Enterprise salary system is an important part of human resource management. According to modern human resource management theory, salary not only provides basic living guarantee for workers, but also plays an incentive and restraint role to mobilize employees' work enthusiasm. Salespeople in enterprises have the characteristics of relatively flexible working methods and time, measurable work performance and risk. How to design a scientific salary system based on the characteristics of salespeople has become an important part of human resource management in enterprises.
First, the current salary model of sales staff in China enterprises
Salary refers to the rewards and rewards that employees get for their work, including economic rewards and non-economic rewards. We usually refer to economic remuneration as wages, that is, all the direct and indirect economic income that employees get from their employers because of the existence of employment relationship, including wages, bonuses, allowances, pensions and other benefits and medical care income.
At present, the salary model of sales staff in China enterprises includes:
(1) Pure commission system: commission according to a certain proportion of sales as sales reward. In addition, salespeople don't have any fixed salary, and their income is completely variable.
(2) Pure salary system: Pure salary system is a fixed salary system for sales staff, regardless of whether the current sales are completed.
(3) Basic salary plus commission system: Basic salary plus commission system refers to dividing the income of sales staff into two parts: fixed salary and sales commission. Salespeople have a certain sales quota, and they can get the basic salary, that is, the basic salary, regardless of whether they achieve the sales target in the current month; If the sales amount completed by the sales staff in the current period exceeds the set index, the above part shall be deducted in proportion.
(d) Basic salary plus bonus system: This salary system is somewhat similar to the previous one, but there are still some differences. This difference is mainly reflected in the fact that commission is directly determined by performance, while the relationship between bonus and performance is indirect. Under normal circumstances, sales staff can only get a certain bonus if their performance exceeds a certain amount of sales.
(V) Basic salary plus commission plus bonus system: The particularity of this salary system design lies in its combination of commission system and bonus system, so that the salary of sales staff includes three parts: basic salary, commission and bonus.
Second, the current China enterprise sales staff salary system problems
(A) the salary system is backward and conservative
In the process of the establishment of market economy and the transformation of state-owned enterprises, the salary system of skilled workers is becoming more and more perfect, but many enterprises still follow the model before the reform, or only make minor changes. The salary of salespeople has a strong color of traditional planned economy system, and a scientific salary system suitable for their work characteristics has not yet been established. Some enterprises still focus on the hierarchical wage system, mainly considering the position, education, work experience, working years and other factors of employees, and the salary of sales staff lacks vitality and motivation.
(B) the lack of strategic compensation system
1. Salary system and its management are out of line with enterprise strategy and culture. When it comes to the role of salary, people usually emphasize attracting, retaining, motivating and developing talents, but what is the ultimate goal of attracting, retaining, motivating and developing talents? Obviously, it is to promote the construction of corporate culture and help enterprises achieve strategic goals and long-term planning. Therefore, in the final analysis, the design and management of the salary system must focus on the enterprise strategy and long-term goals, and adapt to the types of enterprise culture, and can not go its own way. For example, the corporate culture change of IBM in the 1980s led to the change from the original salary system characterized by hierarchical bureaucracy, internal fairness and low risk to a new salary system that emphasized flexibility, external competitiveness and linking salary with risk factors. However, the salary management of many enterprises in our country is in a state of confusion with unknown direction, and they "live their own lives" in their own independent kingdom. Without clear strategic guidance, the salary management of enterprises will often hinder or even destroy the strategic realization and cultural construction of enterprises. For example, on the one hand, some enterprises shout the slogan of innovative learning, on the other hand, they do not provide any rewards to those who work hard to innovate and keep learning. Therefore, on the one hand, enterprises constantly emphasize and expect to build a strong performance-driven culture, on the other hand, they are repeatedly disappointed.
2. The salary system of salespeople does not adapt to the development stage of enterprises. Enterprises should design a salary system that is suitable for their current development and can effectively support the competitive strategy according to their own development stage and current competitive strategy. For example, enterprises are in the initial stage and need a large number of outstanding talents urgently, but their own talents are weak in competitiveness, which requires strong external competitiveness of salaries. At this time, the liquidity of enterprises is relatively tight. In order to reduce the financial burden of enterprises, the basic salary of sales staff can be lower, but the commission and bonus should be attractive. When Coca-Cola entered China in the early 1980s, the salary offered to employees was two to three times that of the domestic beverage industry at that time. With the highly competitive high salary policy, it has attracted a large number of outstanding talents and effectively promoted the realization of the company's strategic goals. However, many enterprises in our country blindly emphasize their own difficulties and the dedication of their employees when starting a business, and the salary level is very low, which is obviously not conducive to the development of enterprises.
