【HR术语】薪酬管理的目标是什么？（What are the objectives of compensation management?）
薪酬管理的目标是什么？
薪酬管理的目标是通过与公司预算、相应的就业市场和政府法规保持一致的有竞争力的薪酬计划，吸引、聘用和留住顶尖人才。
良好的薪酬管理应该：
吸引和招聘人才
激励员工
保持士气
遵守政府法规和公司薪酬理念
反映当前的就业市场
薪酬管理可以通过提供以下服务来实现其目标：
有吸引力的薪酬
有用的福利
奖金、奖励和改善员工福利的计划
退休储蓄
保险
人力资源领导为什么要关注薪酬管理的目标？
人力资源领导者在制定符合员工需求和愿望、与公司愿景相一致的薪酬计划方面发挥着举足轻重的作用。保持良好的薪酬可以提高以下方面：
参与度
留住员工
生产力
公司提供有竞争力且能提高生活质量的薪酬，可以提高员工的工作积极性，改善工作绩效，最终使公司取得更大的成功。
实现薪酬管理目标的技巧
人力资源部门的领导者可以与管理人员合作，针对员工的需求和多变的就业市场，制定一个包容性的薪酬计划，从而支持有效的薪酬方案。
制定并应用薪酬理念。薪酬理念正式记录了公司为员工提供工资、奖金和福利的理由。始终坚持薪酬理念，可以向现有团队成员和求职者展示公司的诚信和透明度。
收集员工反馈。员工可以就薪酬计划提供最准确的反馈。人力资源领导者可以进行匿名调查，让员工反映他们的真实意见和建议。在进行调查之前，人力资源领导者可以向员工解释为什么要进行调查，员工的意见和经验是非常宝贵的，而且他们的工作满意度也很重要。
落实员工反馈。人力资源领导者和薪酬经理可以根据员工的反馈意见实施变革。虽然在制定薪酬计划时需要考虑很多方面，但调整薪酬计划以满足员工的财务和生活需求，可以提高员工的留任率和参与度。
解释薪酬计划。您的员工可能会获得有竞争力的薪酬方案，但却不知道如何获得他们的福利。人力资源领导可以与管理人员一起审查薪酬计划，让管理人员向其团队成员说明这些计划。这有助于团队成员了解薪酬方案的方方面面，并从中受益。
提供提高生活质量的薪酬。除基本工资外，薪酬还可包括提高生活质量的福利，如股票和期权计划、舒适的工作环境、工作时间和地点的灵活性、工作场所健康计划、额外假期或每日新鲜餐饮。
有哪些薪酬目标的例子？
薪酬有两种类型，反映了吸引、聘用和留住优秀专业人才的各种福利和激励措施：
直接薪酬
间接薪酬
直接薪酬指员工获得的任何有形货币价值的福利。这包括定期发放的工资，如薪金、工资、奖金和佣金、医疗福利、节假日工资和交通费。
间接补偿是指不具有物质价值的任何福利。这包括从法律要求的保护计划和保险到职业发展、晋升机会和退休计划等任何方面。
最近几年，越来越多的组织采用每周四天工作制，在不减少工资的情况下减少工作时间。这是间接补偿的一个例子，即在相互信任的前提下，赋予员工对工作环境更多的自主权。
实现薪酬管理目标面临哪些挑战？
即使有最好的意图和合理的分析，薪酬管理目标所面临的挑战也会促使薪酬战略做出额外的调整。
当前的工资水平。经济环境和人口结构会影响组织的薪酬目标。外部市场压力会抬高某些职位的薪酬，超过其相对价值。
工会。部分员工可以通过工会等代表组织表达自己的利益。因此，工会应成为薪酬管理目标的一部分。
政府制约。政府根据最低工资、加班费、同工同酬、童工和记录保存等要求对薪酬进行管理，而不论工作价值如何。雇主还有义务支付 “同工同酬”，这是一项薪酬均等倡议，旨在消除历史上的收入差距，如男女之间或少数民族之间的收入差距。
战略和政策。薪酬受制于组织人事和薪酬战略与政策的不断变化。通常情况下，组织可能会让未加入工会的员工获得与加入工会的员工相同的加薪，以阻止更多员工加入工会。
国际薪酬挑战。国际薪酬是一项独特的挑战，因为外国子公司必须考虑当地的环境和文化。
生产率和成本。雇主总是将利润放在首位。企业的生存取决于此。从这个意义上说，薪酬必须是对等的： 企业支付给员工的薪酬不能超过他们对企业的价值。
国际薪酬的目标是什么？
国际薪酬旨在吸引有意愿（和能力）参与国际任务的专业人员。对于希望留住顶尖人才的跨国公司来说，有竞争力的薪酬计划至关重要。
好的国际薪酬应该：
吸引有才干、有资质的专业人员愿意承担国际异地工作
为外派员工的流动提供便利
在国内员工和国外子公司的薪酬之间保持一致和合理的关系
通过减少不必要的开支保持成本效益
人力资源管理技术如何帮助实现薪酬目标？
人力资源管理技术可以支持薪酬战略，帮助人力资源领导者将公司的财务运营与总体人员和业务目标结合起来，以确保可持续的成功。
人力资源管理技术通过以下方式实现薪酬目标：
协助人才招聘和流动、绩效管理、公平和考勤
使关键信息更易于获取且更加透明
以更高的通用性和效率超越人工流程，例如将数据手动输入电子表格
提供重要资源，确保在危机发生时有效补救
将人力资源团队从 “纸上谈兵 ”转变为战略业务领导者，为人事决策提供宝贵意见
实现薪酬管理目标如何改善公司文化？
通过全面的薪酬计划吸引、留住和吸引员工，是建设繁荣的企业文化不可或缺的一部分。薪酬方案既能提供市场范围内的薪资，又能解决员工的福利问题，这表明了公司对员工的重视程度。获得这种全包式薪酬的专业人员必然会为公司文化贡献积极的能量和良好的态度。
以下为文章原文：
What are the objectives of compensation management?
The objectives of compensation management are to attract, engage, and retain top talent through competitive compensation plans that align with the company budget, corresponding job market, and government regulations.
Good compensation management should:
Attract and recruit talent
Motivate your people
Maintain morale
Adhere to government regulations and company compensation philosophy
Reflect the current job-market
Compensation management can achieve its objectives by offering:
Attractive salaries
Useful benefits
Bonuses, incentives, and programs to improve employee wellbeing
Retirement savings
Insurance
