Looking for cases of knowledge workers' motivation.

Case enterprise is an old state-owned enterprise engaged in engineering consulting and design for more than 50 years. With the advantages of talents, experience, technology and management, the company has now developed into a scientific and technological service enterprise integrating engineering consultation, design, cost, supervision, project management and general contracting, providing all-round and whole-process services for engineering construction. The company has more than 400 employees, and knowledge workers account for more than 90% of the total number. Its main features are as follows.

1. Strong professional knowledge and skills, high level of culture and professional theory.

In the case company, professional and technical personnel account for about 97%, and most of them have bachelor degree or above and intermediate title or above. They have at least one or more professional knowledge and skills and rich engineering experience. They mainly use their knowledge and skills to serve the enterprise, rather than simple mechanical operation and physical activities for non-knowledge employees.

2. Knowledge workers are mostly compound talents.

Some knowledge workers in the case company are both technical backbones and management elites. Some knowledge workers have many professional skills, most of which are specialized in one subject and multi-functional, with high human capital content and high value to enterprises. They are scarce talents, which have created remarkable benefits for enterprises and even determined their core competitiveness. Therefore, their work is very important and stressful.

3. Knowledge workers have a wide range of knowledge and strong learning ability.

Knowledge workers have their own unique perspective, wide knowledge, rich social experience, meticulous thinking and good at thinking. In order to maintain their ability and value, they need to keep learning, update their knowledge, exchange information with others and enjoy their knowledge. Therefore, they are diligent in thinking, good at learning and have strong judgment in their work.

4. Knowledge workers have low loyalty and strong mobility.

Compared with the loyalty to the organization, knowledge workers have higher loyalty to their majors. Because of the importance of existing knowledge workers to enterprises, they have a strong ability to make a living and do not need to worry about survival. Compared with other needs, they pursue personal accomplishment, emphasize material benefits and emphasize their professional expertise and achievements. Based on their professional loyalty, they tend to move more frequently.

5. Knowledge workers have strong achievement motivation.

Compared with ordinary employees, knowledge workers have a strong desire to realize self-worth, attach great importance to self-worth, pay special attention to the evaluation of others, organizations and society, and strongly hope to be recognized and respected by society. It is difficult for them to be satisfied with ordinary routine work, but they are more keen on challenging and creative tasks, and try their best to pursue perfect results, eager to fully display their talents.

6. It is difficult to quantify and accurately measure the achievements of knowledge workers.

The work of knowledge workers depends largely on their own intellectual input, and the products are intangible and difficult to measure. Moreover, for some high-tech products, it is often the crystallization of the collective wisdom and efforts of many knowledge-based employees, and it is difficult to measure individual performance.

Second, the status quo and problems of compensation incentives for knowledge workers in case enterprises

The existing knowledge workers' salary in the case company is mainly composed of salary and welfare, and the salary part is composed of basic salary and post salary. The welfare includes medical care, maternity insurance, endowment insurance, work injury insurance, unemployment insurance, housing accumulation fund and paid vacation.

The basic salary is divided into two categories according to the company's existing post setting: staff post grade salary and professional and technical post grade salary, each with five grades and ten grades. The main wage levels are as follows. For the knowledge workers in the case company, their work is more creative, their work process tends to be uncertain, and their work forms are mainly teamwork, so their work is difficult to measure. However, there are some shortcomings in the existing salary incentive methods of the case company.

1. Lack of strategic thinking on salary

The salary of the case company lacks systematic thinking and conceptual traction, and has always followed the same salary system, without considering the various development stages and development priorities of the enterprise, and without linking the salary with the strategic objectives of the enterprise. As the technical cooperation and exchange of most state-owned enterprises in China are gradually moving towards internationalization, the existing salary system based on the salary mechanism of public institutions has not stimulated employees, and has also seriously affected the further development of enterprises.

2. The salary structure is unreasonable

In the existing salary system, the basic salary and post salary are low, and there is little difference in post salary at all levels, small grade difference, small wage grade difference and serious egalitarianism. Adopting the same basic salary for knowledge-based employees and non-knowledge-based employees completely ignores the demand characteristics of knowledge-based employees and does not reflect the due value of posts, technology, education and ability.

3. The salary system lacks internal fairness and external competitiveness.

Because there is little difference in the basic salary of employees, the salary is not closely linked to the actual work performance, the salary of low-skilled personnel is the same as that of knowledge-based employees, and there is a lack of fairness and consistency inside. The salary system formulated by enterprises has not been compared with other competitors in the same industry, which leads to the lack of competitiveness of salary, the failure of salary incentive mechanism, the difficulty in retaining technical backbone and the high turnover rate of knowledge-based employees in enterprises.

