管理是企业发展永恒的主题。世界一流的企业，应该有世界一流的 企业管理。企业管理，最后归根到底应该就是对人的管理。伴随着经济 的不断发展，人力资源管理在企业，甚至在整个国民经济中的地位也越 来越重要，人力资源是企业的第一要素，人力资源管理水平的高低将直 接影响企业的发展和竞争力。 在人力资源管理六个体系中，拥有一个良好的薪酬福利体系，是吸 引员工、激励员工、发展与留住人才有力武器。对于国内移动通信运营 商来说，制定一套公平、公正、合理的薪酬福利体系,不仅让员工获得成 就感，激励员工不断提升业绩水平，更帮助企业经营战略目标的实现。 本文以 J 公司客户服务中心客服代表为研究对象,首先论述了研究 背景及意义,陈述了薪酬管理、薪酬体系、薪酬设计等基本理论；其次， 介绍了 J 公司客户服务中心概况和薪酬体系现状，并分析了现有客服代 表薪酬体系存在的问题和产生这些问题的原因；再次，结合 J 公司客户 服务中心的发展以及当地市场运营情况对客服代表现有薪酬体系进行了 改进设计,使新薪酬体系能更好地体现公平性、积极性、激励性；最后， 总结了实施成效并对实施过程中进行了相应的措施保障，包括客户服务 中心的话务量控制、薪酬展示系统的构建、员工培训制度的完善等方面。 本文综合运用了职位价值评价、马斯洛需求理论、期望理论、公平 理论等多种理论与方法，薪酬方案的优化设计对国内同行业具有参考借 鉴作用。 关键词，通信公司；客户服务中心；薪酬管理II Abstract Management guru Peter Drucker said: Corporate management is ultimately the management of people, and people management is synonymous with business management. With the development of society and economy, people as a factor of production in the enterprise as a whole the national economy is becoming more and more important as the role of human resources in the enterprise is also growing dramatically, becoming the core of business operations, its level of management has become the key to business success or failure in the competition. In the six system of human resource management, have a good salary and welfare system, is to attract, motivate and retain talent development staff, a powerful weapon. For the domestic mobile operators, establish a fair, just, reasonable salary and welfare system, not only let the staff a sense of achievement, to motivate employees to improve performance, achieve more help corporate strategy. In this paper, J Customer Service Center Customer Service Representative for the study, first discusses the background and significance, stating the salary management, basic theory compensation system, compensation design, etc; secondly, J describes the status of the customer service center profiles and salary system, and analyzes the existing salary system customer service representative the problems and causes of these problems; again, combining J company customer service center's development strategy and market conditions for customer service representatives to improve the salary system was designed so that the new pay system better embodies fairness, motivation, incentive. Finally, the implementation and effectiveness of the implementation process to predict and appropriate measures to protect, including customer service center traffic control, build salaries display system, to mention improve other aspects of superior training system. This paper uses a post value evaluation, Maslow's theory, expect a variety of theories and methods of the theory, equity theory, put the case to optimize the design of the remuneration of the domestic industry as a reference. Keywords， Communications， Customer Service Center，Salary ManagementIII 目 录 第 1 章 绪论...................................................................................................1 1.1 选题背景与研究意义........................................................................1 1.1.1 选题背景...................................................................................1 1.1.2. 研究意义..................................................................................2 1.2 研究方法............................................................................................3 1.3 主要内容............................................................................................3 第 2 章 相关研究的理论基础.......................................................................4 2.1 薪酬的概念和作用............................................................................4 2.1.1 薪酬的概念...............................................................................4 2.1.2 薪酬的组成要素.......................................................................4 2.1.3 薪酬的作用...............................................................................6 2.2 薪酬管理理论....................................................................................7 2.2.1 薪酬管理的历史演变 ..............................................................7 2.2.2 现代薪酬管理的新发展 ..........................................................7 2.2.3 薪酬管理目标...........................................................................8 2.2.4 薪酬管理主要原则 ..................................................................9 2.2.5 薪酬管理内容.........................................................................10 2.3 薪酬体系设计理论..........................................................................10 2.3.1 