Introduction:
Whenever the salary adjustment period comes, employees will think in their minds how much they will increase this year. Although the salary adjustment methods of different companies vary greatly, the outcome is roughly the same:
companies have worked hard to increase costs and raise wages for everyone, but the returns they get are complaints, those who have increased more are dissatisfied because of higher expectations; those who have increased less are dissatisfied, and those who have increased less think that they have worked hard but cannot be recognized. In short, salary adjustments have become companies that use money to criticize.
is being paid adjustment, why are there many such situations that are not pleasing to spend money? Why are you still not satisfied with your salary increase?
First of all, the plan is unscientific and is mainly reflected in two aspects:
First, the overall salary adjustment lacks basis.
A human resources manager described their plan in this way: "In order to satisfy the boss, our human resources department has prepared four plans with different adjustment ranges, including 15%, 20%, 25%, and 30%, so that the boss can feel which one is more reasonable. No matter which plan is finalized, we are all prepared." From this case, it can be seen that when adjusting the salary, the determination of the overall salary adjustment often lacks scientific and sufficient basis.
salary adjustment lost its benchmark value from the beginning, and no matter how finely designed the subsequent plan is, it will be doomed to have a failed ending. Because employees lack accurate positioning and reasonable expectations of salary adjustment range, it is difficult to fill employees' expectations no matter how much they increase.
The second is: the basis for personal salary adjustment is not recognized.
Some companies adopt a general adjustment method. This big pot meal method does not consider the differences in the contribution of employees of different positions and performance to the overall performance of the organization. Employees with great contributions will inevitably be dissatisfied; some also undergo differentiated salary adjustments according to their seniority, rank, performance, etc., but it is also difficult to encourage the advanced and be accepted by most people. is ultimately a lack of convincing, fair and scientific basis for determining the level of salary adjustment.
communication is not in place. In an interview with
, an employee said: "The company's policies and systems are not transparent. At the end of last year, our leader mysteriously told me that he had increased by 500 yuan a month, and told me not to tell others.
- Later, by chance, I learned that my colleagues around me were talking privately, saying that I had a good relationship with the leader and that the leader had increased a lot. But until now I don't know what the increase was based on, how much the company's per capita rose, and whether I had the most.
- I feel that I was wronged by everyone!" Due to the sensitivity of salary, many companies adopt the secret salary system . In fact, the secret salary system is correct, but it does not mean that any questions about salary must be kept silent.
- On the contrary, in some key issues related to salary, such as salary adjustment basis and policy principles, the company needs to spend time and energy to promote, communicate and explain. If necessary, it can also widely solicit employees' opinions and get everyone's understanding and recognition so that the salary adjustment can be made clear.
Today brings a case of our company helping a catering industry to make salary changes.
- In May this year, we went to a catering company to guide the implementation of the KSF salary performance plan and communicated with the store manager about personnel issues. The store manager said that there are now 17 private rooms, and there are still 2 waiters who are missing, and there are currently insufficient staff.
- On the last day of our project (30th), we exchanged her own salary performance plan with the store manager and confirmed with her that it will be implemented from September 1st. As a result, she proposed that the waiter Zhang would be forced to rest tomorrow.
Boss: "Why?"
Store Manager: "Because Zhang has a bad service attitude and is not active in his work, I have long wanted to fire him. Now that I have indicators for human performance, I must deal with him immediately, because the plan will be implemented tomorrow."
Boss: "Didn't you always say that there is not enough manpower? If Zhang is gone, can the work be arranged smoothly? "
Store Manager: " Mr. Chen, don't worry, I have already thought about it. The employee rest has been temporarily changed from 1 day to half a day. During the peak meal time, I asked the office staff and the dishwashing aunt to help deliver the dishes. No problem. "
Are employees assets or liabilities?
This case analysis
After the incident, the boss told me: "The store manager has been in the restaurant for almost 10 years. The first time he took the initiative to fire an unqualified employee. Zhang has worked in our restaurant for more than 2 years and has never heard her say it before. "
boss said that his mood was really mixed. He was happy that the store manager finally began to take responsibility. He was worried that an employee like Zhang had been working passively in the restaurant for more than two years, but the store manager had never asked to persuade him to give up.
case comments
Many restaurant managers use fixed salary or basic salary + commission salary, and the following problems will arise.
1, The results of fixed salary
- store manager has no direction: because it is a fixed salary, the store manager only works most of the time, but he doesn't know why the result is responsible.
- store manager has no motivation: because it is a fixed salary, the more work, the more work, the more work, the more work, the more work is more stressful, so it's enough to be "almost".
- store manager has no pressure: because it is a fixed salary, the monthly income is unstoppable, the benefits are not stressed, and the work pressure will naturally be much smaller.
2, The results brought by basic salary + commission
- only performance: all the focus of is on performance, and other aspects are easy to problems.
- constantly asks for more personnel: hopes that more employees will work to achieve the idea of improving services and increasing performance, but the result is often 1 monk carrying water to drink, 2 monk carrying water to drink, and 3 monks have no water to drink.
