外文翻译--人才时代的企业策略：薪酬才是根本

原文：
The era of corporate human resources strategy: Pay is the fundament
Black Robeson
In the battle for talent, the pay is the most powerful trump card：
In an era of change，personnel working on the design of the remuneration policy to meet the needs of senior staff，is a vitally important issue．What we call high-level staff, referring to the senior management of the business operators．Recently，in the English educational resources consulting (Paris) Co．Ltd. held human resources management courses conference，the British human resources management expert Mike Bowen (Maike baoen) personnel for the workers made a "how to retain high-level business personnel "The theme of his speech，the following is his speech at the scene of some of the excerpts．
Many companies complain about：the cost of management to keep rising．Complain that there is some truth．Because statistics show that more than 40% of the first employees work no more than 6 months and the company spent on each employee who recruited the lowest cost 1300 dollars，the highest reached 10,000 U.S. dollars，not including those stealth Costs．Please note that this only refers to the general staff，we are talking about high-level enterprise，business spending on them is far higher than the cost of recruiting general staff，up to 100,000 U.S. dollars．To resolve this problem，it is necessary to consider "to what in the end the management enterprise"？Is room for the development of fair employment opportunities，or respect for the dignity？Of course，these are very important，but I think first and foremost is the most basic one is that their salaries regularly growth．This is because the management as well as all the staff are very much concerned about．
Pay is based on the work of the design and analysis of job evaluation，through careful investigation to identify each of the positions in the organization's values and community values，so that the domestic equity and foreign equity．"Internal equity" to
solve the management and general staff，and non-core backbone between the psychological balance，"foreign equity" in the light of the specific positions in society，the average value of the community with the average price roughly equal，it is best to Slightly advanced in order to remain competitive．
In the pay of impartiality，for work experience (years) the same，the same job，same performance management，it is necessary to ensure that they pay the difference in a very small range；do not always use the illusion of low prices will be able to Attract the right talents，to salary levels and job analysis of the combination，which can help you pay more just to deal with the problem．At the same time，powerful companies will certainly consider shortening the cycle of pay and flexible design of the pay program．If the pay was too high-level personnel changes in the consumer price index can not keep up，it will not be for the higher cost of living and anxiety which in turn will affect productivity．
We take a look at a senior staff salary payment in respect of a number of changes in it：First，the starting salary，we set a monthly salary of 6,000 dollars，after a trial period，after adjustment for 7000 U.S. dollars．In that case，6 months or 1 year，the salary would be like this？This year，the senior staff passed the performance appraisal，which reached a monthly salary of 8,000 dollars：on this basis，the senior staff at the same time get the normal annual pay rise，then，turned into a monthly salary of 8500 yuan．The staff was pleased to find that only around 12 months，wages have actually increased 41%！Naturally，he has become a driving force to continue to work hard．This is "the power of salaries．"
Some companies are now aware of the high labor costs：the lower starting salary，I personally believe that the establishment of the company as long as depend on the performance pay system，lower starting salary does not matter, because，as long as the employee performance appraisal results，Naturally in a short period of time to get a higher salary．To give full play to the positive performance appraisal，the key lies in the establishment of a scientific system of performance indicators．In the bonus / dividend payment，I personally have some suggestions：Do not be
too low amount of money that would crack down on staff morale；not all employees are paid bonuses，to do so meaningless，lost the role of incentives；prize Will be issued only to those companies do need to retain talent, because these employees of the company's operation is very important．The effect of the incentive bonus，keep in mind that a law：You can not let all the employees at all times be able to keep happy．In addition，the senior talent that you set the standard salary is reasonable is also very important．Here are some effective ways．For example，the use of salary to the staff report shows that you pay in the industry is competitive；in-house，I pay system to promote transparency．"Transparent" in many companies have difficulty because their in-house，the number of pay has been a mystery，business owners developed a system of strict prohibition of pay information was disclosed．But this is the prohibition of the pale，because employees will be among the exchanges，you can not block all imports of mouth．
In order to prevent the main technical personnel or senior management job，can learn from the joint-stock enterprises as the core staff to provide the "golden parachute"，that is, prior to sign a "golden parachute" and promised that after the acquisition or corporate mergers，acquisitions and mergers intended to Replacement of the core staff，the business will use its shares，cash，housing，and other compensation，so that their resolve to worry about．"Golden parachute" for professional managers is very attractive．
Income people is a concrete manifestation of the value of labor，when a person's income can not be reflected in its social values，the brain drain has become inevitable．It is precisely because of the existence of the law of value，so pay led to the lack，of competitiveness to become the main reason for the brain drain，and the more central areas of cities，the pay is, the more intense competition．
To provide room for the development of human resources：
When to pay a certain extent，much of a talent to attract not contribute significantly．At this time, the value of the individual is the embodiment of retaining key talent．
General Motors of the United States in a post done more than 20 years in charge
of the department, said："I would like to work for such a long time is not the main reason for the huge salary，but in those years，I have already set up their own prestige，indeed To the other companies do not want to start from scratch．I feel I have，in many cases the company had an impact，and I have been authorized．To me，these things more important than money．"According to the" Europe and the United States Best Employers "survey shows that U.S. employees will be consistent training and career development should be provided by the employer as the two most important things，even more than the salary and benefits．
In the United States，the success of any business to stay until the program must include the provision of training opportunities on a regular basis and pay the assessment，business reference staff career development planning，continue to provide their employees to learn new knowledge and new skills，it is highly possible to find another staff give up The idea of a better offer．（节选）
Black Robeson. The era of corporate human resources strategy: Pay is the
fundamenta. Crain's Chicago Business,2004(26):P67-69.
译文：
人才时代的企业策略：薪酬才是根本
布莱克罗伯逊
（一）在人才争夺战中，薪酬是最强有力的杀手锏：
在变化的时代，人事工作者如何设计薪酬政策来满足高级员工的需求，是一件极其重要的事情。

