国有企业推行宽带薪酬的难点与解决方案以某企业案例为例.doc

国有企业推行宽带薪酬的难点与解决方案——以某企业案例为例 (1)宽带薪酬的成功与否与企业的性质没有必然联系,宽带薪酬可以达到 内部公平、外部竞争、有效激励的薪酬功能,国有企业可以应用宽带薪酬并获 得成功,但需要满足一定的条件。 (2)国有企业推行宽带薪酬的难点主要表现在五个方面:宽带薪酬宽带多; 宽带薪酬浮动小;宽带薪酬重叠少;工资成本上涨快;员工晋升更艰难。 (3)造成国有企业推行宽带薪酬中出现一系列难点的原因在于以下五个方 面:组织结构未能扁平化和流程化;岗位评价不够科学和严谨;官本位思想的 严重束缚;绩效管理的系统缺失;配套制度的缺失与缺陷。 (4)国有企业设计宽带薪酬可以参照四步法:前期准备,包括环境分析、 薪酬战略和转变理念;组织优化,包括组织梳理和岗位分类;薪酬设计,包括 岗位评价、薪酬等级、薪酬水平、薪酬结构、入档方式、薪酬测算;配套制度, 包括绩效制度、高管薪酬、薪酬总额。这四步十四小步的步骤可以为其他国有 企业设计薪酬提供借鉴。 (5)国有企业推行宽带薪酬取得成功,并非仅仅是薪酬问题,更需要在文 化变革、绩效管理、职位管理等方面进行系统性的优化。除了常规的薪酬设计 步骤外,要制定专门的设计环节与解决方案。五个具体的解决方案是:在薪酬 设计前一定要进行组织梳理和流程优化;薪酬设计中要高度重视岗位评价过程; 宽带薪酬设计一定要与企业文化变革结合起来;宽带薪酬设计与绩效管理优化 应同时进行;宽带薪酬制度本身应该做到系统性和精细性的统一。 关键词 国有企业 薪酬 宽带薪酬 薪酬设计3国有企业推行宽带薪酬的难点与解决方案??以某企业案例为例 Abstract The reform of Chinese state-owned company SOC is the key factor of China’s socialist market economy. From the totally sustained SOC to partially dependent enterprise, now new state capitals manage system, SOC have across a heavy 30 yearsCompensation reform is the essential topic during this process, which have a close relationship with interests system and motivation system. The SOC compensation reform has faced many difficulties, such as SOC is short of compensation strategy, a non-marketing compensation level, hard to attain talents, too rig scent compensation, too simple compensation structure, lack of compensation system, the debate about high manager’s compensationSince 1980s, Broadbanding Compensation is forcing a new compensation trend with the quickly developed flatting organization, which origins from the US Navy’s China Lake Project in 1980 and promoted by General Electricity. By 2005, 60% of Forbes’s 500 top companies have carried out Broadbanding Compensation. Now a number of Chinese companies have knowed and deployed this new compensation system. Broadbanding Compensation has an obvious advantage, giving an up-to-date compensation strategy, a full control of compensation level, more logical compensation system, and a good elicitation for other manage