Principles of salary and welfare management of Jinan human resources company

1、补偿性原则要求补偿员工恢复工作精力所必要的衣、食、住、行费用，和补偿员工为获得工作能力以及身体发育所先行付出的费用。

1. The compensatory principle requires that employees be compensated for the expenses of clothing, food, housing and transportation necessary to restore their working energy, and the expenses paid by employees in advance to obtain working ability and physical development.

2、公平性原则要求薪酬分配考虑员工的绩效、能力及劳动强度、责任等因素，考虑外部竞争性、内部一致性要求，达到薪酬的内部公平、外部公平和个人公平。

2. The principle of fairness requires that the salary distribution comprehensively consider the performance, ability, labor intensity, responsibility and other factors of employees, and consider the requirements of external competitiveness and internal consistency, so as to achieve the internal fairness, external fairness and personal fairness of salary.

3、透明性原则薪酬方案公开。

3. The principle of transparency and the publicity of salary scheme.

4、激励性原则要求薪酬与员工的贡献挂钩。

4. The incentive principle requires that the salary be linked to the employee's contribution.

5、竞争性原则要求薪酬有利于吸引和留住人才。

5. The principle of competitiveness requires that salary is conducive to attracting and retaining talents.

6、经济性原则要求比较投入与产出效益。

6. The principle of economy requires the comparison of input and output benefits.

7、合法性原则要求薪酬制度不违反法律法规。

7. The principle of legality requires that the salary system does not violate national laws and regulations.

8、方便性原则要求内容结构简明、计算方法简单和管理手续简便。

8. The principle of convenience requires concise content structure, simple calculation method and simple management procedures.

济南人力资源公司薪酬福利管理的内容：

Contents of salary and welfare management of Jinan human resources company:

1.薪酬的目标管理，即薪酬应该怎样支持企业的战略，又该如何满足员工的需要；

1. Target management of salary, that is, how salary should support the enterprise's strategy and meet the needs of employees;

2.薪酬的水平管理，即薪酬要满足内部一致性和外部竞争性的要求，并根据员工绩效、能力特征和行为态度进行动态调整，包括确定管理团队、技术团队和营销团队薪酬水平，确定跨国公司各子公司和外派员工的薪酬水平，确定稀缺人才的薪酬水平以及确定与竞争对手相比的薪酬水平；

2. Salary level management, that is, the salary should meet the requirements of internal consistency and external competitiveness, and be dynamically adjusted according to employee performance, ability characteristics and behavior attitude, including determining the salary level of management team, technical team and marketing team, and determining the salary level of subsidiaries and expatriates of multinational corporations, Determine the salary level of scarce talents and determine the salary level compared with competitors;

3.薪酬的体系管理，这不仅包括基础工资、绩效工资、期权期股的管理，还包括如何给员工提供个人成长、工作成就感、良好的职业预期和就业能力的管理；

3. Salary system management, which includes not only the management of basic salary, performance salary and option stock, but also the management of how to provide employees with personal growth, sense of job achievement, good career expectation and employability;

4.薪酬的结构管理，即正确划分合理的薪级和薪等，正确确定合理的级差和等差，还包括如何适应组织结构扁平化和员工岗位大规模轮换的需要，合理地确定工资宽带；

4. Salary structure management, that is, correctly divide the reasonable salary scale and grade, and correctly determine the reasonable grade difference and grade difference. It also includes how to meet the needs of flattening organizational structure and large-scale rotation of employees' posts, and reasonably determine the salary level;

5.薪酬的制度管理，即薪酬决策应在多大程度上向所有员工公开和透明化，谁负责设计和管理薪酬制度，薪酬管理的预算、审计和控制体系又该如何建立和设计。

5. Salary system management, that is, to what extent the salary decision should be open and transparent to all employees, who is responsible for designing and managing the salary system, and how to establish and design the budget, audit and control system of salary management.