我们所说的高级员工，指的是企业的高层管理经营者。

近日，在英伦教育资源咨询（巴黎）有限公司举行的人力资源管理课程发布会上，英国人力资源管理专家Mike Bowen（迈克·鲍恩）为人事工作者作了“如何留住企业高级人才”的主题演讲，下面是他现场演讲的部分摘录。

很多企业抱怨：留住管理层的成本在上升。

这种抱怨有一定的道理。

因为有统计显示，超过40％的员工第一份工作不超过6个月，而公司花在每位员工身上的招聘成本最低为1300美元，最高的达到了1万美元，这还不包括那些隐形成本。

请注意，这仅仅指的是普通员工，我们讨论的企业高层，企业花费在他们身上的招聘成本远远高出普通员工，最高可达10万美元。

要解决这个问题，就必须考虑“企业管理层到底要什么”？是发展空间、公平就业机会，抑或是人格的尊重？这些当然都很重要，但我想首要的也是最基础的一条，应该是保证他们的薪水有规律地增长。

因为这是管理层乃至所有员工都很关注的问题。

薪酬设计的基础是工作分析和工作评价，通过周密的调查，确定每个岗位在组织中的价值和社会中的价值，做到对内公平和对外公平。

“对内公平”要解决管理层和普通员工、骨干与非骨干之间的心理平衡问题；而“对外公平”要参照具体岗位在社会上的平均价值，跟社会均价大致相当，最好是略高一筹，以保持竞争力。

在薪酬的公正性方面，对于工作经验（年限）相同、岗位相同、业绩相同的管理人员，要确保他们的薪水差别在一个很小的区间内；不要总是幻想用极低的价格就能够招到合适的高级人才，要将薪水级别和岗位分析结合在一起，这样能够帮助你更公正的处理薪酬问题。

