What are the skills of salary incentive and performance improvement?

On the topic of salary and performance, most people are probably very concerned. If the salary is set high, the performance will be good. If the salary is low, the performance will be poor. I don't think there is an absolute problem. In fact, salary and performance are also a game between bosses and employees, one is quantity and the other is specific proportion. The best model is to design a win-win ratio.

First, how to ensure the incentive of salary?

1, the total amount should be competitive, and too few can't retain excellent employees;

2. The structure should be reasonable, the fixed salary should meet the needs of daily life, and the fluctuation should be linked to performance;

3. The excessive progressive reward mechanism is designed to motivate outstanding employees and encourage more work and more pay;

4. Rewards should be linked to profits.

Second, about the salary increase.

1. The company will not pay for your past experience, but your contribution to the company;

2, to do this job thoroughly, to the extreme, to produce value, to be indispensable;

3. Talk to the boss about salary increase with results and performance;

4, professional attitude is the key, even if the ability is high, but the attitude is wrong, it is difficult to get the approval of the company leaders;

5. Break through, break through and break through again. The premise of salary breakthrough is performance breakthrough.

Third, why did you get a raise?

1, according to the contribution, the value you create is not your hard work;

2, according to your professional ability growth, not only knowledge, but also contribute to the development of the organization;

3, according to the actual salary increase, to do everything to the extreme;

4. We are against getting something for nothing, and we are even more opposed to getting a salary increase because of interpersonal relationships;

If you can have a fair heart, the chances of salary increase will increase several times.

Four, factors affecting the proportion and level of salary

1, the commission ratio will gradually decline with the brand power of the company, and the company will pay for all its contributions. The bigger the brand, the easier it is to sell;

2. Salary design itself is a game. Employers and employees set a high price, but employers are not satisfied. If it is set low, employees are not satisfied; The core is to design a win-win compensation mechanism;

3. Pay design should allow departments to fully participate, and HR should not toss.

Five, salary game and performance improvement skills

1, the interest game between boss and employee, one is quantity, the other is specific proportion, and the best model is to design a win-win ratio;

2. Without pressure, there is no motivation. Without motivation, there would be no RMB. Don't always think about lowering the index, but try to achieve performance;

3. Starting from the performance target, it is the key to find the strategies and skills to achieve performance breakthrough;

4. Improving team morale is the key.

Sixth, the core concept of salary design

1, let employees make money, otherwise beautiful formulas are in vain;

2. Control the fixed wage ratio and design the floating bonus, and the incentive lies in the bonus design;

3. Don't build a car behind closed doors in the design process, but let employees participate in it;

4. Pay adjustment rules and standards should be clearly designed. When the boss is most depressed, he has a salary increase application in his hand. I don't know if he should sign, the standard is more or less appropriate;

5. Job evaluation is of little significance.

Seven, year-end award.

1, linked to profit, and corresponding rules should be designed;

2. Number of contributors = bonus base (generally n times of monthly salary) ※ Attendance months/12※ Assessment coefficient;

3. The number of individual year-end awards is related to the improvement of the company's human efficiency, the average human efficiency is improved, and the average award is increased compared with the previous year, and vice versa;

4. The distribution logic of the boss is the key;

5, managing expectations, lowering expectations is better than fishing for high appetite.

Eight, behind the doubling of income.

1. With the increase of salary, the risk of the company's net profit growth will increase, and it is a challenge for hr to control the contradiction between salary ratio and individual salary growth;

2. It is impossible to control the cost of wages by recruiting people with low wages, and the value created by low wages will be low;

3. The solution can only be to control quantity, improve quality and increase per capita output value;

4, high gross profit is the key, the premise is the company's innovation ability.

IX. End of salary adjustment

1, the boss needs a good reason, why? Why adjust 1000 instead of 500?

2. What employees need is actual growth, whether the basis for salary adjustment is fair, and whether they suffer inequality if they are not widowed;

3. The focus of 3.hr is not to let department managers report to the boss for approval, but to organize business departments to formulate salary adjustment rules, which should be formulated according to employees' contributions and actual ability growth.

Ten, year-end salary four problems to be solved.

1, salary adjustment, design salary adjustment rules, establish job grading standards, and evaluate personnel levels, and adjust salary according to rules rather than personnel subjectivity;

2. Adjust the salary system, evaluate the incentive of the existing salary mechanism, and optimize the salary of core positions, especially the salary of marketing positions;

3. Evaluate the realization of annual performance and design annual salary payment rules;

4. Prepare the salary budget for next year.