Wages Are Very Important. They Can'T Be Adjusted At Will.

Handling all kinds of workplace conflicts is of great benefit to both workers and employers.

Our company is an old enterprise, many people cause the wage structure of management personnel to be confused, and now the leader asks for revision.

But I know that the salary of many people will be reduced to a certain extent after the amendment. If we adopt a one size fits all approach, there will be many disputes.

As the director of human resources department, I am not afraid of controversy, but because most of the management personnel are relatives of a certain leader, so the implementation is more difficult.

Analysis: Enterprise

It involves the vital interests of the staff and directly affects the enthusiasm of their work. Therefore, before any adjustment or change is made, it is necessary to mature before it can be implemented.

Generally speaking, it should be embodied in several aspects: first, the system should be designed to respect history, adjust objectives, and integrate new management ideas and methods, so that the whole plan can be effectively carried out in a stable situation and eliminate all kinds of resistance. Two, on the application target, the company's top pay is generally assessed by the group or higher level departments, while the main program is mainly directed at the personnel below the department level. It should reflect how to link with the post and performance and reflect the incentive nature; three, the composition of wages is generally divided into fixed wages, performance pay, job subsidies and related benefits. Four, on the basis of the actual development of enterprises, the implementation of "market-based dynamic salary management" should be carried out according to the actual development of enterprises, and the relationship between market wage level and the supply and demand of human resources.

After the preliminary plan is proposed, public comments should be sought. After the formal implementation, there is also an assessment and adjustment mechanism to make scientific adjustments according to the actual situation.

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Will become more mature.

Several subsidiaries of our company are distributed in different areas, and their welfare implementation varies. These benefits include five risks, one gold and other benefits.

After all, everyone is in a big company, if the difference is too large, on the one hand, it is not conducive to the flow of personnel, on the other hand, it is also easy to create an unfair sense.

What are the best ways to unite the benefits of various branches?

Analysis: for each branch's welfare implementation situation is not unified, first of all, we should analyze the reasons for the difference.

If this discrepancy is due to regional differences in the level of local economic development, cost of living and policy requirements, the company can act according to local policies as the operating standard. The head office only needs to define the general direction and guidelines. The specific implementation should be adaptable to local local policies. For example, the various social insurance contributions and provident fund payments are determined according to the local social wages, and the developed areas should be higher.

This is the law, the company itself is not suitable for adjustment, only in accordance with the law can be implemented.

The other case is that the branches are flexible.

In a certain range, the self allocation scheme can be fixed.

This is often motivated by the demand for business development.

In this regard, we need to look at the overall strategy of the company.

If it is in the start-up stage, the flexibility can be greater. If it is already a mature stage of business, the unified specification can be more.

Our company is a comprehensive logistics enterprise. Its core businesses include air, sea, land pportation, warehousing and express delivery.

At present, it is divided into three service areas in the whole country. It has more than 60 branches and more than 3000 sales teams.

Objectively speaking, the immediate realization of sales is of great importance to enterprises. But if we simply pursue sales performance, there will inevitably be confusion in the management of market costs, channels and accounts receivable. How can we encourage sales personnel to strive for sales performance without damaging the overall and long-term interests of enterprises and achieve long-term and short-term development balance?

Analysis: if the company hopes that the sales personnel can take into account the long-term interests of the enterprises and the balance of short-term development, the company itself must have a long-term vision.

As a large integrated logistics enterprise, the best way to succeed in fierce market competition is to grow together with the sales staff of the company, rather than simply pursue the immediate sales performance.

Training sales personnel to help sales personnel appreciate is an important way to achieve long-term and short-term balanced development.

In the course of training, sales staff can not only achieve better sales targets, but also provide more opportunities for development in the long run, which will create recognition and emotional affiliation for the company and become a long-term resource asset for the company.

In addition, performance appraisal standards can guide salesmen's behavior, so designing some indicators with long-term performance appraisal can also make salesmen's work long-term.

Finally, the standardized sales process can restrict the short-term behavior of salesmen in the process of striving for performance.

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