR经理人.2005(4)
[2]Survey:Pay:Who Wants to Be a Billionaire[J].The Eeonomist.May 8,1999:14-17.
[3]Anetil R M.Capital budgeting using residual income maximization [J].Review of Accounting Studies,1996,1(1):9-50.
[4]Anetil R M,Jordon J S,Mukerherji A.The asymptotic optimality of residual income[J].Review of Accounting Studies,1997,2(3):207-229.
[5]Rogerson W.Intertemporal cost alloeation and managerial investment incentives:A theory explaining the use of economic value added as a performance measure[J].Journal of Political Economy,1997,1054(4):770-795.
[6][美]兰斯.A.伯杰等著.文跃然等译.薪酬手册(第4版).清华大学出版社,2006.
[7][美]托马斯.B.威尔逊.薪酬框架——美国39家一流企业的薪酬驱动战略和秘密体系。华夏出版社,2001。
[8][美]加里.德斯勒.人力资源管理.中国入民大学出版社,2001.
[9][美]乔治.丁.米尔科维奇等.薪酬管理.中国人民大学出版社,2005.
[10][美]约瑟夫.J.马尔托奇奥等.战略薪酬管理.中国人民大学出版社,2005.
[11]赵曙明.中国企业人力资源管理(第二版).南京人学出版社,2000.
[12]李严锋,麦凯.薪酬管理.东北财经大学出版社,2002.
[13]湛新民.薪酬设计技巧.东经济出版社,2002.
[14]刘听.薪酬福利管理.对外经济贸易人学出版社,2003.
[15]郑晓明.现代企业人力资源管理导论.机械工业出版社,2002.
[16]刘听.从薪酬福利到工作体验.人力资源开发发.2005(2)
[17]方锐.企业应建立科学的薪酬战略.当代经济.2002,第7期.
[18]何燕珍.企业薪酬管理发展脉络考察.外国经济与管理.2002(11)
[19]辛好力.企业生命周期与薪酬设计战略研究.中国人力资源开发.2002(1).
[20]徐礼平,彭正龙.薪酬设计——巧让薪酬传信息.中国人力资源开发,2005(6).
[21]赵磊.薪酬体系设计案例.人才燎望.2003(9)
[22]闫石.一汽集团富江公司薪酬管理模式及薪酬结构设计.硕士学位论文.吉林大学.2005
[23]周翠红.如何分析职务、评价岗位.企业管理.2002(1)
[24]李燕平、张玉静.战略性薪酬设计——获取企业竞争优势的推进器.中国人力开发.2004(1)
[25]王凌云等.论企业薪酬战略与经营战略的匹配。人力资源开发与管理.2005(2)
[26]方振邦,陈建辉.不同阶段的企业薪酬战略.中国人力资源开发.2004(1).
[27]卢婧.企业薪酬体系建设研究.硕士学位论文.北京交通大学.2006
[28]徐品锋.山东龙大企业集团薪酬激励机制的研究与设计.硕士学位论文.天津大学.2006
[29]徐继军.绩效管理体系运行状况的调研与反思.HR经理人.2005(4)