Salary Strategy and Management of Entrepreneurial Enterprises

Pay attention to internal fairness, external competition, and individual fairness during design. In any way, problems may occur. For start-up enterprises, the lack of funds and talent shortage in the early stage has become a major challenge. In the course of entrepreneurship, the same spirit and morality are also achieved through incentives. Without good incentives, the cohesion and competitiveness of the team cannot be formed. Enterprise incentives are mostly linked to compensation. For enterprises, compensation incentives are naturally associated with performance. Otherwise, if there is no performance, the cost of compensation increases the human resource cost of enterprises.

When talking about performance, we have to talk about the enterprise's strategy. When talking about the salary strategy, we have to talk about the enterprise's strategy. For entrepreneurial enterprises, is there any commonality between the enterprise's strategy? If so, do you have the same experience in salary strategy for reference?

If a start-up enterprise in a market economy can survive, it usually requires a high requirement on the ability and speed of innovation, and it also requires rapid response to customer satisfaction, and can develop good products and quickly enter the market, in these links, talent is crucial. Therefore, the soul of a surviving startup enterprise or the ability of a startup team is a key factor. In the initial stage, there were more than 10 entrepreneurial enterprises, but many of them were fewer than five people. Even if they had a reasonable organizational structure, they were mostly one person with several roles, while saving manpower costs, it is bound to bring about a decline in execution. With the development of the company, entrepreneurs have the ability and willingness to invest certain funds in the company's human resources to improve the company's executive power and attract more talents. At this time, the internal demand for studying the compensation strategy is coming soon.

The main content of the proposed salary strategy lies in the following aspects: salary base, salary level, salary structure, salary culture (form), and salary management. That is to say, entrepreneurs need to understand which aspects of employees are worth our compensation, how much we should pay to achieve the company's goals, and how much everyone should pay, whether the salary is high in basic salary, high in performance bonus, good in welfare, what kind of incentive form, what kind of value, and if the salary is managed.

In my opinion, the salary base should be comprehensively analyzed, mainly including performance, skills, and positions. Start-up enterprises have a small plate. After all, investment in human resources is limited, and they cannot afford to afford it. The faster the reward is, the better. The most effective way is to pay attention to performance, the newly recruited talent has poor performance. Sorry, you can only get your basic salary, saving the company manpower costs and achieving the company's expected results, it also produces a good behavior process. It is a win-win situation to score more points in the values you directly or indirectly create. Skills are a reflection of one's talents and abilities. They can be measured by educational qualifications, previous positions, obtained certificates, maximum job life, held or completed projects, etc. Of course, its role is to promote performance, because the ability can produce good performance, but it may not necessarily produce performance, but also depends on its work attitude and other subjective factors. Therefore, we also consider skills in Design Based on compensation, but not as the main one. Positions can be understood as the basis of compensation, because people in senior positions have heavy responsibilities and most important positions, but most of the important positions in entrepreneurship are the founders of the company and can only be the founders of the company, therefore, the position factors should be differentiated as appropriate, but not too large. Otherwise, entrepreneurs will take the company's shares and pay the most of the company's wages, which is not conducive to people's unity.

I believe that the company can apply 20% of the profits of the previous year or the previous period to human resources. This proportion is relatively safe, because start-ups must have enough liquidity to call large projects. In general, employees make 10% of the profits they create for the enterprise to pay the employees. employees do not feel less, the incentive effect is also achieved, and enterprises do not have a great burden. for entrepreneurial enterprises, generally, it doubles, so we can use 20% of the profits of the previous year to design the salary level for the New Year.

The salary structure includes basic salary, allowance, bonus, performance, welfare, and dividend. Same analysis. I think the basic salary design is best associated with skills and positions. The ratio should not exceed 65% of the total salary. Performance indicators must be influenced by employees, so that they can be meaningful. the ratio should not be lower than 35%, which is not enough incentive. For example, the basic salary accounts for 60%, the performance accounts for 35%, and the other 5% is also good as a bonus. Of course, the basic salary ratio of R & D personnel or employees in other functional departments is higher than that of marketing personnel.

In terms of salary culture, we recommend that you be people-oriented and make employees happy and win-win within the tolerable scope of the enterprise. Even if we encourage our work, we can enjoy the company's preferential stock or option in the future, or even give away the shares.

In terms of compensation management, for entrepreneurial enterprises, the proposal between core teams should adopt an open and transparent information system, so that they can do much more. Everyone is the master and can see where the company's money is spent, at the same time, I feel that I have made more effort to earn less, and that if I have a low position, I can raise a higher challenge because there are many job spaces for start-ups. Because entrepreneurial teams have insufficient management experience, they do not know much about salary. Therefore, they can centrally manage and formulate their work after soliciting comments from employees. It is not important to set up a good management system. What matters is that it complies with the company's strategy and everyone is satisfied with it. Communication can make a lot of things easier.