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期:2022年6月6日
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摘
要
摘要
薪酬管理是企业经营管理中的重要组成部分，薪酬体系的建立应与企业的战略定
位和业务发展规划相适应，并不断进行优化与创新。WL公司是一家由国资、外资、
民资参股的混合所有制融资租赁公司。公司成立于 2014年 8月，主营融资租赁业务。
公司业务涉及农业、运输业、制造业、医疗行业等诸多行业。作为依托大量人才的金
融服务公司，公司成立初期，快速扩张人力。随后几年，因经济环境下行、企业内部
管理不善等多方面问题，公司逾期项目风险显现，公司收入严重缩水。国资、民营、
外资股东对公司未来发展路径出现巨大分歧。经过历时两年的调研，公司确定开展业
务改革，今后五年工作重点在于逾期项目清收，审慎开展医疗行业售后回租业务，其
他业务全部暂停。在此背景下，公司面临着巨大的人力资源管理困境，人力成本过高，
公司希望通过薪酬体系优化实现人力资源的合理调配，最大限度调动员工效能发挥，
节约人力成本，为公司改革转型的艰难时期提供更有力的支持。
本文以 WL公司薪酬体系优化为研究视角，从公司经营实际和战略定位出发，结
合相关理论，对 WL公司的薪酬体系进行全面优化。本文运用调查法发现 WL公司现
行薪酬体系存在员工对薪酬满意度低、薪酬缺乏激励性、薪酬未体现岗位价值、薪酬
体系对优秀员工无吸引力等问题；运用全面薪酬理论重塑 WL公司薪酬体系，增加外
在薪酬和内在薪酬；运用海氏评价法科学进行岗位评价，确定各岗位薪酬水平；进一
步细化绩效管理，加强绩效考核，发挥薪酬激励作用；预留调节窗口，增加薪酬调整
制度。通过对 WL公司薪酬体系的全面优化，为公司和员工提供一个公平、规范、持
续的薪酬环境，提升薪酬体系在企业管理中发挥的员工管理和激励效能，实现公司的
战略目标，以期为企业管理提供有益参考。
关键词：薪酬体系薪酬结构员工激励绩效考核
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Abstract
Abstract
Salary management is a significant composing part of enterprise operation and
management, so the establishment of it should fit in the strategic positioning and business
development plan of enterprises. Besides, the salary management should be optimized and
innovated constantly. WL (hereinafter known as the Company) is a finance lease company
of mixed ownership, participated by capitals from the country, the overseas and the private.
The Company, established in August, 2014, owns the major business of finance leasing
which involves in agriculture, transportation, manufacturing, health care, and so on. As a
finance company relying on a large amount of talents, human resources are enlarged
rapidly at the outset of the establishment of the Company.In the following year, due to the
downstream of economic environment, poor management within the Company and so forth,
the Company faces overdue project risk, so the income is seriously shrinking. State-owned,
private and foreign shareholders are having huge different opinions on the future
development path of the Company. After going through two-year investigation, the
Company is determined to carry out reform on the business, so the stress of the Company
in the following five years will be laid on overdue project liquidation, prudently carry out
after sale and lease back business. Therefore, other businesses are suspended. Under this
background, the Company is confronted with huge dilemma of human resources
management, for the human resource cost is not easy to mobilize and harness. The
Company hopes to realize reasonable distribution of human resource by optimizing the
salary system, so as to maximize employee’s performance, save the cost of human resource,
which greatly supports the corporate reform and transformation in the difficult period.
From the perspective of the WL Company’s optimization of salary system, this study
comprehensively optimizes the salary system of WL Company via starting from the
operational reality and strategic positioning of the Company and combining relevant
theories. This paper uses the survey method to find out the problems existing in the current
salary system of WL Company, such as the low satisfaction of employees on salary, the
lack of incentive in salary, the lack of post value reflected in salary, and the
unattractiveness of the salary system to excellent employees. By taking the advantage of
the theory of comprehensive salary, extrinsic and intrinsic compensation are increased.
Through Hay guide-chart profile, posts are evaluated scientifically, which is used to
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