战略薪酬管理:薪资与收益的转变模式

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战略薪酬管理:
薪资与收益的转变模式

   现在,很多公司还在以1950年代的补偿模型作为他们报酬系统的基础,这一模型曾经流行于美国公司称雄世界的短暂时期.然而现在随着行业环境竞争的愈加激烈，公司必须更加关注报酬的成本效益分析，而不是仅仅试图使用它来减小雇员的不满。公司必须提供雇员短期的激发与鼓励，从而使雇员培养起有助于公司发展的长期能力。最重要的是，公司还必须吸引并保留高绩效员工，防止由于公司薪酬系统在不考虑绩效水平的情况下给予每个员工同样的薪酬增长，这会导致高绩效员工对公司的疏远。
    传统的薪酬模式建立在中央集权化的组织模式基础之上。在这样的组织中，决定由高层做出并由管理者严格的解释任务。然而，随着全球化竞争日益成为一个突出的问题，公司需要一个与自己的运作相配套的薪酬系统来分散结构。大量的公司已经逐渐意识到，他们不能简单地把额外的薪资成本强加在未来的顾客身上。今天，我们的公司必须从一成不变的保守运行模式转变为更加灵活的模式，只有这样，我们的支付系统才能和员工参与管理的趋势保持步调一致。这种调整包括很多方面，包括更短的产品生命周期，更灵活的要求，对工人持续积累能力的要求，以及要求他们更多的思考工作。
    今天在大多数成功的企业中，雇员的报酬与收益正在逐渐组成为一个公司的战略计划。为什么？基本原理就在于雇员的薪资一直就是对一家公司长期的财务状况能够产生实质性压力的因素。薪酬结构应该考虑到一个公司的战略需求并且应该与公司的目标相一致。薪酬战略规划应该包括：对公司内外部环境的考虑；公司薪酬状况、薪酬目标的设计以及薪酬政策的改进。
    今天，一种战略性的薪酬趋向是通过使用激励性的薪酬支付来替代传统的每年一次的全员加薪。其原因是为了控制成本以及使薪酬与绩效更紧密的联系起来。我们可以把薪酬支付模式概括为两个时期：支付方法论趋向时期和收益报酬趋向时期。人力资源管理者必须做到对这些变化着的薪酬支付模式非常熟悉并且决定一种最适合自己企业的薪酬模式。

方正姚体Strategic Compensation Management:
 The Changing Pattern of Pay and Benefits
作者: Tudor, Thomas R., Trumble, Robert R., Journal of Compensation & Benefits, 0893780X, Sep/Oct96

Today, many companies still base their reward systems on the 1950s compensation model made popular during the brief period when U.S. companies dominated the world. With todays increasingly competitive environment, however, companies must look more closely at the cost-benefit of rewards, instead of just using them in an attempt to reduce employee dissatisfaction. Companies must provide short-term motivation and encourage employees to develop long-term skills that will aid the company. Most importantly, companies must also attract and retain high performers, instead of alienating them with pay systems that give everyone pay increases without regard to levels of performance. For example, such new compensation approaches may include skill-based pay, gainsharing plans, and flexible benefits systems.
Traditional compensation approaches are still often modeled on the centralization-based organizational model, in which decisions were made at the top and management rigidly defined tasks. However, with global competition becoming an increasingly prominent issue, companies need reward systems that match their movement to decentralized structures. Larger numbers of companies are also becoming very aware that they cannot just pass additional compensation costs onto future customers. Today, our pay systems must move in step with the participative-management trend by becoming more flexible instead of remaining fixed. This adjustment involves many factors including shorter product life cycles, a need to be more flexible, a need for workers to continually gain additional skills, and for them to think more on the job.
In today's most successful companies, employee rewards and benefits are increasingly incorporated into an organization's strategic planning. Why? The rationale is that employee compensation has a substantial impact on the long-term financial position of a firm. Compensation structures should consider an organization's strategic requirements and should match organizational goals. Compensation strategic planning should involve:consideration of the internal and external environment; and creation of an organization's compensation statement, compensation goals, and the development of compensation policies.
Today, one strategic compensation trend is the use of pay incentives instead of the traditional, annual “everybody gets” pay increase. The rationale is to control costs and to more closely tie performance to compensation. We can group the changing pattern of compensation into two general areas: Pay Method Trends and Benefits Trends. Human Resources managers should familiarize themselves with these changing trends and determine the plan that is most suitable for their organization.

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