按照经典人力资源管理理论。薪酬方案的制定大致可分为市场薪酬调查、界定薪酬等级、职位分析与评估以及配套福利等。但当我们实际运用时,这些能够在西方畅行无阻的办法却面临着在中国的“本土化”过程。笔者认为,任何一家企业,只有解决好下列四个难点,才能较好地制定自己的薪酬方案。 第一个难点是市场薪酬调查缺乏科学性。在西方发达国家,由于其就业率相当高,市场薪酬行情是公开化和透明的。欲了解薪酬行情,无须考虑企业投资方背景、成立年限等诸多外界因素,只要评估人才本身价值并掌握其实际所获薪酬数即可。另外。由于政府强有力的监管审计,使得企业“做假账”的可能 According to classic human resource management theory. The formulation of the remuneration packages can be broadly divided into market remuneration surveys, definition of remuneration levels, post analysis and evaluation, and supporting benefits. However, when we are actually using them, these ways of being able to navigate the West are facing the process of “localization” in China. I believe that any one company, only to solve the following four difficulties in order to better formulate their own pay packages. The first difficulty is the lack of scientific market pay surveys. In the developed western countries, market pay is open and transparent due to its high employment rate. Want to understand the salary market, without considering the background of business investors, the establishment of a number of other external factors, as long as the assessment of the value of their own talent and to grasp the actual number of salaries can be. In addition. Because of the government's strong regulatory audit, making the enterprise “false accounts” is possible