同时，有实力的公司必然会考虑缩短加薪的周期，并设计灵活的加薪方案。

因为如果高级人才感到加薪太慢跟不上变化的消费
指数，就会为无法承担较高的生活成本而焦虑，进而影响工作效率。

看看我们对某一位高级员工在薪水支付方面的几个变化吧：首先是起薪，我们设定月薪为6000美元，过了试用期后调整为7000美元。

那么，6个月或者1年后，薪水会是什么样的呢？这一年，该高级员工顺利通过了绩效考核，月薪即达到了8000美元，在此基础上，该高级员工同时获得了年度正常加薪，于是，月薪变成了8500元。

该员工很高兴地发现，只有前后12个月，薪水居然已经提高了41％！这自然成了他继续努力工作的动力。

这就是“薪水的力量”。

现在有些公司意识到人工成本的居高不下，所以降低起薪，我个人认为，公司只要建立了依赖于绩效考核的薪酬体系，起薪低一点也没有关系，因为，员工只要绩效考核的成绩高，自然也能在很短的时间内拿到较高的薪水。

要使绩效考核充分发挥正向作用，关键在设立科学的绩效指标体系。

在奖金/红利的发放方面，我个人有一些建议：奖金的数额不要太低，那样会打击员工的士气；也不要对所有员工都发放奖金，那样做毫无意义，失去了激励的作用；奖金只发给那些公司确实需要留住的人才，因为这些员工对公司的经营非常重要。

对于奖金的激励效果，记住一条规律：你无法让所有的员工在任何时候都能够保持快乐。

此外，让高级人才相信你制订的薪酬标准是合理的也十分重要。

以下是一些有效的方法。

比如，利用薪酬报告向员工表明，你的薪酬在同行业中是有竞争力的；而在公司内部，我提倡薪酬体系透明化。

“透明”在很多公司有难度，因为在这些公司的内部，薪酬数字一直是个谜，企业拥有者制定了严格的制度禁止薪酬信息的被透露。

但这种禁止其实是苍白的，因为员工之间会交流，你不可能堵得住所有人的嘴巴。

为防止主要技术人员或中高层管理者跳槽，可以借鉴股份制企业为核心人员提供的“黄金降落伞”方式，即事先签订一个“黄金降落伞”计划，承诺当企业被收购或兼并、而收购兼并方有意更换核心人员时，企业会对其用股份、现金、住房等进行补偿，这样可解决其后顾之忧。

“黄金降落伞”对职业经理人很有吸引力。

收入是一个人劳动价值的具体表现，当一个人的收入不能体现其应有的社会价值时，人才的流失就成为必然。

正因为价值规律的存在，所以薪酬缺乏竞争力
成为导致人才流失的主要原因，而且越是中心地区、中心城市，薪酬竞争就越是激烈。

（二）提供人才的发展空间：
当薪酬到了一定的程度，钱对一个人才的吸引就起不了太大的作用。

这时候，个人价值的体现才是留住人才的关键。

美国通用公司一个在岗位上干了20多年的部门主管说：“我在这里工作这么长时间的主要原因并不是丰厚的薪酬，而是在这些年里，我已经建立了自己的威信，确实不想再到别的公司去从头做起了。

我感觉我已经在很多情况下对公司产生了影响，并且我也得到了认可。

对我来说，这些事情比金钱更重要。

”据“欧美地区最佳雇主”调查显示，美国雇员一致将培训和职业发展列为雇主应该提供的两种最重要的东西，甚至超过了薪水和福利。

在美国，企业任何成功的留才方案都必须包括提供培训机会和定期的薪资评估，企业参考员工的职业发展规划，不断为员工提供学习新知识、新技能的机会，极有可能打消员工另谋高就的念头。

（节选）
布莱克罗伯逊. 人才时代的企业策略：薪酬才是根本.克瑞恩芝加哥商业，
2004(26):P67-69.。