The Optimization Of The Real Estate Appraiser Salary System Of BS Company

With the rapid development of the national economy,real estate appraisal,as a special authentication and consulting service,plays a unique advantage and positive role in social and economic development,especially in the field of natural resources and real estate.As one of the leading companies in the field of valuation in the industry,especially in Shanghai,BS has a high-quality professional valuation team with sincere cooperation.Although the business volume of BS has maintained a relatively stable growth in recent years,the growth rate has dropped sharply due to the industry competition incentives,and the company’s management has also exposed some problems,especially in the aspects of salary management and employee incentives.BS is a professional real estate appraisal agency.Real estate appraisers are the most important human resources of the appraisal company,and also a guarantee of the company’s soft power.However,due to the relatively fixed salary system of appraisers,the long-term development of the enterprise is restricted.This paper selects BS as the target enterprise,takes the compensation of real estate appraisers as the research object,based on modern compensation theories and methods,and with reference to research results at home and abroad,uses questionnaire and interview methods to investigate the current situation of the company’s real estate appraisers’ compensation satisfaction.Through the statistical summary of the survey data,and on the basis of in-depth analysis and research of the company’s existing compensation system,it is found that the company’s real estate appraisers have low satisfaction with the existing compensation system,low recognition of the fairness of the compensation scheme,insufficient compensation incentives,difficulties in employee promotion,and the compensation scheme can not keep up with the development of the company,which has triggered a series of human resources management problems,For example,the internal management efficiency is not high,the valuer is lost,employee enthusiasm is not so high and motivation is insufficient.The main reason is that the company’s human resources management,especially in the aspects of inaccurate positioning of salary strategy,unbalanced salary level and unreasonable salary structure,has obvious deficiencies.With regard to the above problems,this paper puts forward the optimization plan of the salary system to solve the problems.In terms of salary strategy,based on the market survey results and enterprise development strategy and the principle of controllable cost,determine the median value of industry salary.The leading strategy is used for core positions,and the following strategy is used for positions with strong substitutability.In terms of salary level,we rank according to the position,and reflect the ability to work more in performance evaluation.In terms of salary structure,we strengthen performance pay and establish a list of benefits to choose according to the needs of employees.Employees can independently decide which welfare items to choose according to their performance appraisal results.In order to achieve the goal of fixed post and fixed salary,we first use the Heinz post evaluation method to re-evaluate the post value of the company’s real estate appraisers.According to the post value evaluation results,the real estate appraisers are divided into seven grades,with two grades for each grade,which defines the way for employees’ career development and salary promotion.In order to ensure the specific implementation of the compensation system optimization plan,the implementation strategy and safeguard measures of "four in one" of organization,system,culture and finance are proposed.The conclusion of the paper shows that the establishment of a more competitive and attractive salary system through scientific and reasonable optimization of the existing salary system can not only improve the comprehensive competitiveness of enterprises,but also promote enterprises to achieve long-term and sustainable development goals.At the same time,it provides reference and reference for similar valuation institutions and similar intermediary institutions providing intelligence services.