1、國企薪資改革回歸人員激勵（SOE salary reform return to personnel incentives）Salary reform is not a simple system adjustment. Wage reform, if it really returns to staff incentives, will require sustained and arduous efforts.In recent years, the state-owned enterprises have been speeding up the reform, and the sala

2、ry reform has been paid more and more attention by the state-owned enterprises as a key breakthrough point of the reform. In the practice of salary reform, we usually think of salary management exists the following problems: the salary level of official standard; salary gap will not open; nominal pe

3、rformance salary; salary management is lack of dynamic adjustment, etc. This view more from the salary technology point of view, not factual, but ignore the essence of salary management thinking.We believe that the salary reform of state-owned enterprises can not only stay at the technical improveme

4、nt level, but should be returned to the basic purpose of reform - personnel incentives. Therefore, state-owned enterprises pay reform must first people-oriented, to motivate object as the core, analysis of types and the demand characteristics of the current state-owned enterprises, combined with the

5、 current management of state-owned enterprises, so as to guide the operation of salary reform. How can the personnel of state-owned enterprises be classified? Divided into several categories? Compared with those of private and foreign-funded enterprises, what are the outstanding features? What are t

6、heir main concerns? How to fix and grasp the salary reform of different kinds of personnel?Personnel classification has different dimensions, ways and methods, so the results of personnel classification can be different. The theme of this paper is the salary reform of state-owned enterprises. From t

7、he point of view of practical application, we divide roughly three types of personnel: senior management, middle level staff and general staff. On the other hand, it refers to the usual practice of the outside market and, on the other hand, takes into account the traditional salary management mode o

8、f the state-owned enterprises. In view of the current management status and demand characteristics of these three types of personnel, this paper puts forward some problems and suggestions that should be paid attention to in the reform of state-owned enterprises salary.Executive personnel - combined

9、with the characteristics of state-owned enterprises and policy environment, personalized solutionSpeaking of state-owned enterprises, executives are naturally the hot topic. In the face of the non normal decline of many excellent enterprises, executives of listed companies frequently face the accide

10、nt, the society from all walks of life to think about such a problem: the restructuring of state-owned enterprises reform is important, state-owned enterprises own quality is also very important. The quality of executives in state-owned enterprises not only includes professional consciousness and st

11、yle of work, but also includes not only professional management knowledge and skills, but also sense of responsibility, initiative and dedication.From the party organization to appoint state-owned cadres to the central enterprises, global public recruitment executives, although only pilot and explor

12、ation, but also did not achieve significant practical results, but the process of marketization of state-owned enterprise executives is significantly faster. With this process, composed of senior executives tend to diversify, overseas recruitment of international managers, are active in the domestic

13、 market management personnel, internal training and promoting talents, and inherited history of Party cadres. These different types of executives, quality levels are uneven, quality characteristics are also very different. Correspondingly, due to differences in education background, growth experienc

14、e and other aspects, the demand for different personnel is also very different, showing a strong personality characteristics.The process of marketization has led to the rising salaries of executives, and the salary gap between executives and ordinary people is widening. Is this a reasonable situatio

15、n? We each one sticks to his argument, unable to agree on which is right. Perhaps, at one stage, there should be no fixed pay pattern because of the complexity of executives. For the salary reform of executives, the controlling party (government or shareholders meeting) should pay more attention to

16、the quality of the current executives of state-owned enterprises What are the differences in the quality of executives among different enterprises, such as monopolistic and competitive enterprises? What is the actual contribution of the executives with different qualities to the enterprise? What are

17、 their desires to satisfy themselves in the enterprise? What measures should an enterprise take to attract, motivate and retain these executives? Is economic return enough?Specific to the executive pay reform program design, we need to pay attention to the following questions: in the salary framewor

18、k, is the unified processing or individual processing? Does the salary level focus on external market competition or internal equity? If you refer to the external market, what kind of market will it be located in? Is it the talent market of the state-owned enterprise, or the domestic management tale

19、nt market, or is it the international professional manager market? What are the external markets for executives of overseas listed companies? How should a floating salary be designed? Under the condition that the capital market is immature and the governance structure is imperfect, how is the floati

20、ng salary of executives related to performance?There is no standard answer to these questions, but there is a clear principle: SOE executives salary reform, not to blindly copy the advanced experience of foreign enterprises, and must be combined with the characteristics of state-owned and policy env

21、ironment, create personalized solutions. Personalization includes personalization of Chinas state-owned enterprises, personalization of each state-owned enterprise, personalization of different executive types, and personalization of different executives. As long as the incentive effect has been ach

22、ieved and the enterprise objective has been achieved, the salary reform has been fruitful.Key personnel - corresponding to the external human resources market, classified managementBackbone personnel play a supporting role in enterprise management, and they are the main creation of enterprise value,

23、 including middle-level managers, technical R & D personnel, marketing personnel and highly skilled personnel. If the marketing process of senior managers has just started, then the backbone of the staff can be said to have entered the market state. With the deepening of the reform of state-owned en

24、terprises and the maturity of Chinas human resources market, state-owned enterprises in the selection and appointment mode on the reform and perfection of state-owned enterprises, key personnel team is constantly Optimization: one is the overall quality has improved; the two is education, age, profe

25、ssional structure is more diverse and reasonable; the three is the market, occupation and professional the concept of getting into peoples hearts.The human resource market provides state-owned enterprises with a selection of backbone personnel. At the same time, the backbone of state-owned enterpris

