H Company Knowledge Staff Salary Incentive Scheme Research

Since the reform and opening up, the world economic structure has changed, the economy of the developed country has more and more construction on the basis of knowledge and information, science and technology truly become "the first productive force", the knowledge of the driving force of the talents of business society is changing the cultural and economic world.Under the new form of enterprise also has from the lean manufacturing to knowledge of human resource management as the core competitiveness.Incentives for such talents as the main content of HR management to create value.H company is given priority to with knowledge workers, more than 90％ are strong knowledge and skills, inter-disciplinary talent.The characteristics of the design emphasis on innovation determines the high employee self value judgment.And peer enterprises due to the industry status of H company paid great attention for the company employees, often adopt the method of high pay headhunting recruitment, which makes the knowledge staff turnover rate is close to 10％, H company core employee turnover rate is as high as 3％.Through the survey found that the company’s existing HR salary incentive system, the company compensation management there are several problems:1. Lack of strategic thinking. Structure is not ideal;2. Do not take the line with external labor market, the compensation system design level in several years ago, lack of competitiveness;3. According to performance for employees not in time timely incentives;4, performance appraisal evaluation system lag behind, is difficult to reflect objectively to employee motivation.All of these make the compensation system can’t realize the internal fairness, incentive, unable to cope with external human resource competition, lead to employees working attitude lax, talent turnover remained high.Given H company existing many problems of HR policies, design a set of adaptive H company the compensation management system becomes very important, need to embody the fairness, economic, competitive, incentive, strategic orientation, acceptance and legitimacy, pay attention to ability oriented and performance oriented design principles, such as, at the same time the introduction of new compensation concept, selected skills with the position of two main parameters simultaneously, build job skills (SBP) and compensation system (PBP) post salary and compensation system the basic salary, as the fixed part of the compensation system, and then based on the performance of performance to determine the SBP and PBP wages, design embodies the justice, the ability to work more pay system (ABP), and then based on this basis, to join the registration certificate of subsidies and professional exam reward and incentive pay part of the performance salary as compensation, build "PBP and SBP＋rewards to performance＋registered allowance and the capacity of give priority to the incentive pay system optimization method.The solution to the stability of the H company and provide strong guarantee for sustainable development, widen the employee career development channels, improve the level of the enterprise career management.