- constantly asks for more investment: always finds ways to make the company invest various resources on the grounds of the investment of competitors, called attacking competitors, but in fact, it is to facilitate the increase of their own performance. As a result, the company's input-output ratio is very low.
store manager is not only a manager, but also It is the operator
case suggestion
As the person in charge of a restaurant, the store manager should run the restaurant with the same mind as the boss. This is the best way. Think about what the boss wants in the end to open a restaurant?
The answer is - profit !
profit = sales-cost-cost. Many people think that there is profit with sales. In fact, this is unreliable. In fact, what is the business management of enterprises not only profit, but performance!
What is performance?
performance: performance, performance
effect: effectiveness, benefit
performance is the result of the company's final pursuit. If expressed using data, the closest thing is profit.
So, if you want to perform high performance, you have to perform performance management. So what exactly does performance management control?
Performance management of a restaurant at least manages the following 6 effects
1. Human effect: Restaurants are labor-intensive industries and need employees to create value and output. However, if the output of each employee is not evaluated, employees may become liabilities of the company, not assets;
2. Productivity: Which type of restaurant will have different profit methods and business models, and this requires the company to analyze and position;
3, square meters of efficiency : requires a venue to build a restaurant. Where is it opened and how big the venue is used, this is related to the product Positioning and pricing are related. If you blindly select a site, the result will be to drag the cost forward, and the risk of losing money is very high;
4. Product efficiency: restaurants need to continuously develop various dishes and introduce various products to ensure customer demand and corporate profit growth;
5. Customer efficiency: Customers are the only determiners of the survival of a restaurant. If a company wants to make a profit but cannot lose the interests of customers, they must pay attention to customer satisfaction and collect feedback and opinions from each customer to ensure continuous effectiveness;
6. Financial efficiency: shareholders invest money to operate a restaurant, and must have a return rate, so in business management, they must also consider the interests of shareholders to ensure shareholders' return rate of investment .
Is your company's performance salary like this now? Then you have to read down.
Traditional salary structure design :
Basic salary + job salary + overtime salary + technical salary + performance salary + commission ( dividend ) reward...
The biggest disadvantage of this design is:
- 1) Low elasticity: The fixed part of is large, for example, the fixed part of non-business positions can reach more than 80%.
- 2) Unable to measure: employees' income and their value cannot be measured relatively effectively.
- 3) Imbalance between salary and employee value: value should be equal to price, and the results of employee contribution and creation have no direct equality with their income. Workload = output value + value
Where can I break through the salary performance of small and medium-sized enterprises?
1. Break three traditional models:
- ️Fixed salary, transformed into broadband elastic salary;
- ️Basic salary + commission, transformed into a balanced business model; ️
- annual salary system, strengthen short-term incentives and transformed into KSF + partners.
2. Quantify the value results and realize the effect payment.
3. Follow the trend, break the simplicity and solidification, and improve diversified incentive design!
Why is it better to do KSF for small and micro enterprises than to do KPI?
Comment:
The traditional practice of not linking salary is not linked to some floating and incentives. Although it has certain positive value, it has little significance. The motivation to continue to rise is insufficient, and the success rate is very limited. Most of them are in form or give up halfway.
Although I have been studying the use of the KPI model for a long time, I think the KSF model is really valuable to small and medium-sized enterprises. From the perspective of power systems, KSF is more valuable than KPI:
- 1. KPI emphasizes the needs of the company, and KSF emphasizes the needs of employees.
- 2. KPI requires employees to do it for the company, and KSF is to inspire and mobilize employees to do it for themselves.
- 3. KPI does not directly give employees enough motivation. KSF emphasizes that the source motivation must be strengthened.
- 4. Employees definitely don’t like KPIs, but employees have a mysterious favorable impression of KSF.
- 5. KSF is a bridge for win-win situations between enterprises and employees, and it is easy to obtain balance and consensus on labor and capital benefits.
- 6 and KSF are also the explosion point of corporate strength, directly pointing to corporate growth control and profit growth.
KSF is the key success factor and KSF value management tool:
- 1. The core value of an employee is not to do everything well, but to do important things well!
- 2. These important things are not entirely what the employees think, but are the positioning of their responsibilities or decided by their superiors!
- 3. Summarizing and sorting out the important responsibilities of the job and the results required by the company, and forming goals or standards is the key factor that determines the value of the job! The difference between
KSF and the traditional salary structure, as shown in the figure:
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KSF Salary Full Performance Mode
Mode Essence: Data speaking, result orientation, effect payment, value division, salary block.
implementation: enables the interests of enterprises and employees to be driven together, and achieves a high degree of unity of thinking, and guides changes in concepts and behaviors. Combine goal planning management with KSF, let employees do it for themselves, and realize how employees do it for themselves through management steps such as goals, planning, review, and summary. Turning a manager into an operator has helped the company establish a complete profit management mechanism, allowing the company to quickly achieve profit growth.
Without performance management, there is no management of management
without performance management, and management will not know how to operate;
without performance management, and employees only care about spending money and making money;
without performance management, 3 people do one person's work, and they say they can't be busy.
Remember: all business activities of a company are ultimately for performance. There is only the difference between whether it is for business performance or brand performance!
Attachment: Store Manager KSF salary performance case
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