First, the connotation and characteristics of the core staff of SMEs

一、中小企業核心員工的內涵及特征

Small and medium enterprises to master the core staff is a key technology, proficient in the core business, corporate control of vital resources, with special operations to employees, is a major force in corporate value creation. They have key skills constitute a source of core competitiveness of enterprises, working in important positions, including senior management, senior technical staff, senior technical workers, groundbreaking marketing and corporate finance experts. They or after a long education and training, or have long-term business experience and experience, there are more rich experience and outstanding management talent than the general staff, has an important impact on the development of enterprises. SME core staff has the following characteristics:

中小企業核心員工是掌握企業關鍵技術、精通企業核心業務、控制企業重要資源、具有特殊經營才能的員工，是企業價值創造的主要力量。他們擁有構成企業核心競爭力源泉的關鍵技能，在重要崗位上任職，包括高級管理人員、高級技術人員、高級技術工人、開創性的市場營銷和公司理財專家等。他們或經過較長的教育和培訓，或有長期的從業經歷和閱歷，比一般員工有更為豐富的經驗和杰出的經營管理才能，對企業的發展具有重要影響。中小企業核心員工具有如下特征:

1 Control key business knowledge and skills. Market economy, employees have become the most important factor of production for SMEs, the core staff is the soul of business management, is the main source of core competitiveness of enterprises. Rooted in the value of key employees own unique abilities. They are the main master and control in enterprise products and services to key technologies. This capability is difficult to replicate and spread, the excess can bring value to the business.

1.控制企業關鍵知識和技能。市場經濟時代，員工已成為中小企業最重要的生產要素,核心員工更是企業經營管理的靈魂，是企業核心競爭力的主要來源。核心員工的價值根植于自身的獨特能力。他們是企業產品和服務的關鍵技術的主要掌握和控制者。這種能力難以復制和擴散，能為企業帶來超額價值。

2 substitutability poor. For general staff positions, companies can increase or decrease in time employed persons in accordance with the changing needs of human resources. Core staff holds the key resources needed to operate the enterprise core technology, knowledge and customer relationships, their extremely scarce in the talent market, the competitors will be paid, or other temptations to hunt such rare talent, enhance their core competitiveness . Once the core employee turnover, companies can not hire a timely manner to the appropriate personnel in the short term to replace, business process operational capability is weakened, often makes the enterprise vitality.

 

3. Further employment ability. As the core staff is extremely scarce, the core staff has a strong ability to re-employment. In recent years, the overall human resources for SMEs on oversupply, but for those who mastered the core technology, with the ability to highlight their core talent but short supply. Companies spend a lot of time and experience of key personnel trained to become the object of competing rivals. Few core staff in SMEs, but it is the main source of corporate value. Loss of key employees is the biggest loss of business, and the most terrible loss.

 

4 has a strong desire for self-realization. Through long-term learning and experience, the core staff has a high value of human capital. Meanwhile, in the human resources market allocation mechanisms are optimized conditions, the value of human capital has a strong proliferative capacity in the organization to achieve universal status and personal values ??have higher self-expectations, with more intense than ordinary employees of achievement motivation . Core staff on the one hand by means of a specific job expectations, with their outstanding talent for companies to create excess value, thereby obtaining full beyond body and mind; expect businesses to reciprocate the other hand, give a reasonable return, resulting in business and society in general respect.

 

5. Uphold the concept of career development without borders. With the change of social values, the free flow of labor and employment channels to broaden the core staff of the enterprise gradually shift from the traditional loyalty to their own professional loyalty is no longer confined within the enterprise to seek career development, generally uphold career without borders development concept. For them, just play their professional advantage enterprise platform, they are more concerned about the progress made in individual areas of expertise, as well as maximize your personal values, how to maximize the extension of the core services of employees in the enterprise to become SME management an important topic.

 

Second, the main problem for SMEs core management staff salaries

二、中小企業核心員工薪酬管理的主要問題

1. Ignore the core staff salaries strategic value. The core of the strategic value of the remuneration of employees of SMEs generally lack a clear understanding. Relatively narrow range of small and medium business, business content is relatively simple, the process is shorter, a few core positions plays a key role. These core job skills and levels of practitioners employees demanding, pressure for enterprises to survive mainly on the core staff positions, power development is also mainly from the core staff.

