Salary and Welfare Management Consulting

Salary management refers to the dynamic management process of determining, allocating, and adjusting employee salary payment principles, salary strategies, salary levels, salary structures, and salary compositions under the guidance of organizational development strategies. It is an important component of human resource management and a crucial means for enterprises to attract, retain, and motivate talent. As an important component of the human resource management system, compensation management is the most concerned content for senior managers and all employees in enterprises. It directly affects the effectiveness of enterprise human resource management and has an impact on the overall performance of the enterprise. A flexible and effective salary system plays an important role in motivating employees and maintaining their stability.

Services of ShangShuce

(1) Make talents stand out and reward outstanding individuals. High quality resources always favor outstanding talents, and a good compensation mechanism should make the strong stronger and encourage the weak to keep up with the pace of the strong.

(2) Attract key talents. There are three basic principles in designing a salary system: competitiveness externally, fairness internally, and motivation for individuals.

(3) To ensure the safety of company employees. It can effectively provide protection for employees, provide strong competitiveness, improve the stability of company employees, and ensure the sustainable development of the enterprise.

(4) Definitely valuable. The salary given to employees is definitely not solely based on job level, but must be based on the value of the position and return to the contribution of the position to the enterprise.

Specifically, it includes:

-Salary structure design

-Salary standard design

-Total salary management

-Salary payment policy management

-Design of comprehensive welfare plan

-Design of Medium - and Long Term Incentive Plans

-Design of executive compensation incentives

-Salary incentive design for blue collar workers

Problems solved for enterprises

(1) The inconsistency between salary strategy and company development strategy orientation. Some companies currently implement compensation strategies that are largely disconnected from their business strategies. The compensation system was not designed from the perspective of the company's overall strategy and human resources strategy. Instead, when it comes to compensation, the goal is to distribute it fairly and reasonably, rather than focusing on what kind of compensation system would be beneficial for the implementation of the company's strategy and human resources management. 

(2) The salary system is unreasonable. The salary system is a system in which companies classify various types of salaries based on factors such as the complexity, precision, responsibility, workload, and working conditions of the labor, and determine the salary standards according to the levels. The unscientific formulation of the salary system is the root cause of other "diseases" in salary. 

(3) Salary has not been 'dynamic', and the correlation between salary and performance is not strong. Performance incentive is a compensation management method in which a company takes performance as the premise, assessment as the means, motivation as the guide, and employee progress and company development as the goal, while ensuring basic support. Currently, some companies' welfare policies are only related to work experience or number of employees, and have little correlation with employee performance, lacking motivation. On the premise of balancing fairness, welfare benefits should be mainly based on the contributions made by employees, and efforts should be made to broaden the range. 

(4) The means of motivation are too singular, neglecting the "spiritual value" in the compensation system. The current understanding of compensation by some company operators is what we call 'external compensation', while ignoring 'internal compensation'. Business owners still hold a conservative and short-sighted view of paying their employees, thinking that paying a salary equivalent to the value of labor is enough to attract and retain talent. Companies often lack respect for employees' personalities, and even fail to pay attention to the existence of 'intrinsic compensation', resulting in negative intrinsic compensation for employees, extremely low employee satisfaction with the company, and tense labor relations.