全面薪酬的沟通策略研究
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摘要
随着全球经济一体化进程不断加快，企业已经进入了一个“人才是一切”的纪元，企业将会以前所未有的努力去寻求人才。而当前的人才匮乏状况将会持续下去，企业将重新面临挑战，在一个全新的“自由代理”世界中设法去吸引并保留人才。
在20世纪90年代之前，企业吸引员工的主要方式，还是以传统的薪酬体系为主。21世纪，在传统薪酬体系的“薪酬和福利”之外，必须通过完美互动的“工作体验”，引入全面薪酬体系，才能关注到员工在与企业关系中所重视的一切，从而吸引、激励、保留人才。
全面薪酬体系以更人性化，更全面的设计提升了传统薪酬体系的科学性，是人力资源管理理论与实践的创造性成果。然而薪酬体系自身的科学性仅是薪酬管理成功的前提，要保证薪酬体制能真正发挥其理想的科学性，并在薪酬成本的控制下，提升薪酬体制的执行力，就必须依靠有效的薪酬沟通策略。
前人的研究多集中在如何提升薪酬体制自身的科学性，而对薪酬体制如何科学地运作研究甚少，很多文献仅涉及到了薪酬沟通的重要性，并没有形成对薪酬沟通的系统性研究。本文正是弥补了前人研究的空白，从如何提升薪酬体系的执行力角度出发，萃取国内外优秀企业在薪酬管理中的“最佳实践”精华，针对全面薪酬的沟通策略进行深入系统的研究。
本文第二章为相关理论综述，对薪酬理论和沟通理论进行了概述。
本文第三章在总结国内外研究成果及优秀企业薪酬管理的“最佳实践”的基础上，将全面薪酬的沟通策略细分为相互联系的六大核心要素：确定全面薪酬的沟通目标，营造全面薪酬的沟通氛围，细分全面薪酬沟通体系，设计全面薪酬的沟通方案，打造全面薪酬沟通的专业团队，及对全面薪酬沟通进行管理与评估，对全面薪酬的沟通策略进行了详细的系统研究。此外，本章还针对全面薪酬沟通策略中的一些热点话题，如薪酬制度的公开与保密问题、企业薪酬沟通的文化环境等问题进行了探索性研究。
本文第四章在第三章的基础上进一步从国内外企业的实践中提炼出薪酬沟通的技巧和误区，进一步加强了本文的实操性。本章从沟通对象、方式、内容计划及双向沟通五大方面总结出薪酬沟通的技巧；并针对企业在薪酬原则、沟通方式等方面易犯的错误，提炼出薪酬沟通中的七大误区。
本文第五章对全文进行了总结，并从对未来研究进行了展望。
尽管本文对全面薪酬的沟通策略进行了探索性研究，但由于目前国内针对薪酬沟通的相关研究资料极少，本文的很多观点都是针对国外企业的“最佳实践”基础上提炼出来的，因此，对于国内企业而言，文中的一些结论仍然需要在实证研究中进行进一步的“中国特色化”改造。
With the booming development of global economic integration; the era of "Talent is everything" has come. Lacking of talent has been the first priority problem for the enterprise to tackle. Therefore, enterprises have to attract the elite by any means in the talent-competition world.
The mainstream method to attract associates is traditional compensation system before 1990s. However, in the 21st century, the compensation system has changed to the total compensation system, which involves the "work experience" except for the traditional "compensation & benefits". And the "work experience" is the every thing that the associate care most in modern society.
Total compensation system is the most scientific compensation system, which is the creative achievement in human resources research field. However, the scientification of the system itself cannot guarantee the scientific implementation of the system. Hereby, communication, which can enhance the effectiveness of the compensation system in executive period, has got to been more and more important.
The former researches have focused on how to make the compensation system more scientific, but little cared more about the implementation period of the compensation system, namely the compensation communication system. This paper will focus on the very executive period of the compensation system to get a systematic research on compensation communication on the base of the "best practices" of the successful enterprises in the world.
The second chapter is centered on the review of related academic researches, including compensation theory and communication theory.
The third chapter will focus on the communication tactics of total compensation. This chapter is divided into six key parts, including communication objective setting, communication atmosphere construction, compensation communication segmentation, communication tactic design, communication experts training, and compensation communication management & evaluation. Besides, this chapter will research on some hot topics of modern human resources management, such as the openness & secrecy of the compensation system.
The forth chapter is about the tips & traps of compensation communication based on the enterprise practice, which will further increase the practical value of this paper. The tips of compensation communication mainly focus on the communication objective, method, content and direction, while the traps refer to seven most common mistakes of compensation communication.
The fifth chapter is conclusion and further research orientation.
