Design of salary coefficient for chemical companies

Development Technology Chemical companies' position coefficient of salary designing work Ding Dingguo Yang Qian Content The author of this article has an in-depth understanding of the salary coefficient system of a chemical plant, affirmed its theoretical usability, but also pointed out the existing problems and proposed Improve the compensation plan proposal.

A chemical plant's job coefficient wage is a new salary system that is based on a large number of surveys of similar companies and based on job skill wages. Its basic idea is to unify existing multiple forms of distribution into a distribution model and to integrate the existing long-term policies. This kind of distribution policy forms the 'flexible distribution mode of the enterprise and the variable income level of the employees'.

First, the basic model of the post coefficient remuneration system 1. The basic principle of the salary coefficient of the post salary system, the basic principle of the fixed salary, the post salary change, the post salary increase, "the introduction of a variety of levels of horizontal alignment, focus Tilt, appraisal determine the post coefficient coefficient of salary of the distribution coefficient.The post coefficient is the work position of the company, through the labor test score into different positions, and determine its post coefficient accordingly, use this post coefficient multiplied by the salary benchmark is the post coefficient The basic model of wages includes four units, the relationship of which is: post coefficient wage = position wage + annual merit wage + special wage + benefit wage position salary consists of basic salary and assessment wage.

Post salary = the company's salary benchmark x post coefficient base wage is based on the location of the company's local minimum wage standard, according to the company's economic ability to determine the appropriate adjustment factor.

Annual salary is the employee's current year and cumulative labor evaluation. The annual wage coefficient is linked to the basic salary coefficient of the job, and the annual merit wage is calculated based on job contribution, which reflects the principle of efficiency first.

The annual salary of employees is based on the individual’s actual salary in the current year, and is comprehensively evaluated in terms of morality, ability, diligence and performance. The assessment of excellence can increase the 2-year annual coefficient of work that is equivalent to the basic salary coefficient of the person’s position. The assessment of merit can increase the basic salary of the position. Coefficient 1-2% China's human resources development China's capital x coefficient of wages J Special wages are wage units established for a few special or key personnel. Special salary can be set according to the needs of the company special salary, backbone salary and so on. The calculation formula is: special salary = salary standard x special salary coefficient set within.

Benefit-based wages are the distribution of the company's benefits to the employee's position coefficient and job performance, and give full play to the incentive function. Effective salary can be calculated according to the month, quarter and year, and its base is determined according to the bearing capacity of the enterprise's benefit.

Benefits wage = base X job coefficient X personal performance coefficient 2. Position coefficient Remuneration system in the establishment of the post coefficient Remuneration system to accommodate the current job elements and skill factors into a standard, forming a basic model of corporate wages, so that the wage distribution system Energetic.

The wage benchmark in the basic unit of the post coefficient remuneration system is based on the minimum wage standard for the region where the company is located. When setting up the base development technology module, the adjustment coefficient can be increased, and the enterprise can determine the growth adjustment coefficient according to its own affordability. The company’s benchmark wage in 2000 is 200 yuan.

The annual salary unit set in the post coefficient system has a principle difference from the salary in the past. The salary of working years is distributed evenly according to the length of service. The annual salary set is based on job contribution and is distributed, which reflects the incentive mechanism, competition mechanism and operating mechanism. At the same time, annual performance is linked directly to the assessment results, which truly reflects the role of annual performance.

The establishment of special salary units is an important measure for attracting and stabilizing talents, and it is also a norm for the various incentive measures adopted by current enterprises. The targets for implementing special wages include: First, the appointment of the company as a technology or business decision. Senior advisors, secondly, are appointed as professional and senior management specialists who emphasize high-tech, high-precision, and cutting-edge technologies. Third, they are senior technology and management personnel who make outstanding contributions to breakthrough key technologies or create significant benefits for enterprises. Special allowances for special industries.

The base of benefit wages is generally determined by enterprises based on benefits. When a company loses money, the company’s benefit pay is zero. The total corporate benefit payroll is determined once a quarter by the general manager's office according to the company's profitability. The individual benefit wage is determined based on the base of the company's total effective wage, and is determined based on the comprehensive conditions of the post coefficient and individual performance coefficient, and is paid once a month.

