文化与薪酬

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在不远的过去，有关薪酬等级和薪水的信息还处于一种封闭状态。雇主们不会相互交流信息，雇员们相互之间也不会谈论此类事情。出于种种目的，薪酬机制在那时是一种保密的系统。
而现在一切都已经改变了。各个公司努力地在宏观层次和微观层次问题上进行交流：例如，整个系统是如何同时运行的；它是如何影响单个雇员的。与此同时，X一代（X-ers）更愿意公开谈论他们的起始薪水和薪酬调整。在越来越透明的企业里，薪酬机制的不公正行为将会变得十分明显。正如某个不知名者所的：“薪酬虽不是组织行为有吸引力的工作场所的最重要因素，然而，它至少应该是第二或者第三重要的因素。”
企业必须做得更好。几乎所有的企业都忽略了其薪酬方案的沟通和运用一致的重要性。它们花大量的金钱用于设计成熟的甚至是非常精细的薪酬方案，以达到其业务战略目标。然后用雇员手册附件或者用影音文件的形式下发给每一个雇员甚至是给到一个已经被错误引导的管理者手上，以解释新的薪酬结构。但是，不管薪酬方案本身如何完美，如果没有一个和薪酬方案一样完美的沟通策略，这个薪酬方案仍然不能达到它的目的。
一个良好的薪酬计划的沟通策略应该完成以下三个关键任务：
说明薪酬方案和公司整体战略的联系；
如何在公司的日常运行中应用这个方案；
对薪酬方案的细节进行沟通。
说明薪酬方案和公司整体战略的联系
 在提高全球市场地位的动机驱使下，各企业或以拓展市场份额，或以提高工作效率，或以低成本，或以吸引、挽留和激励高端人才的能力进行竞争。为了充实它们的人才库，各公司正在加紧设计更有吸引力和更有创意的薪酬包。高层经历薪酬包、利润分享、管理业绩和开发雇员能力的创造性的方案，一定能帮助企业在竞争日益激烈的国际市场环境中实现其关键业绩目标。
 如果设计得当，薪酬方案将会和公司整体战略目标联系起来。例如，如果一个公司把未来的成功寄希望于对垂直管理的组织结构进行扁平化重组，那么，一个以利润分享或者团队激励为特征的薪酬方案将会增强团队协作精神，并消除跨部门障碍。
 不管公司的关键目标和薪酬方案之间的联系是什么，公司都必须向所有的雇员进行清晰、统一的说明。实际上，每一个由高层所做的与薪酬相关的演讲、每一篇解释薪酬方案的文字材料、每一次雇员参加的薪酬方案宣讲会都应该在不断重复这个方案的目的。

仿宋Culture and Compensation
In the not-too-distant past, information about pay scales and salaries was kept close to the vest. Employers didn’t share much information, and employees weren’t talking. For all intents and purposes, in most environments, compensation was a secret enterprise.
Things are different these days. Companies struggle with pay communication at both the macro levels and micro levels: namely, how dose the overall system work? And how dose it affect individual employees? At the same time, generation X-ers are inclined to talk much more openly about starting salaries and pay adjustments. With more openness in the workplace, inconsistencies in the way a company’s pay system is communicated and applied will be glaringly obvious. AS an anonymous person once observed, ”Pay is not the most important thing that makes organizations attractive places to work. However, it’s much more important than whatever comes third or fourth.”
Companies need to do a better job. All too often they neglect the critical tasks of communicating and consistently applying their compensation programs. They spend a great deal of time and money designing sophisticated and sometimes elaborate compensation programs to accomplish strategic business objectives. Then, they leave it to an insert in the employee handbook or, worse yet, to an ill-advised supervisor, perhaps with a video, to explain the new pay structure. But a compensation plan, no matter how brilliantly designed, will not accomplish its objectives without a communication strategy that is just as brilliantly designed as the plan itself.
A strategy for communicating a compensation plan must accomplish three critical tasks:
Demonstrating the link between the compensation plan and the company’s overall business strategy
Applying the program in the day-to-day operations of the company
Communicating the plan details
Demonstrating the link between the compensation plan and the overall company strategy
 In the drive to enhance their positions in the global marketplace, companies are increasingly competing on the basis of expanded market share, greater efficiency or lower cost, and their ability to attract, retain, and motivate the top talent. To fortify their talent pools, companies are hastening to design more attractive and innovative compensation packages.

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