企(qi)業(ye)這樣設計薪(xin)酬(chou)體系，員工才會拼命干。許多老(lao)板為追(zhui)求短平快，而(er)去(qu)做股權激勵，卻(que)找不(bu)到(dao)合適的(de)(de)激勵對象，其(qi)實，中小制(zhi)造型企(qi)業(ye)的(de)(de)苦(ku)惱(nao)不(bu)在于(yu)不(bu)舍得分(fen)錢，而(er)在于(yu)難以確定分(fen)配(pei)(pei)對象以及分(fen)配(pei)(pei)比例，究其(qi)本質(zhi)，是因(yin)為在過往(wang)的(de)(de)管理過程中，企(qi)業(ye)沒有建立健全的(de)(de)薪(xin)酬(chou)體系。那么，企(qi)業(ye)應該(gai)如何設計薪(xin)酬(chou)體系？
第一，建立(li)好薪酬管(guan)理規(gui)定(ding)。規(gui)定(ding)如何核算發放核查薪酬。
第二，進行薪酬總額的(de)(de)控(kong)制(zhi)。在做(zuo)薪酬體系(xi)設(she)計的(de)(de)時候，首先要(yao)根據企業(ye)的(de)(de)經營情況(kuang)、產(chan)品類型和利潤(run)情況(kuang)等(deng)等(deng)，做(zuo)好企業(ye)薪酬總額的(de)(de)控(kong)制(zhi)，即明確企業(ye)的(de)(de)工資產(chan)值比.
第三，各部(bu)門人員工(gong)(gong)(gong)(gong)資(zi)(zi)結構(gou)的設(she)定。合(he)理的工(gong)(gong)(gong)(gong)資(zi)(zi)結構(gou)，應該包(bao)括固定的工(gong)(gong)(gong)(gong)資(zi)(zi)部(bu)分(fen)，如(ru)基本工(gong)(gong)(gong)(gong)資(zi)(zi)、崗位工(gong)(gong)(gong)(gong)資(zi)(zi)、技能或能力工(gong)(gong)(gong)(gong)資(zi)(zi)、工(gong)(gong)(gong)(gong)齡工(gong)(gong)(gong)(gong)資(zi)(zi)等等，又包(bao)括浮動(dong)工(gong)(gong)(gong)(gong)資(zi)(zi)部(bu)分(fen)，如(ru)效益工(gong)(gong)(gong)(gong)資(zi)(zi)、業(ye)績工(gong)(gong)(gong)(gong)資(zi)(zi)和獎金等等。
第四(si)，分級評定。要設置(zhi)每個崗位(wei)的職等職級。
第五，流程設定薪酬(chou)核算、發放流程等等。
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