This paper opens a brand-new compensation research field, compensation communication. Although it tries to explore the compensation communication tips from the "best practices" of world-leading enterprises, but it still needs to be more "Chinese" to adjust to Chinese enterprises' practice.
在20世纪90年代之前，企业吸引员工的主要方式，还是以传统的薪酬体系为主。21世纪，在传统薪酬体系的“薪酬和福利”之外，必须通过完美互动的“工作体验”，引入全面薪酬体系，才能关注到员工在与企业关系中所重视的一切，从而吸引、激励、保留人才。
全面薪酬体系以更人性化，更全面的设计提升了传统薪酬体系的科学性，是人力资源管理理论与实践的创造性成果。然而薪酬体系自身的科学性仅是薪酬管理成功的前提，要保证薪酬体制能真正发挥其理想的科学性，并在薪酬成本的控制下，提升薪酬体制的执行力，就必须依靠有效的薪酬沟通策略。
前人的研究多集中在如何提升薪酬体制自身的科学性，而对薪酬体制如何科学地运作研究甚少，很多文献仅涉及到了薪酬沟通的重要性，并没有形成对薪酬沟通的系统性研究。本文正是弥补了前人研究的空白，从如何提升薪酬体系的执行力角度出发，萃取国内外优秀企业在薪酬管理中的“最佳实践”精华，针对全面薪酬的沟通策略进行深入系统的研究。
本文第二章为相关理论综述，对薪酬理论和沟通理论进行了概述。
本文第三章在总结国内外研究成果及优秀企业薪酬管理的“最佳实践”的基础上，将全面薪酬的沟通策略细分为相互联系的六大核心要素：确定全面薪酬的沟通目标，营造全面薪酬的沟通氛围，细分全面薪酬沟通体系，设计全面薪酬的沟通方案，打造全面薪酬沟通的专业团队，及对全面薪酬沟通进行管理与评估，对全面薪酬的沟通策略进行了详细的系统研究。此外，本章还针对全面薪酬沟通策略中的一些热点话题，如薪酬制度的公开与保密问题、企业薪酬沟通的文化环境等问题进行了探索性研究。
本文第四章在第三章的基础上进一步从国内外企业的实践中提炼出薪酬沟通的技巧和误区，进一步加强了本文的实操性。本章从沟通对象、方式、内容计划及双向沟通五大方面总结出薪酬沟通的技巧；并针对企业在薪酬原则、沟通方式等方面易犯的错误，提炼出薪酬沟通中的七大误区。
本文第五章对全文进行了总结，并从对未来研究进行了展望。
尽管本文对全面薪酬的沟通策略进行了探索性研究，但由于目前国内针对薪酬沟通的相关研究资料极少，本文的很多观点都是针对国外企业的“最佳实践”基础上提炼出来的，因此，对于国内企业而言，文中的一些结论仍然需要在实证研究中进行进一步的“中国特色化”改造。
With the booming development of global economic integration; the era of "Talent is everything" has come. Lacking of talent has been the first priority problem for the enterprise to tackle. Therefore, enterprises have to attract the elite by any means in the talent-competition world.
The mainstream method to attract associates is traditional compensation system before 1990s. However, in the 21st century, the compensation system has changed to the total compensation system, which involves the "work experience" except for the traditional "compensation & benefits". And the "work experience" is the every thing that the associate care most in modern society.
Total compensation system is the most scientific compensation system, which is the creative achievement in human resources research field. However, the scientification of the system itself cannot guarantee the scientific implementation of the system. Hereby, communication, which can enhance the effectiveness of the compensation system in executive period, has got to been more and more important.
The former researches have focused on how to make the compensation system more scientific, but little cared more about the implementation period of the compensation system, namely the compensation communication system. This paper will focus on the very executive period of the compensation system to get a systematic research on compensation communication on the base of the "best practices" of the successful enterprises in the world.
The second chapter is centered on the review of related academic researches, including compensation theory and communication theory.
The third chapter will focus on the communication tactics of total compensation. This chapter is divided into six key parts, including communication objective setting, communication atmosphere construction, compensation communication segmentation, communication tactic design, communication experts training, and compensation communication management & evaluation. Besides, this chapter will research on some hot topics of modern human resources management, such as the openness & secrecy of the compensation system.
The forth chapter is about the tips & traps of compensation communication based on the enterprise practice, which will further increase the practical value of this paper. The tips of compensation communication mainly focus on the communication objective, method, content and direction, while the traps refer to seven most common mistakes of compensation communication.
The fifth chapter is conclusion and further research orientation.
This paper opens a brand-new compensation research field, compensation communication. Although it tries to explore the compensation communication tips from the "best practices" of world-leading enterprises, but it still needs to be more "Chinese" to adjust to Chinese enterprises' practice.
