Your business is developing, you are hiring more and more new employees. Just a year ago, you coped alone with a partner and a secretary, and now you already have a whole small office. The work must be paid with dignity, but at the same time, there is no point in paying the employee more than he deserves - just so that he does not leave. Let's consider how to calculate the salary of company employees and at the same time leave enough profit for business development and for yourself.
Instructions
Step 1
It is believed that money is the main motivating force in Russia. The quality of the work of an employee depends on how much he receives. With us, a person in the same position can receive completely different compensation depending on the company. For example, a lawyer with 5 years of experience in a small firm can earn in the region of 40,000 rubles, and in a large holding or consulting company with a worldwide reputation - in the region of 300,000 rubles. Of course, the amount of monetary compensation is important, but not paramount.
Step 2
When calculating salaries, the following questions usually arise:
- whether it is worth paying salaries only in money or additional services ("social package"). Do you need a social package at all? And if so, which one and for whom?
- should the salary consist of constant and variable parts? How should they relate7
- Do you need to pay bonuses, bonuses?
Step 3
The social package has one weak side: everyone needs money, but the services included in the social package are only for a part of employees. If your office is located outside the city, then secretaries will be happy to use corporate transport, and the director of the sales department does not need it, since he has his own car. Despite the fashion for a healthy lifestyle, corporate fitness is not interesting for everyone. So it makes sense to provide in the social package only those services that are really necessary and convenient, both for you and for your employees. Sometimes it is cheaper for a business owner to raise employee salaries a little than to participate in the VHI program.
Step 4
As for the salary structure, it all depends on the type of work. If the result of an action directly depends on the employee (for example, sales managers), then it is simply necessary to enter the variable part of the salary. Then a successful sales manager will be motivated to sell as many of your goods and services as possible, and you will be able to pay less to careless employees. The variable part can be up to half of the salary, since it makes no sense to appoint too small (does not motivate), as well as too large (it will be difficult to find an employee willing to work for almost "bare" interest). It makes no sense for secretaries to set a variable part of the salary, since they are responsible for the work process of the office, and in principle there is no direct result of their activity (making a profit for this or that type of work).
Step 5
If the company is interested in successful employees staying in their jobs as long as possible, it is worth providing for appropriate mechanisms in the compensation plan - bonuses and bonuses. They will be a nice indicator that the employer values the employee. This is what can very well "tie" a successful employee to your company. Prizes play about the same role. Their size depends on the capabilities of the company and, of course, on the employees. It makes no sense to give bonuses and bonuses to everyone, it is always better to stimulate for something - for a successfully completed project, for example. Equal bonuses and bonuses to everyone, just "for work in the company", do not have much motivating power.
Step 6
How much to pay each employee specifically depends, of course, primarily on the capabilities of your business. There is also a dependence on the labor market - while the average secretary receives from 20,000 to 40,000 rubles, it makes no sense to pay him, for example, 60,000 rubles, even if your company can afford it. It is important to understand that remuneration depends not only on the position and scope of duties, but also on how a particular employee copes with the work. Paying two sales managers the same salary, despite the fact that one of them is more successful, the business owner will make two mistakes at once: he will not motivate a more successful manager and will pay too much for the work of a less successful one. The result is a drop in sales.