(C) the establishment and management of the salary system is unscientific
1, the salary system is established at will. First, the salary is decided by the boss. The boss relies on his own administrative authority and management experience to rigidly stipulate the salary of the sales staff of the enterprise, which is not democratic. Second, there is a lack of systematic salary investigation and analysis. It is blind and dogmatic to formulate the salary system of the company's sales staff behind closed doors, or to copy the theoretical model and blindly imitate the salary schemes of other enterprises, without investigating the industries, regions and similar enterprises, without specifically analyzing the characteristics of their own enterprises, and lacking their own characteristics and applicability.
2. The salary management is too rigid and does not pay attention to timely adjustment. This is more obvious in state-owned enterprises and small enterprises. The market economy is changing rapidly, and all aspects of enterprise management, including salary management, should actively adapt to the changes of internal and external environment and make corresponding adjustments. For example, the overall downturn in the industry may force enterprises to lower their salary levels; At the same time, enterprises are constantly developing. The advent of new products and the development of new markets require the salary system of salespeople to "keep pace with the times". Otherwise, there will be problems in the operation of the enterprise. In the 1990s, according to the survival requirements of employees of different ages, Panasonic specially set up age wages to ensure the basic needs of employees and stabilize the lifelong employment system. With the development of society, great changes have taken place in industrial structure, technical level and employee concept. Under the annual salary system formed for many years, excessive labor expenditure has caused a heavy burden to Panasonic, and other management problems have led to Panasonic's first loss in more than 80 years in 200 1 year, and Panasonic's salary system has to be adjusted.
(d) Lack of overall and long-term vision in paying salespeople's salaries.
The modern market economy emphasizes cooperation and win-win more and more, and the sales of products rely more and more on the joint efforts of teams. However, the salary system of sales staff in most enterprises only measures personal performance and overemphasizes personal efforts. As a result, salespeople go it alone blindly and are inefficient, and even uglify each other in pursuit of personal goals, which will inevitably lead to the damage to the overall performance and image of the enterprise. Furthermore, the measurement of sales staff's salary only looks at short-term economic indicators, and little or no consideration is given to the overall long-term development of enterprises such as customer satisfaction, after-sales service and personal learning and growth. However, in the long run, the return rate of customers and the improvement of employees' ability are the prerequisites for achieving long-term sustainable profitability.
(E) The salary system lacks proper post evaluation and performance appraisal basis.
The three systems of job evaluation, performance appraisal and salary management are called the 3P model of human resource management. The position evaluation system lays the foundation for the formulation of employee salary by measuring the value of employee position; Performance appraisal results are the basic basis for paying employees' salaries; Salary can only be scientific and reasonable if it is linked with job evaluation and performance appraisal.
But in fact, many enterprises do not combine the salary management of salespeople with job evaluation and performance appraisal. Many people think that my job is not sales, because the sales staff's work objectives are very direct and their performance is easy to measure. Isn't my sales my assessment index? Why do you need to re-evaluate and check? It is precisely because of this idea that the job evaluation and performance appraisal of salespeople are often ignored.
In the actual job evaluation process, managers subjectively set ranks and grades. For example, influenced by the "will of the chief executive", some position managers think it is very important and high-level, but this is not the case; Some positions have lower ranks, but it is impossible to recruit suitable talents in the market with the salary of that rank. In addition, enterprises only use simple sorting methods to rank and classify the positions of the same level and category. These are unscientific job evaluations, which can't reflect the inherent fairness of employees' salary. Secondly, there is a lack of a scientific performance appraisal system, relying solely on the indicator of "sales volume". In reality, due to different product profits, it is possible to sell a certain product with large sales volume and small profits; Maybe I launched a new product. Although the sales of salesmen are not small, the promotion of this new product is not ideal. Maybe my goal this year is to expand market share, not increase profits; Perhaps the salesman has adopted a sales method of "killing the chicken to get the egg". Although the sales volume is large, customers are not satisfied with the products and after-sales, and so on. These are beyond the scope of the "sales volume" index.