26、es has become a target for foreign and private enterprises to snatch. Due to the changes of the concept of key personnel, more concerned about the economic interests of the individual and the development opportunity and value realization, and the talent flow mechanism has been formed, both state-own

27、ed enterprises face the risk of loss of key personnel and key personnel, it is difficult to introduce the plight of face. Then, how can the state-owned enterprises effectively cope with the competition in the external human resources market? External human resources market which according to the dif

28、ferent types of key personnel and key personnel, according to the demand characteristics, develop targeted classification strategy, plan and salary system, play a relative advantage of the state-owned enterprise, to prevent the brain drain, to absorb the social elite, this is the key to reform the s

29、alary.As for the salary reform of the middle-level personnel in state-owned enterprises, the focus of the current issue is: what are the different types of backbone personnel and their corresponding external human resources markets? Is it the international market, the national market, the industry m

30、arket, the regional market or the local market? What are the salary levels of different types of backbone personnel and external human resource markets? How about the salary and benefits provided by the enterprise? What kind of salary policy should enterprises adopt in view of the characteristics of

31、 different types of personnel? What incentives should companies design in addition to their salaries?Specific to the design of salary reform scheme, for different types of backbone personnel, there will be different salary strategies and policies. For example: for R & D personnel, in addition to a f

32、ixed salary high, set up a challenging project bonus, one-time rewards can be set up in major projects. For marketing personnel, higher floating salaries are linked to performance appraisal results. For highly skilled people, salaries are directly based on performance accounting, while skills, wages

33、, or allowances are set up to encourage them to improve their skills. Of course, in the project design, we should fully integrate the actual situation of enterprises.General staff - accurately grasp the internal justice, and steadily push forwardDue to the long-term acceptance of the planned economy

34、,Coupled with the organization and working environment are relatively closed, resulting in state-owned enterprise employees master consciousness is very strong, eyes staring at the interior, not only do not pay attention to the competitiveness of the market, but also pay special attention to the int

35、ernal fairness. The traditional salary management model, such as heavy rank, small contribution, heavy education, light ability, heavy experience and less quality, has also strengthened the attention of the employees of state-owned enterprises to the sense of internal fairness.The factors such as jo

36、b role, service life, form of employment and quality of service are different, and the demand characteristics of ordinary staff will be different. Therefore, the angle and connotation of internal equity will be different. Old employees tend to work with new employees more than history, hard to pull

37、the big business, but for a long time with low wages; new employees but because of the market and the pace of integration is very high, this fair? New employees with older employees than the quality of job, human capital investment, job competency, high salary, how unfair? Front-line business staff,

38、 used to compare with functional staff, the former is generally considered to be their own keep the latter, if the functional staff salaries are high, it will feel unfair. Low level employees do not have higher quality than senior staff, but look at multiples of the salary gap. If multiples are too

39、high, it is unfair. Formal workers, contract workers, and casual workers also judge fairness in comparison.Based on the above analysis, the key is to grasp the general staff salary reform staff most strongly in internal fairness of demand, and grasp the different demands of different groups of emplo

40、yees, in order to formulate and implement policies for traction salary. The question that enterprises need to focus on is: what are their fair standards for employees of state-owned enterprises? What are the most important elements of fairness? What is a fair and open and just relationship? How big

41、is their tolerance for the pay gap? How to better meet or guide the employees fair demands? Does the salary reform plan take into account the fairness of all types of employees? Does it lead to a strong sense of unfairness among employees?Specific to the design of salary reform plan, should consider

42、 carefully in the following respect: how does salary reform coordinate with the work of enterprise reform? New and old employees are using a unified system, or new, new methods, the old way of the elderly? How is employee salary constituted? Do you consider seniority or seniority factors? What is th

43、e proper size of the allowance and the amount and manner of the allowance if it is approved by the old employee? How are pay scales divided? How do you determine the salary gap multiple at different job levels? A salary level of the median, the maximum, the minimum, how much to open the gap is appro

44、priate? In the same position, different quality employees, their fixed salary to open the gap between what is appropriate? How is the proportion of floating wages designed? In the same post, the quality of similar employees, and their floating salaries to open the gap between what is appropriate?Sal

45、ary reform is related to the vital interests of all employees in the enterprise. Not only can not be handled properly, but also will damage the organizational climate and staff morale. Summing up experiences and lessons, three suggestions are put forward:First, strengthen the preliminary research an

46、d deeply understand the culture. From many sides, my superior managers and colleagues, from the perspective of national policy, the local living environment, peer common practice, the implementation of interviews and investigation activities carefully, grasp the demand characteristics, personnel dem

47、ands and psychological endurance. Understand the history and tradition of state-owned enterprises, a profound understanding of the specific culture of state-owned enterprises, state-owned enterprises to master the most concerned about what, what is most worried about, and do it vividly, with confide

48、nce.Two, pay attention to minor differences and be cautious with advanced technology. The salary scheme design seems to deal with technical problems, but the application of technology can not be divorced from the management background of state-owned enterprises, and the advanced technology abroad is

49、 not necessarily suitable for the actual situation of the current state-owned enterprises. Minor differences in technology and even technical language bring different feelings to business people. We must select the most suitable and operable technical solution on the basis of a profound understandin

50、g of the culture of the state-owned enterprises.Three is to adhere to the three principles to avoid covert operations. Only the standard open, transparent and procedural justice can ensure the rationality and fairness of the salary scheme, and the salary reform can be carried out smoothly. From the specific operation, the human resources, trade unions, organizations, publicity and other departments to form a working group, to mobilize personnel at all levels to participate in the policy formulation and im