Why should HR leaders care about the objectives of compensation management?
HR leaders play a pivotal role in building compensation plans that fit employees’ needs and desires and align with the company’s vision. Maintaining excellent compensation can lead to an increase in:
Engagement
Retention
Productivity
Companies that offer competitive and life-enhancing compensation can raise motivation in the workplace and improve work performance, which ultimately leads to greater company success.
Tips for achieving your compensation management objectives
HR leaders can support effective compensation packages by collaborating with managers to build an inclusive compensation program that addresses their people’s needs and the fluid job-market.
Develop and apply a compensation philosophy. A compensation philosophy formally documents the company’s reasoning behind people’s salaries, bonuses, and benefits. Consistently adhering to the compensation philosophy demonstrates company integrity and transparency to current team members and job candidates.
Gather employee feedback. Your people can provide the most accurate feedback regarding compensation plans. HR leaders can conduct anonymous surveys, allowing people to relay their honest opinions and suggestions. Before conducting the survey, HR leaders can explain why they will run it, that people’s opinions and experiences are invaluable, and that their job satisfaction matters.
Follow through on employee feedback. HR leaders and compensation managers can implement changes based on employee feedback. While there are numerous aspects to consider when building compensation plans, adjusting compensation plans to address people’s financial and lifestyle needs can lead to greater retention and engagement.
Explain the compensation plan. Your people may receive competitive compensation packages but aren’t aware of how to access their benefits. HR leaders can review compensation plans with managers, who can clarify the plans to their team members. This helps team members appreciate and benefit from every aspect of the compensation package.
Offer compensation to improve quality of life. In addition to base pay, compensation can include life-enhancing benefits, such as a shares and options plan, a pleasant work setting, flexibility in where and when they work, a workplace wellness program, extra vacation days, or daily fresh catering.
What are some examples of compensation objectives?
There are two types of compensation, reflecting a broad spectrum of benefits and incentives to attract, engage, and retain talented professionals:
Direct compensation
Indirect compensation
Direct compensation describes any benefit an employee may receive with a tangible monetary value. This includes regularly distributed pay such as salaries, wages, bonuses and commissions, medical benefits, holiday pay, and conveyance.
