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论文编号：	14341
作者编号：	2320213721
上传时间：	2023/12/12 10:31:31
中文题目：	D公司关键人才薪酬宽带化研究
英文题目：	Research on the optimization of broadband salary system for key talents in Company D
指导老师：	李元
中文关键字：	薪酬；薪酬结构；宽带薪酬；薪酬体系；关键人才
英文关键字：	Salary；Salary structure；Broadband salary；Salary system；Key talent
中文摘要：	党的二十大报告明确指出：“必须坚持科技是第一生产力，创新是第一动力，加快实施创新驱动发展战略，不断塑造发展新动能新优势，实现高水平科技自立自强”。创新型国家建设离不开企业创新，在经济发展新常态下，企业面临的挑战异常激烈，升级转型成为企业发展的迫切要求，如何吸引并保留关键人才成为企业创新技术、创新产品、创新经营模式的关注重点和实践难题。 D公司是一家处在“新材料、新能源”赛道上的民营上市公司，成立24年来，一直致力于创新谋求发展。然而，由于地域文化和历史等原因，公司的原有薪酬体系缺乏市场竞争力，不能吸引和保留关键人才，成为制约企业战略目标实现的关键因素。本文试图参照外部市场薪资情况、企业实际盈利能力，将公司的薪酬优化成一套能够激励公司关键人才的体系，帮助企业健康发展。首先，本文基于公司现有体系现状，对公司21位高管和1200名关键人才进行薪酬战略及满意度调研，发现由于薪酬战略不清晰、薪酬总体水平低、薪酬带宽窄导致原有薪酬体系存在体系公平性差、总体吸引力不足以及不能支撑关键人才未来发展等问题。然后，本文基于薪酬、薪酬结构、宽带薪酬等相关概念和激励相关理论，提出了从薪酬战略、薪酬水平、薪酬结构三方面进行优化的方案，该方案不仅将关键人才的激励保留上升到战略高度；充分参考外部数据确定了关键人才薪酬水平；同时根据关键人才高能力高业绩的特征，参照宽带薪酬注重能力薪酬和业绩薪酬特点进行了薪酬结构宽带化设计。最后，为保证薪酬方案有效实施，本文分别从组织、制度、文化和沟通四个方面提出保障措施。 通过对关键人才薪酬的宽带化，本文不仅为D公司关键人才薪酬激励提供了解决方案，也将关键人才的管理上升到战略层面，促进了D公司的人才发展及管理发展，助推公司战略目标的实现。同时也为其他创新型企业的薪酬管理和人才管理提供一定的参考和借鉴意义。
英文摘要：	The report of the 20th National Congress of the Communist Party of China clearly states: "We must adhere to the principle that science and technology are the primary productive force and innovation is the primary driving force , accelerate the implementation of the innovation-driven development strategy, continuously shape new dynamics and advantages of development, and achieve high-level self-reliance and self-strengthening in technology." The construction of an innovative nation relies on corporate innovation. In the new normal of economic development, companies are facing exceptionally fierce challenges, and upgrading and transformation have become an urgent requirement for corporate development. How to attract and retain key talents has become a focal point of concern and a practical challenge for companies in terms of innovative technologies, innovative products, and innovative business models. Company D is a private publicly-listed company operating in the “new materials, new energy” sector. Over its 24-year existence, it has been committed to innovation for growth. However, due to factors such as regional culture and history, the company's existing salary system lacks market competitiveness, making it unable to attract and retain key talents. This has become a critical factor limiting the achievement of the company's strategic goals. This thesis attempts to optimize the company's salary into a system that can motivate the company's key talents and help the company develop healthily by referring to the external market salary situation and the actual profitability of the company. Firstly, based on the current status of the company's existing system, this thesis conducted a salary strategy and satisfaction survey on 21 executives and 1200 key talents of the company, and found that due to the low overall salary level, unclear salary strategy, and narrow salary band, the original salary system had problems such as insufficient overall attraction, poor fairness of the system, and inability to support the future development of key talents. Secondly, based on salary, salary structure, broadband salary and other related concepts and incentive theories, this thesis proposes an optimization scheme from three aspects: salary strategy, salary level and salary structure. This scheme not only raises the incentive retention of key talents to a strategic level; The compensation level of key talents is determined with full reference to external data; At the same time, according to the characteristics of high ability and high performance of key talents, the broadband compensation structure is designed according to the characteristics of ability pay and performance pay. Finally, in order to ensure the effective implementation of the salary plan, this thesis puts forward safeguard measures from four aspects: organization, system, culture and communication. By optimizing the broadband salary system for key talents, this thesis not only provides a solution for the compensation incentive of key talents in Company D, but also elevates the management of key talents to the strategic level, promotes the development of talents and management in Company D, and promotes the realization of the company's strategic goals. At the same time, it also provides certain reference and significance for other innovative enterprises' salary management and talent management.
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