Salary management system and assessment system are the refinement of the company's personnel-related system and the guidance of the specific operation of salary management and performance assessment. Salary management and performance appraisal are determined in the form of system, which is a measure to standardize the company's management system and a good start to create a scientific management environment, so that managers at all levels can have evidence to follow in actual operation.

The purpose of salary distribution is not simply to "divide the cake", but to make the company's future cake bigger by "dividing the cake". Salary distribution is not only a technical job, but also a strategic thinking. Therefore, when designing the salary system, the company's current situation and future development goals are fully considered.

The purpose of assessment is not punishment, but a means, a means to motivate employees. Through the examination, we can select suitable talents for enterprises and provide space for real talents to exert their personal abilities.

Salary management system and assessment system are complementary, and salary promotion depends on the results of assessment, which provides a basis for salary promotion. The two are closely related in the implementation process and cannot be separated from the implementation.

Salary management system

Section 1 General principles

1. General principle: salary is the labor remuneration of employees and the company's evaluation of employees' labor achievements. Fair and reasonable salary is conducive to stimulating employees' enthusiasm and professionalism, and enhancing the company's cohesion and team honor.

2. The principle of wage distribution:

Based on the principle of fairness and reasonableness, it fully embodies values, performance evaluation, responsibility and benefit and team consciousness.

Values: the value created is directly proportional to wages;

Corporate culture: unity, enterprising, pragmatic and pioneering;

Performance evaluation: pay attention to actual effect, talent, honesty, personal ability and time concept;

Responsibility and income: the greater the responsibility, the greater the risk and the higher the income.

Section 2 Composition of Salary

1, salary structure chart

Note: (1) This structure chart is set on the basis of salary grade scheme table;

(2) With regard to non-monetary remuneration, the non-fixed remuneration and indirect monetary remuneration in monetary remuneration shall be submitted to the chairman for approval, except for the relevant provisions of the company.

2. Salary scale

Name: Department: Position:

My signature: consignee's name:

Actual cost borne by the enterprise:

Detailed explanation

Project Amount/Remarks

I. Basic salary

Second, holiday compensation

Third, performance pay.

Four. Taxation (personal income tax)

Verb (abbreviation of verb) deducts social insurance premium.

Intransitive verb bonus (allowance)

Issue amount: RMB

Note: (1) This table is used to explain the composition of employees' monthly salary;

(2) If employees have any objection to this month's salary, they can consult the Finance Department or the Human Resources Department, and the Finance Department or the Human Resources Department will send this statement.

3. Salary grade scheme (attached table 1)

4. Salary adjustment

Under normal circumstances, according to the working ability of employees and the results of annual work assessment, and combined with the company's benefits, the position and salary are adjusted every two years. Except in special circumstances, for example, those who have outstanding ability or contribution can be promoted without exception.

Section 3 Wage Payment System

The finance department is responsible for the payment of wages, and the formulation and assessment of wages are completed by the human resources department. At present, the company's salary distribution is a distribution system; The salary distribution of each subsidiary is solely responsible by each subsidiary. The salary can only be paid after I sign it; Pay wages on behalf of the agent, which needs to be signed by the agent. The salary of the outgoing person must be received in person, not on his behalf.

The fourth quarter salary evaluation

1. According to the actual situation, the company conducts appropriate annual assessment according to subsidiaries and departments, and the human resources department of the group conducts comprehensive employee assessment. The assessment methods include holding a symposium, filling out an evaluation form (mutual evaluation, direct evaluation by superiors, and evaluation by subordinates to superiors) and writing a debriefing report.

2. The assessment indicators and methods of employees above department manager are slightly different from those of ordinary employees, but they must abide by the company's various rules and regulations and employee manuals.

3. Evaluation elements:

(1) Performance appraisal-Observe, analyze and evaluate the positions shared by employees and the work completion. The performance appraisal of the staff above the department manager of the subsidiary company is based on the operating performance of the subsidiary company.

(2) Attitude evaluation-Observe, analyze and evaluate employees' working attitude at work.

(3) Ability evaluation-observing, analyzing and evaluating employees' abilities through their work behaviors.

4. Evaluate subject and object

(1) Subject: appraiser-executor of personnel appraisal.

(2) Object: the appraisee-the person who accepts the personnel appraisal.

5. Evaluation method:

The assessment of department managers and above takes the form of self-assessment, comprehensive evaluation by superiors and evaluation by subordinates once a year; General staff assessment, take the method of filling in the general staff work evaluation form and mutual evaluation form, and assess once a year.

The salary assessment results are as follows:

(1) If the annual comprehensive evaluation is "A", the performance salary will be 100%, and there will be rewards according to the actual situation;

(2) If the annual comprehensive evaluation is "B", the performance salary is100%;

(3) If the annual comprehensive evaluation is "C", the performance salary is 100%, but the superior supervisor should supervise their work, correct their work attitude and improve their work ability;

(4) If the annual comprehensive evaluation is "D", 50%- 100% of one month's performance salary will be deducted, and the company will be given administrative sanctions according to the disciplinary situation until dismissal, and reserve the right to pursue other responsibilities.

(5) For those responsible for unfinished task indicators, floating wages will be paid according to the percentage of completed tasks, and those who exceed the task indicators will be rewarded as appropriate.

Note: (1) Performance pay is the basis of assessment.

(2) The assessment is organized by the Human Resources Department and comprehensively guided by the assessment committee. Adhere to the principle of clear rewards and punishments. If the work does make a special contribution, it should be rewarded. The reward method should refer to the company's relevant systems, and special circumstances need to be reported to the chairman for approval.

6. Evaluation of evaluation results

(1) Because the assessment results are linked to the salary, employees can consult the relevant departments (assessment departments) if they have any questions after each assessment. If they find that the assessment is unfair or engages in malpractices for personal gain, they can appeal according to the following procedures.