(6) Improper handling of the efficiency and fairness of remuneration
1, the sales backbone lacks incentives. The traditional salary system of enterprises in China has always regarded the internal fairness of income distribution as the highest goal. In this regard, enterprises even strive to ensure the satisfaction of all employees at the expense of enterprise efficiency. In fact, efficiency is undoubtedly the top priority of enterprises, and fairness at the expense of efficiency cannot last long. 80% of the sales tasks in enterprises are completed by 20% of the sales backbone, but most enterprises do not implement this rule in salary distribution, because the income can not be opened, and the satisfaction of the sales backbone is low. Enterprises don't realize that it is most important to satisfy those who really create value for enterprises, because enterprises can't satisfy everyone.
2. Pay is not tilted enough for special employees, and humanistic care is poor. First of all, in enterprises, the salary of new salespeople is generally the same as that of original salespeople. In this case, it is easy to dampen the enthusiasm of new salespeople when the basic salary is low and the marketing is difficult. In addition, for married salespeople who have served the enterprise for many years and have family burdens, their academic qualifications are often relatively low. In some enterprises that blindly pursue perfect academic qualifications, the salary is bound to bring unfairness to themselves. For example, some enterprises stipulate that the basic monthly salary of college students who have just graduated from marketing major is much higher than that of secondary school students who are not majoring in marketing, and the latter is often the sales backbone with rich marketing experience, which brings more profits to enterprises.
(VII) Salary Climbing Channel Table
China is a country with a strong sense of "official standard". This awareness is reflected in the positioning of the relative value of employees by enterprises. People generally determine their contribution to the enterprise according to the progress made by employees in managing the "career anchor" or according to the size of "official rank". Under this salary system, the salary of excellent sales elites will never catch up with that of poor sales managers with higher positions. The single "official standard" or management "career anchor" channel has brought many disadvantages to the development of employees and enterprises: large enterprise disease, limited space for the survival and development of high-quality employees, and misplaced waste of employee allocation, which ultimately dampened employees' enthusiasm and lost their appeal to many high-quality talents.
Third, solve the problems existing in the salary system of enterprise sales staff.
(1) Conduct a scientific salary survey and analysis before formulating the salary system for sales personnel.
In the early days of the establishment, enterprises have experienced the stage when leaders decided employees' salary with one eye and one pen. However, with the development of enterprise scale to a certain extent, the boss can't know everyone like the back of his hand, which requires scientific salary investigation (outside the enterprise) and analysis (inside the enterprise) to establish his own salary system. This is especially true for salespeople with distinctive work characteristics. Take Huawei Group as an example. 1995, Huawei had more than 500 employees. At this time, the HR manager reports their salary figures to the boss, and the boss can't be familiar with everyone's performance, because the figures are not dozens when he first started his business. So, how can the boss sign at this time? Therefore, Ren asked for a salary scheme system. Later, they set up a salary design team, held more than a dozen meetings in three months, and invited consulting companies from Hong Kong to participate in the research, and finally formed their own salary system framework.
The salary survey focuses on solving the external competitiveness of salary. Enterprises need to refer to the salary situation in the labor market when determining the salary of employees. The company can entrust a more professional consulting company to conduct this survey. The object of salary survey, it is best to choose a company that has a competitive relationship with itself or a similar company in the same industry, focusing on the direction of employee turnover and recruitment sources. The data of salary survey should include salary growth in the previous year, comparison of different salary structures, salary data of different positions and levels, bonus and welfare status, long-term incentive measures and future salary trend analysis. Only by using the same standards for job evaluation and providing real salary data can the accuracy of salary survey be guaranteed. In newspapers and websites, you can often see articles such as "Decryption of post salary", and the data mostly contain random sampling, so the accuracy is in doubt. Even the statistical data of the national labor department can not replace the salary survey as the basis for salary determination. While conducting salary survey, enterprises should also analyze their own situation (the author will explain this in "3 (2)").
(2) Determine a reasonable salary structure according to the situation of the enterprise.
Compared with other types of personnel, the salary of salespeople shows great differences in structure. The first problem in establishing the salary system of salespeople is to determine the proportion of basic salary, commission and bonus, and to establish a reasonable salary structure. For a specific enterprise, its salary structure depends on many factors, which are inseparable from the analysis of its own industry, the life cycle of the company's products and the past practices of the organization.
Taking industry factors as an example, the insurance industry, nutrition industry and cosmetics industry mostly adopt the salary mode of "high commission+low commission", and even implement the pure commission system. However, in some sales fields with strong technical content and professionalism, very narrow market and long sales cycle, enterprises have high requirements on the quality and stability of sales staff, so they adopt the salary model of "high commission+low commission/bonus".
