Strategy-oriented Salary Management-The Salary Management Practices Of A Company In Shenyang

With the increasingly fierce market competition, enterprises are to continue the development of stable growth for the shareholders return on investment must be in all respects different from other competitors develop their own competitive advantages, and these competitive advantages, the most central and most do not Imitation may be the competitive advantage of competitors is the company's core talent. Have the core talent, companies can cultivate such as: technology leadership and service leader in the competitive advantage. So how attract, retain key personnel become mission-critical enterprise managers.To retain the talent, many Chinese and foreign experts and scholars to conduct research, this paper draw on the basis of such valuable experience, combined with their practical work experience, on how to develop pay-oriented business strategy to retain talent management system to do a thorough study. Combination of strategic management, the remuneration of management of traditional approaches to reform, put forward a strategy-oriented companies pay management practices, a strong core of talent for a reservation.In this paper, the object A well-known company in Shenyang City real estate companies, was founded in January 17,2000, Chen Cheng's first set of the real estate market is pre-R & D, marketing planning and sales agents in one of the consultancy services company. A company to "excellence, integrity-based" business philosophy, and strive to become full partners in development is a reliable, customer satisfaction of home buyers expert. Taken in salary management is the traditional education and qualifications in accordance with the grading system, the company has established a 20-grade salary level structure, each level is subdivided into five sub-class.Such traditional pay system established in the beginning of the company, in business homogeneous, job responsibilities do not change much, effective and standardized the pay structure within the company level, so that compensation management is simple, effective control of labor costs. But with the expansion of business, the difference between the job responsibilities gradually increased, the shortage of such pay systems have gradually revealed. First of all, led to the equal pay issue is not normal, the enthusiasm of employees against relatively large. Second, because of the lack of internal business management pay levels, resulting in unfair pay levels between sectors. Third, as companies pay levels in certain business sectors comparative lack of competition with the outside world, making the company pay down external competitiveness, resulting in serious brain drain. Fourth, such a pay system can no longer meet the company's strategic development needs, and adversely affected the implementation of the strategyThe above reasons, the author and A consulting company where the company's strategy and human resources experts, the future strategy of the business analysis, export of these strategies in human resource management requirements, and on this basis derive specific programs pay administration.