基于“C-2P”模式的薪酬體系優化設計
——以W公司為例

易 斌，宋思縈

(湖南工業大學 商學院，湖南 株洲 412007)

基于“C-2P”模式的薪酬體系優化設計
——以W公司為例

易 斌，宋思縈

(湖南工業大學 商學院，湖南 株洲 412007)

W公司的薪酬體系存在著基本工資等級差距不大、績效工資激勵效果不佳、不注重員工勝任能力提升等問題，采用基于勝任力、崗位、績效的“C-2P”模式，對W公司的薪酬體系進行優化，即使用要素計點法進行崗位價值評定，改變績效工資的核算方式，并將員工的勝任能力納入薪酬體系，從而將薪酬與崗位、績效、勝任力因素相聯系。優化后的薪酬體系更有利于實現公司的內部公平性，其績效工資也更具有激勵性與靈活性，同時，公司員工對新的薪酬體系評價較高，工作滿意度有所提升，員工流失率降低到3%，生產部門與市場營銷部門的績效均有所上升。

薪酬體系；“C-2P”模式；崗位價值；績效；勝任力

Abstract： There are some problems in the salary system of W company, such as a narrow gap between different level of basic salary, poor incentive effect of merit pay, and ignorance of employees’ competence improvement.The salary system of W company is optimized by adopting the C-2P model based on competence, position and performance. In other words, the point-factor method is adopted to evaluate the position value, the accounting method of merit pay is changed, and the employees’ competence is included in the salary system. As a result, the salary is related to the position, performance and competence. The optimized salary system helps much better to realize the internal fairness of the company, and makes merit pay more incentive and flexible. At the same time, employees speak highly of the new salary system with their job satisfaction improved and the staff turnover rate decreased to 3%, and the performance of the production department and marketing department has improved.

Keywords：salary system; C-2P model; position value; performance; competence

薪酬體系是人力資源管理體系的重要組成部分。從企業層面上來看，薪酬體系是企業能否吸引、保留、激勵員工的關鍵；從員工層面上看，員工若能通過薪酬體系得到激勵，會更加努力工作，充分展示自身的價值。薪酬體系關系到企業的發展，是塑造和強化企業文化的重要因素，也是員工賴以生存的物質保障。[1]一般而言，薪酬體系由以下幾個部分組成：基本薪酬、績效薪酬以及間接薪酬。每個企業的薪酬體系不盡相同，其存在的問題也帶有明顯的企業特征。薪酬體系的優化應從企業自身出發，以組織戰略為依據，使薪酬體系與組織發展相適應。……