引文
[注1] 张润彤，朱晓敏．知识管理学．北京：中国铁道出版社，2002．
[注1] David Campbell. Boning Up on Benefits Communication. CFO, 2003.7.21.
[注2] Poor health benefits communication hurts retention. Employ Benefit News. 2005, 3. 18.
[注1] Communication-Adding Value To Your Benefits Program Without Adding Cost. Flexible Benefits. 2001.7.3-4.
[注1] 乔治.T.米尔科维奇，杰里.M.纽曼．薪酬管理(第六版)．中国人民大学出版社，2002．
[注2] 加里·德斯勒．人力资源管理．中国人民大学出版社，1999
[注3] John E. Tropman. The Compensation Solution-How to Develop an Employee-Driven Rewards System．上海交通大学出版社．2002．1．
[注1] 赵曙明．人力资源管理研究．中国人民大学出版社．2001．
[注1] 冉棋文，王胜华，吴明星．全面薪酬战略——知识型员工激励机制．2004(1)
[注1] Frank E. X. Dance, Carl E. Larson. The Functions of Human Communication. A Theoretical Approach, Appendix A.
[注2] Theodore Clevenger. Can One not Communicate? A Conflict of Models. Communication Studies. 1999. 42. 351.
[注1] 赵慧军．管理沟通．北京．首都经济贸易大学出版社，2003．
[注1] 康青．管理沟通教程．上海：立信会计出版社，2005．
[注1] “有没有绝对的薪酬保密?”，中国人力资源开发网：http://www.chinahrd.net/zhi_sk/jt_page.asp?articleid=51288.
[注1] “有效的沟通管理”，中国人力资源开发网：http：www.chinahrd.net/zhi_sk/jt_page.asp?articleid=59924
[注1] 吴唐青．典型案例评析精华读本．安徽．安徽人民出版社，2003．
[注1] Dteve Juetten. Keys to Effective Benefits Communication, Business Journal. 2004. 29. 11-13.
[注1] Dteve Juetten. Keys to Effective Benefits Communication, Business Journal. 2004. 29. 11-13
[注] 岑颖寅．“薪酬沟通的误区”．中国人力资源开发网：http://www.chinahrd.net/zhi_sk/jt_page.asp?articlcid=28030
[1] 邬金淘，邵丹．员工激励的新菜单：薪酬自助餐．人力资源开发与管理．2003(2)：30～31．
[2] 韩小杨．企业内的无障碍沟通．企业改革与管理．2004(4)：10～13．
[3] 周刚，李钢，梁柳青．管理成功的前提——有效沟通．工程机械．2001(12)：20～24．
[4] 吴叔平，虞俊健．股权激励．企业长期激励制度研究与实践．中国人力资源管理与开发．2002(4)：11～13．
[5] 何燕珍．美国企业薪酬发展的新趋势——整体型薪酬体系．中国人力资源开发．2000(1)：3～4．
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[16] 何燕珍．国外企业薪酬政策及其对我国企业的启示．外国经济与管理．2003(6)：23～24．
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[20] 张润彤，朱晓敏．知识管理学．北京．中国铁道出版社．2002．
[21] 乔治·T·米尔科维奇，杰里·M·纽曼．薪酬管理(第六版)．中国人民大学出版社，2002．
[22] 加里·德斯勒．人力资源管理．中国人民大学出版社，1999．
[23] 赵曙明．人力资源管理研究．中国人民大学出版社．2001．
[24] 冉棋文、王胜华、吴明星．全面薪酬战略——知识型员工激励机制．2004(1)：23～24．
[25] 赵慧军．管理沟通．北京：首都经济贸易大学出版社，2003．
[26] 康青．管理沟通教程．上海：立信会计出版社，2005．
[27] 吴唐青．典型案例评析精华读本．安徽．安徽人民出版社，2003．
[28] 谢荣见、孙剑平：改善企业管理沟通的策略分析[J]．现代管理科学．2006(6)．
[29] 有没有绝对的薪酬保密? 中国人力资源开发网：http://www.chinahrd.net/zhi_sk/jt_page.asp?articleid=51288.
[30] 有效的沟通管理．中国人力资源开发网：http://www.chinahrd.net/zhi_sk/jt_page.asp?articleid=59924.
[31] John E. Tropman. The Compensation Solution-How to Develop an Employee-Driven Rewards System．上海交通大学出版社．2002．1．
[32] Ann Black. New Era of Benefits Communication (2nd edition). Intl Foundation of Employee Benefit. 2000.
[33] Ann Black. Effective Benefits Communications: Trends·Techniques·Technology. Intl Foundation of Employee Benefit. 2005.
[34] David Campbell. Boning Up on Benefits Communication. CFO. 2003. 6. 21.
[35] Communication-Adding Value to Your Benefits Program without Adding Cost. Flexible Benefits. 2001. 7. 3～4.