 

Determine the characteristics of SMEs within the enterprise attractive employment environment of human resources is not high. External human resources, the SME business risk is high, job stability is poor, with limited job development, job seekers are not very attractive. On internal human resources, the profitability of the business ups and downs, regular payment of salaries higher risk, resulting in higher core staff turnover rate. Shortage of talent makes the core business processes of SMEs poor stability, undermine the competitiveness of products and services, customer satisfaction declined, affecting the robustness and continuity of business operations. Therefore, the core staff has a high strategic value for the safe operation of small and medium enterprises, the development of effective core staff remuneration policy has a very prominent strategic role.

 

Two do not match. Compensation management and other human resource management functions. SMEs in the overall level of human resource management is not high, there is a compensation management and other aspects of human resource management functions disjointed phenomenon, limiting the compensation management efficiency. Reasonable remuneration system requires additional human resources management functions to provide support, requires companies to establish linkage mechanism between the performance appraisal, career planning, training and development and compensation design, to work on the basis of the analysis, the core job of work to optimize the design increase the work challenging and interesting, the core staff appropriately authorized, timely job evaluation on monetary compensation accurately reflects the position value.

 

Reasonable remuneration system in particular, need to build an effective enterprise performance evaluation mechanism. One of the basic principles of corporate compensation design is to fully reflect the performance of the remuneration of employees. To reflect this principle, we must build scientific performance evaluation system, the performance evaluation and remuneration management closely linked. Many SMEs recognize the importance of the core management staff salaries, but the companies do not mature core employee performance appraisal system, leading to inter-core staff and core staff, employees and the general staff between core pay gap is unreasonable, key employees pay satisfaction over the Low.

 

3 connotation of one-sided understanding of modern existence salary. Many SMEs in salary, key employees become an important business expenses, but did not effectively retain key employees, the fundamental reason is that the existence of one-sided understanding of business managers on staff salaries, key employees insist on pay money first view, the lack of a comprehensive understanding of modern compensation connotation.http://www.ttc-switch.com/MBA/

 

The basic theory of modern compensation uphold the "total compensation" view that pay is compensation for the organization of all the staff service. "Total compensation" be paid to the employees' salaries are divided into "external" and "internal" two categories. "External compensation" is mainly to provide quantifiable monetary value to employees, including base salary, bonuses and other short-term incentive compensation, stock options, stock awards and other long-term incentive compensation, pension, medical insurance and other monetary benefits. "Inner salary" refers employees to get pleasure difficult to quantify monetary inner experience, including job satisfaction, good relationships and work environment. Both have different excitation functions should complement each other to form a complete compensation system.

 

Compared to the general staff, the core staff to pursue more intrinsic reward. Research shows that the core focus of the first four reward employees and weighting factors were: personal achievement (34%), initiative (31%), business achievement (28%), money wealth (7%). The importance of monetary rewards backseat. On the basis of monetary compensation to meet the needs of a good working environment, full of confidence, self-work to become the focus of attention of the core staff.

 

4. The lack of long-term incentives. SMEs generally lack long-term incentives for employees, it has also become a core staff turnover rate is an important reason. High value of human capital key employees, in addition to ability to achieve the performance of current value, but also the performance of value realization persistence. Incentives to adopt long-term equity incentives and other Western countries have been widely used, but small and medium enterprises in the UK has not been effectively implemented. Meanwhile, the use of a virtual stock option incentives and other means, such as lack of innovation.

Third, SMEs core staff compensation management optimization measures

三、中小企業核心員工薪酬管理優化措施

1 Remuneration of key employees must implement strategic orientation. Less than three years, the average life expectancy UK SMEs, the development of persistent poor. SMEs are an important factor in the decline of talent strand breaks, and break the chain of talent mainly as the core of human resources continued to drain. SMEs have recognized the importance of a stable core of human resources salary ranks from a strategic height.

 

The role of internal staff for the survival and development of small enterprises are different, companies must develop appropriate remuneration policies for different categories of employees, through effective measures to give priority to protecting core human resources salary. Taking into account the risk of leaving the core loss of human resources, in order to attract and maintain core HR, payroll core staff must be adequately reflect the risk premium, the real business from a strategic height reflects the importance of core human resources team building.