Represents the meaning of a complaint. The complainant can complain in writing, but he must be named, otherwise the result cannot be fed back. You can appeal by email.

It stands for investigation. The relevant person in charge shall investigate the complaint and record it.

Represents submission. Submit the survey results to the head of human resources department for review.

Indicates the meaning of the report. The person in charge of the human resources department reports the investigation results to the general manager, who makes corresponding judgment after verification.

... stands for attention Inform the complainant of the investigation results and reward and punish according to the corresponding situation.

(2) Evaluation interview

After the assessment, the person in charge of the assessment should announce the assessment results as soon as possible, conduct assessment interviews with necessary staff, guide their work behavior, correct their work attitude and improve their work ability.

Section 5 Company Salary Confidentiality System

1. Under special circumstances, the salary of employees below the department manager can be kept transparent.

2. The salaries of department managers and above shall be kept confidential.

Employees are also forbidden to spy on each other's salary. Once found, it will be punished according to company regulations.

Section VI Implementation of Salary System

1. In order to avoid unnecessary confusion in the implementation of the system, the salary level of existing employees is still implemented according to the original system, and it will gradually transition in the annual assessment process; Reward and punishment standards shall be implemented in accordance with this system and the principle of proximity.

2. The salary level of new employees shall be implemented according to this system.

Examination and evaluation system

Section 1 General Provisions

1.

Performance evaluation is a scientific and dynamic evaluation method to measure the working conditions and effects of employees in a certain period of time. By formulating effective and objective performance evaluation standards, employees are evaluated to further stimulate their work enthusiasm and creativity and improve their quality and professional satisfaction.

2. Scope of application

These Provisions shall apply to the Group Company and its subsidiaries.

The appraisal object is the employees officially employed by the company, except the following:

(1) Part-time and special personnel;

(two) continuous attendance of less than 6 months;

(3) Leave for more than 6 months during the assessment period;

(4) During the assessment period, in case of personnel transfer, the assessment of the work of the assessed shall be provided by the new department in principle, but the assessment period shall be conducted by the original department if it is less than two months;

3. Principles

First, concrete quantification, clarity, effectiveness, fairness, objectivity, transparency and operability.

Second, introduce the competition mechanism into the company, find out the gap, and provide opportunities for employees to develop and reshape.

Third, as the main factor to measure employee performance, the evaluation results provide a basis for salary and promotion.

Section 2 Evaluation

1. Evaluation period

Implement a regular year-end assessment system.

2. Assessment agencies

Direct and vertical review. The employee's immediate superior is the immediate superior of performance appraisal.

(1) General employee: the manager (minister) of the department to which the employee belongs conducts assessment;

(2) Personnel above the department manager: assessed by the immediate superior, supervised and verified by the evaluation committee;

3. Evaluation model

Divided into two parts:

General staff job evaluation form/department manager and above staff evaluation form (ratio of 6)+ employee evaluation mutual evaluation form/subordinate to superior evaluation form (ratio of 4), with a total score of 100. For more information, please refer to the attached evaluation form.

4. Assessment level

It is divided into four grades: a, b, c and d, and the standard is: A: 100 ~ 90; B: 89 ~ 70 points; C: 69 ~ 60 points; D: less than d:59 points.

5. Evaluation procedure

General employee evaluation procedures:

(1) At the end of each year, the assessed person fills in the work appraisal form according to his/her personal work performance, carefully evaluates himself/herself and summarizes his/her work; Seriously fill in the employee assessment and mutual evaluation form.

(2) The immediate superior of the appraised person shall fill in the appraisal form according to his work performance and ability;

(3) Interview: After the superior evaluation, interview the personnel below Grade C, and explain the evaluation results in detail to them, and allow them the right to appeal and explain, so as to keep the evaluation democratic, consistent, transparent and fair;

After the above procedures are completed, all departments will summarize the evaluation results and report them to the Human Resources Department for the record, so as to better improve work efficiency and effectiveness.

Evaluation procedures for department managers and above:

(1) The immediate superior is responsible for filling in the appraisal form according to the daily work performance of the appraisee.

(2) The appraised person writes a debriefing report as the basis for examination and verification;

(3) Its subordinates evaluate it and fill in the corresponding form;

After the above procedures are completed, summarize the evaluation results to the Human Resources Department for the record;

Section III Evaluation Results and Incentive Policies

1. salary

Pay performance salary according to the performance appraisal results of A, B, C and D employees, with A and B paying 100% and C paying 100% appropriately. The supervisor should supervise the work, correct the working attitude and improve the working ability, and the D level will be deducted by 50%- 100 for one month.

2. Other incentives

Mainly applicable to year-end assessment, in the following ways:

(1) salary increase: determined according to the overall efficiency of the company and the performance of the department;

(2) promotion; According to my working ability and working years in this company;

(3) It is convenient to recommend talents to all units of the group by storing them in the talent information database;

(4) bonuses, etc. ;

punish

Those whose assessment results are Grade C and D will be given informed criticism (included in employee files) according to different situations, and may be transferred from other posts. If their work performance and work effect do not improve after evaluation, the labor contract will be terminated under bad conditions.

Section 4 Evaluation Management

1. The Human Resources Department formulates and issues relevant assessment policies and specific operation methods.

2. The Human Resources Department is responsible for assisting all departments to carry out evaluation and build a good platform; And according to the evaluation results, assist all departments to formulate employee training plans and implement them.

3. Each department should establish an assessment management database, and timely input the performance data of the appraisers in this department; The group establishes an information base and recommends outstanding talents to the group leaders.

4. After summarizing the evaluation forms of various departments, the Human Resources Department should not only collect data, but also establish employee evaluation files and register the evaluation results.