The post coefficient considers the basic rationality. The highest post coefficient is 6, the average coefficient is 3, and the highest wage is 2 times the average salary, which is basically controlled within 1-3 times. The average coefficient of the middle-level and above cadres was 4.77, the average coefficient of technical personnel was 3.6, the average coefficient of production technical workers was 3.14, the average coefficient of ordinary workers was 2.12, the average coefficient of general managers was 2.89, and a total of 12 and 32 levels were set.

The implementation of the new post coefficient wage reform program, a chemical plant's original heatstroke cooling subsidies, women workers health subsidies, telephone subsidies for leading cadres, job allowances, outstanding contribution allowances, toxic and hazardous work subsidies, etc. are all canceled.

The post coefficient salary design model comprehensively considers the actual economic benefits of the company, as well as job competition, incentives, and basic living factors of employees. Through the quantitative post coefficient method, the ratio of position wages to job position wages is referred to about 80%1. Moreover, with the increase in the importance of RI positions and the complexity of job positions, the proportion of position wages to job position wages will be further increased, laying the foundation for the company’s salary to be paid by posts, and logically avoiding pay-by-people compensation. In response to the intensified competition in the high-tech manufacturing industry and the serious loss of middle and high-level technical talents and management talents, the principle of tilting the compensation design focus to the management backbone and tilting to the technical field has been determined, and the sense of belonging of the core backbone personnel to the enterprise has been promoted. The only way to accomplish this is to cultivate talent, motivate talent, and retain talent.

The system of post-coefficient salary system implements the competitive incentive mechanism. On the one hand, the work position is no longer entirely dictated by the leadership, but by competency, the superior and the inferior are eliminated; on the other hand, the assessment and wages are integrated, the static position, dynamic assessment ", the various pay units and dynamic assessment Linkages have obviously overcome the elitism drawbacks of doing more with less, doing better and doing better.

The salary coefficient of the job is based on the different job performances shown by the employees, and they are reported with different salaries. The income gap is opened so that the ratio of the highest and lowest income within the company is increased to about 10:1, thereby promoting the improvement of the number and quality of employees' work and protection. The enthusiasm of the staff.

4. Embodies the benefit-based mechanism for more work. The distribution according to work is the basic principle of wage distribution. In the design of each salary unit, it highlights the mechanism of more labor and more interests. Each post has different basic wages due to its different coefficients. It is determined by post grade, with fixed salary, labor position, labor compensation, and labor contribution. The annual salary is no longer the record of the year. It will Associated with the position and performance, it becomes a part of more work and more work; the establishment of the effective salary unit has increased the flexibility of the distribution, and provides the conditions for the rational opening of the gap.

The establishment of a normal salary growth mechanism by the long mechanism is the most significant feature of the salary coefficient system for the post, which is embodied in: First, the wage benchmark changes with the change of the regional minimum wage standard, and the employee income will increase with the increase of the wage benchmark; Second, according to the results of the annual performance assessment, the annual wage will change, the assessment will increase the annual salary, and the annual salary will be deducted if the assessment is unqualified; the third is the post change, the wage change, the staff will change with the post, the technical level The increase will increase wages. Fourth, the company will have good returns and increase revenue. It will closely link the interests of employees with the interests of the enterprise. The enterprise will be prosperous, the employees will be rich, and the employees will be motivated to contribute to the enterprise.

III. Position coefficient Compensation system Practice diagnosis analysis Position coefficient Compensation system There are still some problems in the practical process of the past three years of development technology. Mainly manifested as the following aspects: From the basic level of design, the pay coefficient system of post coefficient cancels the different salary levels of different personnel, and the horizontal alignment of various wage levels seems to have reached internal fairness, but it ignores the same or equivalent positions. Differences in skills, work experience, etc. among different employees. Moreover, due to the problems in assessment, it is difficult for some capable employees to truly occupy the core leadership positions, and it is difficult to mobilize their enthusiasm for work, which is detrimental to the further development of core employees, and the incentive effect of the position coefficient compensation system has also been discounted.

