The Study Of The H Company’s Engineering Design Professional Incentive Problems

American economist Becker, who won the Nobel memorial prize for economicscience in1992, profoundly pointed out more than75%captain developed countries is notphysical capital, but human capital. Engineering design professionals means, the differencebetween management talent and operational services, and do some professional design job,with professional and technical qualification certificate, and specializes in the design,research, etc., were able to solve technical problems. Compared to the general technicaltalent, their work is complicated and highly specialized; requiring professionals must havehigh professionalism, innovation, excellent spatial thinking ability and a strong sense ofresponsibility.H Company is a design company located in Suzhou, but some old technician start tojob-hop recently. Reduces the cumbersome design work enthusiasm of employees,technicians and enhancing the overall performance is slow, especially some of the largerseniority employees. The company has started to improve incentives for professional andtechnical personnel, hoping to increase employee satisfaction, reduce employee turnoverrate. Although the company spent a lot of manpower and material resources to traintechnical personnel in the salary and benefits is taken higher than the industry average.However, there are some professional and technical personnel began to leave. Theseemployees tend to hold the core technology responsible for some major projects, once thetechnical staff that the loss of a great company. Faced with these problems, H companyneed new solutions to improve the current situation.In this paper, based on the engineering and technical personnel of the enterprise needsaround "improve the technical staff enthusiasm and creativity," the goal, we try to find themost suitable and effective incentive mechanism design class enterprises. Specifically, theauthors first collected a lot of literature and books to understand the present situation of thetechnical talent incentive mechanism, this study lay a good theoretical basis. Secondly, of professional incentives, in-depth analysis of the reasons, demand characteristics foundin engineering and technical personnel, and puts forward a series of effective incentivestrategy. The results showed, although the H company has taken a lot of incentives, butthere are still many problems, such as pay and benefits system and the lack of scientificrationality; lack of talent needs analysis, incentive target is not clear; lack of systematictraining incentives; H loose management, talent assessment system is flawed. Thecombination of these interviews and documentation, incentives from the material,non-material incentives and other incentives to motivate the three aspects. Which materialincentives include: incentive pay, bonuses, dividends technology, subsidies, non-materialincentives include: stock options, technical training, humane care. Two other incentives are:power motivation and corporate culture.