For another example, as far as the product life cycle is concerned, when the company's products have just entered the market with little or no popularity, it is best for the company to adopt a fixed salary model or a "high fixed+low commission/bonus" model, because the risk of product sales at this time is great, and the efforts of sales personnel may not get enough market returns. So at this time, we can't let the salespeople take risks. However, if after a period of hard work, the products are recognized by customers, and a market is gradually opened up in the market, the sales risk is gradually reduced, and the sales are in the growth stage, then the enterprise can appropriately reduce the fixed part of the sales staff's salary and increase the floating part, so as to encourage the sales staff to more actively expand market share and increase sales. Finally, with the product reaching maturity, when the product brand or company brand plays a greater role in consumers' buying behavior than the persuasiveness of salespeople, enterprises can change the salary scheme of salespeople back to the "high fixed+low floating" salary model.
(C) the establishment of a scientific and systematic quantitative index system
The salary design of salespeople seems to be just the balance between basic salary, commission and bonus, but to achieve its due role, it needs to do a lot of meticulous work, so as to establish a scientific and systematic quantitative index system. On the one hand, it is necessary to strengthen the research and application of advanced tools such as computer-aided, mathematical model and management science in the salary system; on the other hand, it is necessary to do basic work such as job evaluation and performance appraisal.
The purpose of job evaluation is to determine scientific qualification standards and reasonable job value, which includes a formal and systematic comparison to determine the value of a position relative to other positions, and finally determine the salary level of the position. The basic procedure of job evaluation is to compare the contents of each job (for example, the degree of effort, technical complexity and responsibility required by the job), and finally form a "job compensable factor". In job evaluation, each position should be compared with all comparable positions on the same evaluation factors. As a salesperson, compared with a manager, he may not be required to have any leadership skills; Compared with a technician, there is no need to ask him how high his professional level is, but his communication and expression skills must be excellent … and so on. This also laid a good foundation for performance appraisal.
Performance appraisal should pay attention to the application of KPI (key performance indicator method), balanced scorecard, management by objectives (MBO) and other advanced methods, and conduct a comprehensive and multi-angle 360-degree assessment of employees. Among them, the following points should be paid attention to in the performance appraisal of a salesperson: 1, and the determination of indicators should follow the SMART principle. SMART is the abbreviation of the initials of five English words: S(Specific) stands for concrete, which means that performance appraisal should focus on specific work indicators rather than generality; M(Measurable) stands for measurable, indicating that performance indicators are quantitative or behavioral, and the data or information of these indicators can be verified; A (achievable) stands for achievable, which means that performance indicators can be achieved by trying to avoid setting too high or too low goals; R (Realistic) stands for reality, indicating that performance indicators are real and can be proved and investigated; T(Time Bound) stands for a specific time limit, and the key point is to complete a specific performance indicator. 2. Pay attention to customers' opinions. Because of their own characteristics, salespeople mostly deal with customers, represent the company's image and influence a steady stream of customers. It is particularly important for customers to participate in the assessment of sales staff. 3. Business indicators should account for an absolute proportion. But this business indicator is not necessarily sales volume, but should be combined with the strategy and plan of the enterprise this year. In other words, what are enterprises concerned about this year, sales volume, profit, customer satisfaction, market share and market share of new products? These indicators cannot be comprehensive, and can be adjusted appropriately every year. However, the strategic intention of an enterprise should be fully reflected in the assessment, not just a fixed indicator. 4, supplemented by other indicators. Including learning and growth, personal behavior, personal ability and so on. These indicators may not account for a large proportion, but they can effectively stimulate the growth of sales staff. And in the long run, the improvement of employees' ability is the premise of realizing long-term sustainable profit. However, this kind of ability and quality assessment should not be a mere formality and should not cover everything. But for this job category, combined with the results of job evaluation, to see what kind of professional quality he needs.
(D) the use of personalized salary system to take care of different employees.
1. Establish a flexible menu commission system. At present, in the practice of enterprises, the commission ratio is often set according to the size and increase or decrease of business volume. For example, the percentage of commission for the business of 654.38+00000 yuan per month is 3%, that of 20000 yuan is 4%, and that of 30000 yuan is 5%. This practice has great reference significance, but the author thinks that the commission rate should be flexibly changed according to the business area, business progress speed, business completion ratio and business growth rate of different salespeople, taking care of the situation of different employees and amplifying the commission effect of salary.