 

2. Implementation of a comprehensive compensation system. With the traditional concept of a single currency different remuneration, the remuneration paid by means of modern increasingly multidimensional. Relative to the general staff, the core staff salaries tend to be more multi-dimensional requirements. Salary multidimensional covers external and internal monetary reward non-monetary rewards, each with two different excitation functions should complement each other to form a complete compensation system.

 

One way to pay for the inherent non-monetary remuneration is constantly creating salary paid "Rainier effect." University of Washington yard, the size of the campus surrounding lakes, snow-capped Mount Rainier holy, mystical Mount St. Helens in close proximity, the beautiful scenery of people away. In order to be able to enjoy the beautiful lakes and mountains moment, a lot of the University of Washington professors willing to give up an opportunity to obtain a higher income, receive lower wages than the average American university professors around 20% of salary. They prefer this, is professor of economics at the University of Washington have dubbed the "Rainier effect." University of Washington professor of wages, 80% is paid in the form of money, 20% is a good environment to pay. This payment method saves money to pay the cost, improve the pay structure to meet the dimensional requirements of professors pay to stabilize the professor team.

 

Inspired, SMEs can continue to create salary "Rainier effect", to improve the efficiency of the compensation system. Combined with the concept of full pay, by creating another "Rainier" effect, can greatly enhance the core staff salary satisfaction levels. Considering the core of managers to employees' needs are met optimized structure, good salary seeking monetary alternatives. Core employees, managers and employee relations of equality, reasonable power-sharing, full communication and respect, independent work, work and family life, together with monetary remuneration constitutes an efficient compensation system, a stable core staff team magic.

 

3 three levels of fair and reasonable remuneration to determine priorities. Pay equity is a fundamental requirement of the pay system, pay equity has three levels, namely, external equity, internal equity and individual equity, which emphasizes the external market competitiveness fair remuneration; inherent reasonableness of the fair emphasizes internal staff pay gap; Individual rationality fair emphasizes personal seniority, competence and performance factors of the pay gap.

 

Because of the importance of core and job scarcity of human resources, the risk of loss caused by his departure large, small and medium enterprises must be sensibly handled within the different groups of employees pay equity priorities, key employees remuneration should reflect the priorities of external equity compensation. For a wide range of core staff turnover geographical features, to expand the geographical scope of the remuneration market research, strengthen the core markets tracked staff salaries, remuneration strategy has taken the market competitiveness, improve the level of core employees to pay salaries.

 

4 Optimization monetary compensation management

 

(1) adopt broadband pay system to determine the basic salary. Broadband pay the wages of the traditional positions of several adjacent grades into one grade level, so the scope is widened to cover every job level, forming a span of a few large salary level as a whole. Based on the characteristics of the organizational structure of SMEs, the opportunity core staff administrative ladder along the longitudinal promotion is limited, take broadband pay system will enhance and improve the performance of the growth in staff salaries and employee core competencies linked to remuneration paid to break the traditional manner maintain and strengthen the organization's internal hierarchy, human capital value of key employees and key institutional role to make sure.

 

(2) long-term incentives to adopt stable core workforce. Long-term incentives to stabilize the core workforce. There are ways to take employees stock option plans, stock appreciation rights, phantom stock plans, stock options and long-term profit sharing, reflecting the importance of the core business of long-serving employees, but also a reasonable return on long-term services of key employees, the core staff During job performance can also play a significant role in motivation, personal development incentives they will combine with the development of enterprises, and businesses risk, thus greatly improving their motivation and loyalty to the enterprise.

 

5 Enhanced synergies compensation management and other human resource management functions. Improved management of core staff salaries, we must improve other human resource management functions, human resource management functions to play other synergies of compensation management, to provide support for the remuneration of management.

 

Companies to design reasonable career planning as core staff. Managers need to understand that the core staff of career planning to give employees more initiative. In the positive interaction with employees, the assessment of career opportunity, setting career goals, so that the core staff clearly see their path of development in the organization. Around career planning, based on the interests of employees, the company's strengths and needs, developing training and development programs, constantly updated and reserve staff knowledge and skills to provide strong support for the growth of the core staff. Should be based on job analysis and job redesign on job evaluation carried out to provide an accurate basis for establishing salaries. Improve enterprise performance evaluation system, setting performance standards, the process of performance appraisal and evaluation staff, to implement the open, the basic principles of fairness and justice, respect for core staff feelings, to give full opportunity to participate core staff .