马斯洛需求层次理论 ............................................................10 2.3.2 期望理论.................................................................................11 2.3.3 强化理论.................................................................................11 2.3.4 目标管理理论.........................................................................12 2.3.5 激励理论.................................................................................12 2.3.6 公平理论.................................................................................12 2.3.7 双因素理论.............................................................................13 第 3 章 J 公司客户服务中心客服代表薪酬现状研究..............................14 3.1 J 公司客户服务中心介绍 ...............................................................14 3.2 J 公司客户服务中心运营现状 .......................................................14 3.2.1 集团通报指标.........................................................................14 3.2.2 J 公司重点工作考核指标......................................................15 3.2.2 J 公司品质管理部通报指标..................................................16IV 3.2.4 热线满意度情况.................................................................... 17 3.3 J 公司客户服务中心薪酬现状 ...................................................... 18 3.3.1 薪酬构成................................................................................ 18 3.3.2 固定收入................................................................................ 18 3.3.3 变动收入................................................................................ 20 3.3.4 福利方面................................................................................ 20 3.4 J 公司客户服务中心话务人员薪酬管理出现的问题.................. 20 第 4 章 J 公司客户服务中心客服代表薪酬改进设计............................. 22 4.1 J 公司客户服务中心客服代表薪酬体系设计指导思想及原则.. 22 4.1.1 指导思想................................................................................ 22 4.1.2 原则........................................................................................ 22 4.2 J 公司客户服务中心客服代表职位及技能星级设置.................. 23 4.2.1 技能星级定义........................................................................ 23 4.2.2 技能星级职位及编制确定.................................................... 23 4.3 J 公司客户服务中心客服代表薪酬改进方案 .............................. 25 4.3.1 整体原则................................................................................ 25 4.3.2 客户服务中心客服代表的薪酬应当坚持以下六项原则: .. 25 4.3.5 不同岗位计件奖金的计量规则............................................ 27 4.3.6 不同岗位营销奖金计量规则................................................ 29 4.3.7 不同岗位服务奖金计量规则................................................ 30 4.3.8 其他规定................................................................................ 36 第 5 章 J 公司客户服务中心客服代表薪酬方案实施的保证措施......... 37 5.1 量化薪酬与话务量控制工作的匹配............................................. 37 5.1.1 话务管控主要措施................................................................ 37 5.1.2 员工层级实施策略................................................................ 37 5.1.3 系统支撑及员工协同分流.................................................... 38 5.1.4 服务层级实施策略................................................................ 38 5.1.5 多渠道融合实施策略............................................................ 38 5.1.6 营销层级实施策略................................................................ 38 5.2 量化薪酬管理信息系统的构建..................................................... 39 5.3 量化薪酬制度的培训..................................................................... 39V 5.4 量化薪酬计体系的不断优化 .........................................................39 第 6 章 J 公司客户服务中心客服代表薪酬方案实施的成效..................40 6.1 实施效果..........................................................................................40 6.1.1 薪酬水平提高，员工差距拉大 ............................................40 6.1.2 话务人员销售水平明显提升 ................................................40 6.1.3 服务质量得到一定程度提升 ................................................40 6.1.4 节约部分销售成本，加快电子商务转型步伐 ....................41 6.1.5 员工的销售意识和技能得到切实提升 ................................41 6.2 下一步需要关注的问题 .................................................................42 6.2.1 前做好预案，确保量化绩效薪酬工作的持续开展 ............42 6.2.2 聚焦业务收入，关注劳务费使用效率 ................................42 6.2.3 进一步加强业务量的统计工作 ............................................42 6.2.4 加大对一线人员的培训工作 ................................................42 6.2.5 加强对业绩落后员工的帮助 ................................................43 结 论.............................................................................................................44