[36] Dteve Juetten. Keys to Effective Benefits Communication. Business Journal. 2004. 10. 11～13.
[37] Poor health benefits communication hurts retention. Employ Benefit News. 2005. 3. 18.
[38] What medium is most important to your pension and benefits communication strategy?. Benefits Canada. 2000. 7. 13.
[39] Frank E. X. Dance, Carl E. Larson. The Functions of Human Communication. A Theoretical Approach. Appendix A.
[40] Theodore Clevenger. Can One not Communicate? A Conflict of Models. Communication Studies. 1991.42. 351.
[41] Eric Hallinan. The Importance of Benefits Communications. Reeves Journal: Plumbing, Heating, Cooling. 2006. 3. 14～16.
[42] Ideas on Improving Benefits Communication with Employees. HR Focus. 2005. 12. 11～13.
[43] Charles Epstein, Michele S. Rubin. Benefits communications: Using PR strategies to increase awareness promote education and drive utilization. Employee Benefit News. 2005. 9.16-20.
[44] Effective Benefits Communication: Trends . Techniques . Technology. Benefits Quarterly, 2005. 2. 66.
[45] Follow These Strategies to Improve Your Benefits Communication. Managing Benefits Plans. 2005.4.1-7.
[46] Better Benefits Communication Can Help to Improve Retention. Managing Benefits Plans. 2005. 4. 8-9.
[47] Charles Irick. Benefits Communieation～A Key Piece to the Benefits Puzzle. Compensation & Benefits Review. 2004. 9.53～57.
[48] Brad Rawlins, Kevin Stoker. Employee views of benefits communications don't coincide with HR manager predictions. Public Relations Tactics. 2004. 7. 4.
[49] Michael Prince. Benefits cost-shifting calls for changed communications role. Business Insurance. 2002.12. 3—4.
[50] Jeannette Swist. Benefits Communications: Measuring Impact and Value. Employee Benefit Plan Review, 2002. 9. 24—26.
[51] What medium is most important to your pension and benefits communication strategy? Benefits Canada. 2000. 7.13—14.
[注1] David Campbell. Boning Up on Benefits Communication. CFO, 2003.7.21.
[注2] Poor health benefits communication hurts retention. Employ Benefit News. 2005, 3. 18.
[注1] Communication-Adding Value To Your Benefits Program Without Adding Cost. Flexible Benefits. 2001.7.3-4.
[注1] 乔治.T.米尔科维奇，杰里.M.纽曼．薪酬管理(第六版)．中国人民大学出版社，2002．
[注2] 加里·德斯勒．人力资源管理．中国人民大学出版社，1999
[注3] John E. Tropman. The Compensation Solution-How to Develop an Employee-Driven Rewards System．上海交通大学出版社．2002．1．
[注1] 赵曙明．人力资源管理研究．中国人民大学出版社．2001．
[注1] 冉棋文，王胜华，吴明星．全面薪酬战略——知识型员工激励机制．2004(1)
[注1] Frank E. X. Dance, Carl E. Larson. The Functions of Human Communication. A Theoretical Approach, Appendix A.
[注2] Theodore Clevenger. Can One not Communicate? A Conflict of Models. Communication Studies. 1999. 42. 351.
[注1] 赵慧军．管理沟通．北京．首都经济贸易大学出版社，2003．
[注1] 康青．管理沟通教程．上海：立信会计出版社，2005．
[注1] “有没有绝对的薪酬保密?”，中国人力资源开发网：http://www.chinahrd.net/zhi_sk/jt_page.asp?articleid=51288.
[注1] “有效的沟通管理”，中国人力资源开发网：http：www.chinahrd.net/zhi_sk/jt_page.asp?articleid=59924
[注1] 吴唐青．典型案例评析精华读本．安徽．安徽人民出版社，2003．
[注1] Dteve Juetten. Keys to Effective Benefits Communication, Business Journal. 2004. 29. 11-13.
[注1] Dteve Juetten. Keys to Effective Benefits Communication, Business Journal. 2004. 29. 11-13
[注] 岑颖寅．“薪酬沟通的误区”．中国人力资源开发网：http://www.chinahrd.net/zhi_sk/jt_page.asp?articlcid=28030
[1] 邬金淘，邵丹．员工激励的新菜单：薪酬自助餐．人力资源开发与管理．2003(2)：30～31．
[2] 韩小杨．企业内的无障碍沟通．企业改革与管理．2004(4)：10～13．
[3] 周刚，李钢，梁柳青．管理成功的前提——有效沟通．工程机械．2001(12)：20～24．
[4] 吴叔平，虞俊健．股权激励．企业长期激励制度研究与实践．中国人力资源管理与开发．2002(4)：11～13．
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