2. The protection strategy should be adopted for the sales novice. On the one hand, you can set a certain protection period for sales novices, and you can enjoy certain salary concessions during the protection period, such as higher basic salary. In addition, a "divided system" salary system can be implemented to ensure a certain wage level and fully reflect the competition system. The so-called "carve-up system" is to treat all new salespeople as a whole and determine the sum of their income. The income of each salesperson is calculated according to the proportion of contribution to total contribution. If you want to import the basic salary, you can further combine the "divided system" with the "mixed system" and calculate it according to the following formula: individual monthly salary = basic salary+(total salary-basic salary) × (individual monthly payment ÷. This not only shortens the income distance of new sales staff, but also embodies the principle of getting more for more work, which can increase their sense of professional belonging and enterprising spirit.
3. Establish a special salary system and a special contribution award. On the one hand, we can consider establishing a special salary system for special talents, such as annual salary system. Special talents refer to talents who are in urgent need of marketing and play a key role and make outstanding contributions in their posts. The determination of personnel with special remuneration should be based on post (post) requirements and contributions made in the fields of production, management or science and technology, and scientific evaluation should be carried out, not across the board. Avoid seniority and advocate reward for merit. In particular, it is pointed out that we should put an end to the blind worship of academic qualifications, because many excellent salespeople in enterprises have low academic qualifications because of their age, family burden and other reasons, and sales itself is an empirical and flexible job. Many well-known enterprises believe that basic education is very important for salespeople, but experience is more important. In addition, at present, some domestic enterprises have set up "sales contribution awards". For example, Taikang Life Insurance Company, Yutong Group and other well-known enterprises hold a commendation meeting for sales elites every year to give high honors and high bonuses to employees who have made special contributions. This practice is worth popularizing.
(E) The salary system should be set to "follow the market"
The salary of salespeople should reflect the market situation and weaken the influence of environmental upheaval on the salary of salespeople. In this regard, we can make a fuss about the commission base and consider adopting the "floating quota system". Floating quota system refers to a sales team, which takes a certain proportion of monthly per capita sales or last month's per capita sales as a quota, and the remuneration of sales personnel is closely combined with this quota. Salespeople who are below the actual quota receive basic salary, and those who are above the quota can receive basic salary in addition to a certain proportion of the excess. In this way, the salary of sales staff will change with the market situation. When the market is good, the sales work is relatively easy, and the floating quota will inevitably rise. When the market is poor, the sales work is difficult and the floating quota will drop.
(six) the implementation of the "order" salary payment model, to encourage team spirit.
Some sales tasks cannot be completed by one person. In publicity, negotiation, contract signing, checkout, after-sales and other links, different people are making efforts, which requires everyone's unity and cooperation, which needs to be reflected in the salary. It is difficult to do this in the traditional way of paying individuals. The "order-based" salary payment mode is to pay employees the whole sales order (sales task), so that all employees (including sales managers, salesmen, shop assistants, after-sales service personnel, etc. ) share the income due according to the prescribed formula. This model improves the enthusiasm of employees to participate in the team and promotes the overall performance of the enterprise.
(7) Establish a multi-channel career development path.
GE company puts forward "don't tie rewards and power together", otherwise, you will build a dissatisfied team. Experts call these people "POPOS", which means "people who are ignored and angered". They advocate giving employees more opportunities and raising wages without promotion. In fact, in an enterprise, the career development of employees is often more than one "career anchor". Enterprises should establish multiple career development channels such as management career anchor, technical career anchor and business (professional) career anchor. In Panasonic, the growth and progress of employees can be reflected by the unique cadre system-"special promotion system", which is a system to identify employees' abilities and qualifications. Proper names can be divided into several levels, such as principal, deputy counselor, counselor, deputy director and director. Proper name qualification is directly linked to my salary. If three people join Panasonic together, their abilities are very good. One is promoted to manager, the other two can't, but they can be promoted to main responsibility. Although they have no position, they are paid the same. The author suggests that enterprises implement "professional title system" for sales personnel, such as assistant marketing staff, marketing staff, assistant marketing engineer, marketing engineer and senior marketing engineer. This will open up a professional professional anchor in addition to managing professional anchors, so that promising salespeople can have a development path in personal achievement and salary.