Indirect compensation refers to any benefit that does not hold a material value. This can include anything from legally required protection programs and insurance to career development, advancement opportunities, and retirement programs.
The last couple of years have seen organizations increasingly adopt the four-day work week, reducing working hours without cutting pay. This is an example of indirect compensation, whereby people are given increased autonomy over their work environment in a demonstration of mutual trust.
What are some challenges to meeting compensation management objectives?
Even with the best intentions—and rational analyses—challenges to compensation management objectives can prompt additional adjustments to a compensation strategy.
Current wage rates. Economic climate and demography influence an organization’s compensation objectives. External market pressures can inflate the pay for some jobs, exceeding their relative worth.
Unions. Part of the workforce may convey their interests through representative organizations like unions. As such, unions should feature in the objectives of compensation administration.
Government constraints. The government regulates pay—regardless of job worth—in accordance with minimum wage, overtime pay, equal pay, child labor, and record-keeping requirements. Employers are also obliged to pay “equal wages for comparable work,” a pay-parity initiative created to eradicate historical income disparities such as those between men and women or minorities.
Strategy and policy. Compensation is subject to the changing landscape of an organization’s people and compensation strategies and policies. Commonly, an organization may award people not affiliated with a union the same raise as unionized employees to deter additional unionization.
International compensation challenges. International compensation presents a unique challenge as foreign subsidiaries must be mindful of local context and culture.
Productivity and costs. Employers will always prioritize profit. The survival of their business depends on it. In this sense, compensation must be reciprocal: An organization can’t pay people more than their value to the firm.
What are the objectives of international compensation?
International compensation aims to attract professionals with the desire (and ability) to engage in international assignments. A competitive compensation plan is vital for multi-national companies that wish to retain top talent.
Good international compensation should:
Attract talented, qualified professionals willing to commit to international relocation
Facilitate the movement of expatriate employees
Manage a consistent and reasonable relationship between the pay of domestic employees and foreign subsidiaries
Remain cost-effective through the reduction of unnecessary expenses
How can HRM tech help fulfill compensation objectives?
HRM tech can support compensation strategies by helping HR leaders align the company’s financial operations with their overall people and business goals to ensure sustainable success.
HRM tech fulfills the objectives of compensation by:
Assisting with talent acquisition and turnover, performance management, equity, and attendance
Making critical information more accessible and transparent
Outperforming manual processes—like manually inputting data into spreadsheets—with better versatility and efficiency
Providing vital resources to ensure efficient remediation, should a crisis occur
Transforming HR teams from “paper pushers” into strategic business leaders who can provide invaluable input on staffing decisions
How can achieving your compensation management objectives improve company culture?
Attracting, retaining, and engaging your people through a comprehensive compensation program is integral to building a thriving company culture. Compensation packages that provide market-range salaries and address employee wellbeing demonstrate how much a company values its people. Professionals who receive such all-inclusive compensation are bound to contribute positive energy and a good attitude to the company culture.
