和員工(gong)(gong)(gong)(gong)(gong)談工(gong)(gong)(gong)(gong)(gong)資是(shi)(shi)很(hen)重要(yao)的(de)(de)一件事情。工(gong)(gong)(gong)(gong)(gong)資談不妥，人才是(shi)(shi)進不來(lai)的(de)(de)。每個員工(gong)(gong)(gong)(gong)(gong)入職(zhi)前都希望(wang)自(zi)己能拿(na)到更(geng)高(gao)(gao)的(de)(de)薪(xin)水，員工(gong)(gong)(gong)(gong)(gong)希望(wang)固(gu)定的(de)(de)工(gong)(gong)(gong)(gong)(gong)資越高(gao)(gao)越好，企業(ye)希望(wang)固(gu)定的(de)(de)工(gong)(gong)(gong)(gong)(gong)資越低(di)越好，如何(he)解決呢？建議是(shi)(shi)采(cai)用組(zu)合(he)性疊加薪(xin)酬激(ji)勵(li)的(de)(de)方式(shi)，例(li)如一個業(ye)務員工(gong)(gong)(gong)(gong)(gong)可(ke)以設計成(cheng)這樣的(de)(de)組(zu)合(he)性薪(xin)酬激(ji)勵(li)模式(shi)，底薪(xin)加提成(cheng)加KSF的(de)(de)薪(xin)酬績效分(fen)配，再(zai)加上目標獎金，合(he)伙(huo)人積分(fen)等方式(shi)，讓(rang)員工(gong)(gong)(gong)(gong)(gong)可(ke)以通(tong)過結(jie)果加效果來(lai)換取他想要(yao)的(de)(de)高(gao)(gao)收(shou)入。
剛來的(de)員工(gong)(gong)可能(neng)對(dui)彈性部分收入不(bu)了(le)解，或者是容易信(xin)心不(bu)足，但又覺(jue)得這(zhe)(zhe)個(ge)(ge)員工(gong)(gong)感覺(jue)能(neng)力不(bu)錯，那就(jiu)(jiu)(jiu)可以(yi)采用3到6個(ge)(ge)月(yue)保(bao)底(di)的(de)方式。假如(ru)對(dui)方底(di)線需(xu)求不(bu)低(di)于(yu)(yu)8000，就(jiu)(jiu)(jiu)可以(yi)這(zhe)(zhe)樣操作，如(ru)果(guo)(guo)按以(yi)上算法少于(yu)(yu)8000元(yuan)，就(jiu)(jiu)(jiu)按8000元(yuan)發放。如(ru)果(guo)(guo)按以(yi)上算法高(gao)于(yu)(yu)8000元(yuan)，就(jiu)(jiu)(jiu)按實(shi)際的(de)工(gong)(gong)資發放。如(ru)果(guo)(guo)連續3到6個(ge)(ge)月(yue)都保(bao)底(di)，這(zhe)(zhe)個(ge)(ge)員工(gong)(gong)也許(xu)只具(ju)有(you)(you)隱性的(de)能(neng)力，而不(bu)具(ju)有(you)(you)顯性的(de)價(jia)值，其(qi)實(shi)是建(jian)議(yi)淘汰的(de)。企業(ye)在(zai)和新入職的(de)員工(gong)(gong)談(tan)工(gong)(gong)資之(zhi)前，就(jiu)(jiu)(jiu)應該先(xian)設(she)計(ji)好高(gao)工(gong)(gong)資等于(yu)(yu)高(gao)績效的(de)機制，讓員工(gong)(gong)知道在(zai)這(zhe)(zhe)家企業(ye)如(ru)何能(neng)賺錢。這(zhe)(zhe)樣真正有(you)(you)能(neng)力的(de)員工(gong)(gong)才愿(yuan)意全(quan)力以(yi)赴的(de)在(zai)這(zhe)(zhe)家企業(ye)創造(zao)價(jia)值，因為創造(zao)價(jia)值是能(neng)夠拿到回報(bao)的(de)。
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