On the current situation and problems of salary management in construction enterprises

For ordinary personnel (i.e.

For example, for fast-growing enterprises, the parent company will generally increase some additional total wages for incentive, and this mechanism is also obvious for the overall incentive strength of the company.

It can be said that the monthly income has become the main part of the employee’s income..

This paper will discuss with colleagues in the construction industry what problems exist in the current salary management of construction enterprises 1 – split organization and management: the salary management of large and medium-sized state-owned construction enterprises is managed by different departments.

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This split organization and management makes the salary management more difficult.

According to my understanding, generally, for such rapidly developing enterprises, the management method of total wages formulated by superior companies is difficult to apply.

Take a Chinese prefixed construction enterprise served by the author as an example.

The benefits are mainly reflected in the performance part of the company’s strategy and relevant engineering management departments, which can fully associate the company’s strategy, project benefits and incentive, and achieve the company’s development goals through the improvement of incentive project benefits.

In view of the above problems of salary organization and management, the author believes that different enterprises need to respond flexibly according to their own abilities.

Therefore, while improving their market management, cost, technology and other capabilities, various enterprises also gradually pay attention to human resource management capabilities, Among them, the optimization of salary management system is the core.

According to the author’s experience in serving construction enterprises, employees around the age of 30 often have the highest demand for monthly cash flow.

With the increase of enterprise scale, large state-owned construction enterprises generally hand over different components of the salary system to different departments for the purpose of improving performance.

Therefore, in the past, the total annual wages of these fast-growing construction enterprises were often not enough.

Due to the above two reasons, construction enterprises are gradually optimizing their original salary management mode of low salary and high performance.

Generally speaking, the management of payroll tends to increase the company’s benefits by 10% and the company’s payroll by 6%.

In view of the problem that the total salary can not fully meet the management needs of construction enterprises, some large construction enterprises have also taken a series of measures.

professional sequence personnel), the post basic salary has exceeded 50%.

At the same time, the company level leaders in charge of these departments are not the same person, and some leaders are even unfamiliar with human resources management.

This is because some employees generally face problems such as marriage and house purchase, which requires enterprises to pay employees higher monthly income during this period.

On the one hand, the grass-roots personnel of enterprises require higher monthly income to support their daily expenses, including car loans and housing loans.

There is a threshold for the per capita output value of our construction industry, that is, the 10% increase in the company’s efficiency may be generated by the 10% increase in the number of companies, that is, 10% of the total wage is required to match it.

On the other hand, due to the downward trend of the whole construction industry, the competitive pressure in the industry continues to increase, and the competition at the human resources end is more intense.

With the further intensification of market competition in the construction industry, during the “14th five year plan” period, various construction enterprises have put forward the strategic development direction of improving quality and efficiency or expanding scale, which is often difficult to effectively support their own resource capacity.

The salary part of the salary is managed by the human resources department of the company, and the bonus part is assessed, cashed and managed by the enterprise management department, engineering economy department, engineering management center and other departments of the company.

The following table shows the salary composition of different categories of personnel in a central enterprise in 2019.

In addition, the reason why the payroll management method is not fully applicable to the engineering industry is that its internal projects are difficult to follow the payroll management method.

For projects with similar contract amount, the project management team, various costs and final benefits may vary greatly, and the payroll management mechanism at the project level is difficult to implement.

There are two reasons.

For projects with outstanding benefits, most enterprises also reward the project management team by raising awards for excess profits, which can not only motivate the project management team, but also realize the basic control of project benefits.

Some enterprises adopt the way of adjusting the budget in the middle of the year, try to ensure that the management mechanism of the company’s total wages is in line with the actual production and operation situation of the enterprise.

For example, if the head of the human resources department of some enterprises has a business background and is familiar with the requirements of project management, the whole salary system can be managed by the human resources department of the enterprise in order to achieve the best effect of salary incentive.

The reason is that the management mode of total wages is suitable for the company to realize the growth of the enterprise through improving quality and efficiency, rather than simply increasing the scale through the increase of the number of people.

All kinds of qualified enterprises are also trying to recruit excellent talents by increasing the fixed income of employees.

According to the author, large and medium-sized construction enterprises in first tier cities can generally give about 10000 monthly wages to employees who have worked for less than three years.

Some enterprises adopt split management, so the company needs to strengthen the communication and connection of relevant departments to realize the management effect of a game of chess as far as possible 2 – management mode of total wages , most state-owned construction enterprises adopt the management mode of total wages, which is not fully applicable to the engineering industry.

Most of the construction enterprises I have served have developed rapidly in the past 5-10 years, and the revenue scale has quadrupled or even higher in five years.

If the performance salary paid by monthly assessment is added, it can be guaranteed to be more than 70%.

In the process of service, the author finds that the advantages and disadvantages of this split salary management are more prominent.

The main disadvantage is that the salary management is divided into two parts, and it is difficult to achieve unified adjustment between salary and bonus, resulting in a large workload of internal coordination in salary optimization.

3 – low salary and high performance salary model the industry’s consistent low salary and high performance salary model may no longer be suitable for grass-roots personnel.


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