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2024年06月03日
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【HR术语】什么是绩效奖金？（What is a performance-based bonus?）
什么是绩效奖金？
绩效奖金是给予团队成员的额外报酬，作为对达到预先设定的目标和基准的奖励。
领导层通常会在对杰出项目或高质量工作表现进行评估后，用绩效奖金奖励团队。
绩效奖金的类型和示例
每个组织都会制定并遵循自己的政策来奖励出色的工作。最常见的绩效奖金类型包括
现场奖金。当场奖金是一种 “当场 ”决定，是对高绩效的一种补偿。管理者通常从自由支配基金中提取即期奖金，领导层可设定即期奖金的指定发放时间。
佣金奖金。佣金奖金通常用于销售部门，是销售利润的一个预定百分比，通常颁发给团队成员，以表彰他们在确保销售中所发挥的作用。
任务奖金。这是在团队成员实现预定的具体目标后给予的补偿。这些目标可以是整个团队的标准化目标，也可以是根据每个人的技能组合和工作职责制定的个性化目标。
利润分享奖金。如果组织的利润高于预期，他们可能会用利润分享奖金来奖励业绩超出预期的员工。
收益分享奖金。收益分享奖金通常在制造业发放。通常在产品需求量大的季节发放，收益分享奖金支付给帮助提高生产效率和质量的员工。
人力资源领导为什么要关注绩效奖金？
基于公平标准而精心设计的绩效奖金制度可以激励团队成员完成高质量的工作，达到既定目标，并保持积极性和生产力。
绩效奖金还能帮助人力资源领导层实现以下目标:
让团队成员参与并为公司的长远发展感到兴奋
留住优秀员工，提高他们对公司的忠诚度
吸引新的人才加入公司
激励员工发挥潜能
绩效奖金：优点与缺点
虽然绩效奖金是激励员工和奖励出色表现的好方法，但也并非没有挑战。如果企业没有明确的战略来监控绩效奖金的发放频率、范围和对象，那么企业的底线和企业文化都会受到影响。
让我们来看看绩效奖金的优点和挑战。
绩效奖金如何计算？
虽然每家公司都采用自己的模式来计算绩效奖金，但许多组织都选择在员工完成预定目标后，每年按工资的一定比例给予奖励。
如果绩效奖金是按季度、按月，甚至是临时性的发放，那就比较麻烦了，因为奖金总额要在全年中进行分配。
平均绩效奖金是多少？
平均而言，绩效奖金约占年薪的 2.5%-7.5% 左右。
根据 Ceic 的数据，美国的平均年薪为 55,020 美元，因此平均每年的绩效奖金在 1,375.50 美元到 4,126.50 美元之间。抛开全国平均水平不谈，某些职业也能带来不菲的收入。如果你有幸在 2014-2020 年间为巴塞罗那足球俱乐部效力，那么你的合同中就包含了 11,000,000 欧元的奖金，只要你在一个赛季中至少参加了球队一半的比赛。足球生涯失败了，为什么不试试投资或成为商业巨头呢？据报道，特斯拉董事会同意向首席执行官埃隆-马斯克支付550亿美元的10年奖金，相当于1100万块卡地亚手表。
如何确保有效实施绩效奖金？
人力资源领导者可以领导管理者与员工之间的合作，制定绩效奖金标准，有效激励团队，并与公司预算和目标保持一致。人力资源领导者可以结合以下步骤，创建一个动态的绩效奖金系统：
确定标准。人力资源领导者应制定绩效奖金的评估标准，并确保管理人员及其团队对此有所了解。向双方解释标准可为他们提供必要的信息，以便尽最大努力做好本职工作。人力资源部门还可以实施绩效衡量系统，最大限度地挖掘员工潜力，确保客观公正。
培训管理者指导团队。根据 Zippia 于 2022 年发布的研究报告《30 项平均奖金统计》，“总体而言，奖金可使员工在工作场所的参与度提高八倍”。由于管理者在员工敬业度方面发挥着至关重要的作用，因此教育他们成为有效的教练，可以直接提高员工的工作绩效，进而推动公司的发展。
邀请团队参与目标设定。人力资源领导可以邀请团队成员帮助制定可实现的绩效奖金目标。如果员工参与目标制定过程，他们就更有可能更好地把握未来的任务，并有动力完成这些任务。
持续发放绩效奖金。绩效奖金应按照统一的时间表发放。这样，员工就能制定相应的计划，在截止日期前完成任务，增加获得绩效奖金的机会。
让绩效奖金目标与公司目标保持一致。人力资源领导者可以通过整合促进个人和公司成功的目标来增强员工的能力。这能让员工更加投入，知道自己的工作具有意义和重要性。
绩效奖金如何改善公司文化？
绩效奖金制度可以奖励专业人员的成就，并公平、准确地衡量工作绩效，从而给员工带来成就感。他们可以体验到职业成长，从为公司的整体成功做出贡献中获得满足感，并更有可能为公司文化带来积极的能量和良好的态度。
以下为文章原文：
What is a performance-based bonus?
A performance-based bonus is an extra compensation granted to a team member as a reward for reaching pre-established goals and benchmarks.
Leadership often rewards their teams with performance bonuses after evaluating outstanding projects or high-quality work performances.
Types and examples of performance bonuses
Every organization creates and follows their own policy to reward exceptional work. The most common types of performance bonuses include:
Spot bonuses. A spot bonus is an “on the spot” decision, a form of compensation awarded in recognition of high performance. Managers often draw spot bonuses from a discretionary fund and leadership may set designated times for spot bonuses.