The effect of the post coefficient salary system depends heavily on the accuracy of the job performance appraisal system. However, in the actual operation of a chemical plant, the first is the lack of a clear, quantitative performance index system for assessment, the assessment results are completely determined by the leadership, easily lead to distortion of the assessment results; Second, because China is a human society, management of human Consciousness is more important than management, which makes the assessment flow in form and in namelessness, resulting in distorted assessment results. Third, performance assessment of such individual positions can easily affect team cohesion and affect the formation of team combat effectiveness.

Since the position coefficient of all employees in the plant is clear, the grades are clearly defined, and the employees are artificially divided into different grades, individual job performance appraisal must also be separated to a level that will make the past harmonious and harmonious interpersonal relationships affected. In addition, the top job managers have higher job factors, poor work style, weak democratic awareness, and reduced staff participation in management, which creates dissatisfaction with employees and makes it difficult to mobilize enthusiasm.

The current salary coefficient system adopted by a chemical plant is a short-term incentive. The short-term effect of monetary stimulus is the most basic element that motivates employees to work, that is, wages and bonuses, which should also be the basis of the reward system. However, the lack of long-term protection of interests means that it lacks the ability to increase corporate cohesion in the form of dividends and equity. The most typical case is the distribution right of the Lenovo Group in 1985. Lenovo took out 359fc shares pro rata and distributed them to the start-up staff and other employees, effectively incentivizing staff morale, and increasing the cohesiveness of the company, making it continue to develop and become the top 100 electronics companies in China.

Fourth, to improve the post-coefficient salary plan proposal research, improve the accuracy of the assessment results Position coefficient The rationality of the salary distribution system is based on the accuracy of job performance appraisal, especially for managers, especially middle and senior management assessment The accuracy and openness of the results. Because the position coefficient of middle and senior managers is much higher than that of ordinary employees, their words and deeds will inevitably affect the behavior of subordinate employees. The accuracy of their assessment results will inevitably affect the development of the entire enterprise. Therefore, improving the accuracy of assessment results and increasing the openness and transparency of assessments are conducive to creating open, fair and competitive incentive mechanisms.

Through the work analysis, the work responsibilities and standards of the employees are defined, so that the assessment subjects form a common goal in terms of work goals, requirements, and responsibilities, and their job responsibilities, assessment indicators, job qualifications, etc. are specifically described, thus forming a position. Specific indicators of performance evaluation also make the post competency benchmark more clear and quantifiable, which is conducive to open recruitment and selection of talents.

Employee Coordinating and Cooperating Awareness Any organization must combine China's human resources to develop a group of talented people with different professional knowledge. Through the division of labor, coordination and cooperation among them, we can produce products with market value. In the salary design, through the establishment of departmental assessment coefficient, its work performance is directly linked to personal income, to ensure the cooperation and coordination of employees in the work, and to cultivate employees' collectivism spirit.

The equal status of the company's employees is a single “post-grading” model, which separates the harmonious relationship between managers and employees. Therefore, the most fundamental task of the company is to cultivate a common culture, and at the same time establish a culture for practice. The relationship between grades makes it possible for the company to develop continuously.

The mechanism gives equity incentives to the company’s core staff, enabling them to receive a generous remuneration for their performance when they are on the job. This avoids the brain drain of the company and attracts more talented people for the company. At the same time, it is also possible to make the core employees become one of the shareholders of the company and to change the state of the state-owned shares of the state-owned enterprises that are currently the only ones, which will help improve the governance structure of the company's legal person.

Pay attention to the calculation of labor cost efficiency and emphasize the effect of labor compensation. The measurement of the labor cost of an enterprise is not based on the level of labor remuneration, but on the rate of return on all labor remuneration paid, and improving human cost efficiency should become the main thread throughout the entire process of labor remuneration management. Therefore, the company strengthens cost-benefit accounting and pays attention to the scientific and skillfulness of each project's investment, so that the remuneration of each item can be rewarded.

Chief Editor Wang Yi)