Commission bonuses. Commonly utilized by sales departments, commission bonuses are a predetermined percentage of sales profit, usually awarded to a team member in recognition for their role in securing a sale.
Mission bonus. This is compensation awarded to team members after the achievement of specific, predetermined goals. These goals can be standardized for the whole team or personalized for each individual, based on their skill set and job responsibilities.
Profit-sharing bonus. If an organization turns a higher profit than expected, they may reward people who exceeded performance expectations with profit-sharing bonuses.
Gain-sharing bonus. Gain-sharing bonuses are commonly awarded in the manufacturing sector. Usually given during seasons where their products are in high demand, gain-sharing bonuses are paid to the people who help improve efficiency and quality of production.
Why should HR leaders care about performance bonuses?
A well-designed performance bonus system based on fair criteria can stimulate team members to deliver quality work, reach set targets, and maintain motivation and productivity.
Performance bonuses can also help HR leadership to:
Keep team members engaged in–and excited about–the company’s longevity
Retain top performers and drive company loyalty
Attract new talent towards the organization
Motivate people to achieve their potential
Performance bonuses: advantages vs disadvantages
While performance bonuses are a great way to motivate your workforce and incentivize exceptional performance, they’re not without challenges. If an organization has no clear strategy in place to monitor the frequency, scope, and recipients of performance bonuses, both their bottom line and company culture can be affected.
Let’s consider both the strengths and challenges associated with performance bonuses.
How are performance bonuses calculated?
While every company adopts its own model to calculate performance bonuses, many organizations choose to reward their people annually with a percentage of their salary, upon the completion of predetermined targets.
It gets a little trickier if performance bonuses are paid quarterly, monthly, or even on an ad hoc basis, as the total bonus amount is divided throughout the year.
How much is the average performance bonus?
On average, performance bonuses amount to around 2.5 percent-7.5 percent of an annual salary.
According to Ceic, the average annual salary in the United States was $55,020, making the average annual performance bonuses stand between $1,375.50 and $4,126.50 per year. Forget national averages, certain careers can yield the big bucks. If you were lucky enough to play for FC Barcelona between 2014-2020, your contract included an €11,000,000 bonus for playing at least half of the team’s games during a season. Failing a football career, why not try investment or becoming a business magnate? The Tesla board reportedly agreed to pay CEO Elon Musk a 10-year bonus of $55 billion, the equivalent of 11 million Cartier watches.
How can you ensure effective implementation of performance bonuses?
HR leaders can lead a collaboration between managers and their people to establish performance bonus criteria that effectively motivate the team and align with the company budget and goals. HR leaders can incorporate these steps to create a dynamic performance bonus system:
Define criteria. HR leaders should establish the criteria they’ll be using to assess for performance bonuses, and ensure that managers and their teams understand it. Explaining the criteria to both provides each with the necessary information to do their jobs to the best of their ability. HR can also implement a performance metric-system to maximize employee potential and ensure objectivity and fairness.
Train managers to coach their teams. According to Zippia’s 2022 research, 30 average Bonus Statistics, “Overall, bonuses lead to workers being eight times more engaged in the workplace”. Because managers play such a vital role in employee engagement, educating them to become effective coaches can directly enhance employee work performance and in-turn advance the company.
Invite teams to take part in target-setting. HR leaders can invite team members to help establish attainable performance bonus goals. There is a higher probability that people will better grasp the tasks ahead of them and have the motivation to accomplish these tasks if they participate in the goal-setting process.
Offer performance bonuses consistently. Performance bonuses should be granted according to a consistent timeline. This way, people can plan accordingly to meet deadlines and increase their chances of qualifying for a performance bonus.
Align performance bonus goals with company goals. HR leaders can empower their people by integrating goals that promote both individual and company success. This allows their people to feel more engaged, knowing that their work holds meaning and importance.
How can performance bonuses improve company culture?
A performance bonus system that rewards professionals for their achievements and measures work performance fairly and accurately gives people a sense of accomplishment. They can experience professional growth, satisfaction from contributing toward the overall success of their company, and are more likely to bring positive energy and a good attitude to the company culture.
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