4. The post salary setting is not flexible and it is difficult to adjust.

There are many factors that affect the operation of the project, and external conditions, academic level and degree of effort all have an impact on the project results. However, this kind of post salary does not take these factors into account, but only takes the result as qualitative and fixed value, which leads to the lack of flexibility of post salary, which seriously affects the enthusiasm of employees and cannot be adjusted in time.

5. Overall satisfaction with salary level is low.

The income distribution gap between mental labor and manual labor in enterprises has not been completely widened, especially in state-owned enterprises, where the income of knowledge workers does not match their labor, the overall salary level is low and the satisfaction is not high.

Thirdly, the optimization of compensation incentive system for knowledge workers in case companies.

According to the characteristics of the existing case company's knowledge-based employees' salary system, in order to improve the incentive function of salary, strengthen the company's human resource management ability and the incentive level for knowledge-based employees, and enhance the company's market competitiveness in the engineering field, we designed a salary system based on post performance salary and other auxiliary incentive forms to coexist with the knowledge-based employees' salary incentive mechanism.

1. Optimization scheme of salary incentive

The salary system is divided into direct salary and indirect salary. Direct salary includes basic salary, post salary and benefit salary. Indirect compensation includes basic welfare and supplementary welfare, among which basic welfare includes medical care, maternity insurance, endowment insurance, work injury insurance, unemployment insurance and housing accumulation fund; Supplementary benefits include paid vacation, company organized travel, holiday benefits, single room supplement, transportation fees, communication fees, etc.

The first is the basic salary. According to the company's existing post setting, the basic salary is divided into two categories: staff post grade salary and professional and technical post grade salary, each with five grades and ten grades, which are compared with the post salary setting categories.

Followed by post salary. Adhere to the principle of post salary, reflect the labor value, knowledge and skill value and market supply and demand value corresponding to post responsibilities, and implement the wage distribution system with post salary as the core. The post coefficient can be divided into two categories: management post coefficient and technical post coefficient according to the company's current system and post setting. Post salary is determined by post salary and post coefficient, and the specific calculation formula is: post salary = post salary × post coefficient, post salary = the sum of total post salary of all employees/post salary coefficient, and total post salary = the amount of salary available for distribution-the amount of other distribution forms. The determination of post salary quota is mainly based on the production indicators issued at the beginning of the year, and the company implements post salary total management for all production departments. Each department will pay post salary to employees within the planned quota.

The post coefficient of post salary adheres to the principle of easy post and easy salary, and is adjusted with the change of post; The post coefficient of middle-level and above managers is determined by the general manager's office meeting; Manager post coefficient. It is determined by the department head according to the employee's job position, annual assessment results and other factors, compared with the employee's job grade and coefficient table, and implemented after being reported to the Human Resources Department for approval.

For new employees and experienced employees, the employing department determines their job coefficients according to the actual situation and job requirements of employees. The post coefficient of special talents shall be reported to the general manager's office meeting for research and approval. The salary of new and old employees during probation period is paid at 80% of the sum of basic salary and post salary; The post coefficient of technical personnel shall be submitted by the general manager to the Human Resources Department for approval according to the employee's post, annual assessment results and other factors, combined with the post salary of the department.

The third is the benefit wage. The benefit wage amount of the management department should be determined according to the assessment results of the department's responsibility objectives, the completion of the tasks of the whole hospital and the distribution balance of the total wages. The benefit wage of the production department should be determined according to the annual responsibility target completed or exceeded by the department and the distribution balance of the total wage.

2. The main features of the optimization scheme

After the salary scheme is optimized, its main features are reflected in six aspects.

First, determining the basic salary according to the technical title series and the post salary according to the post coefficient is beneficial to the salary management of the company, which is relatively simple to operate and reduces the management cost.

Second, the promotion of professional titles and professional positions is positively related to the increase of wages, which urges knowledge workers to actively improve their skills and abilities. You don't have to get the salary increase through the promotion of management positions, but you can also get the promotion of professional positions and the salary increase through making outstanding achievements in your own professional field.

Thirdly, benefit salary is linked to production performance appraisal, which encourages knowledge workers to give full play to their talents. The high creativity and high output of knowledge workers can be compared with ordinary employees, so that enterprises can obtain greater economic and social benefits.

Fourthly, the salary design scheme is dynamic and flexible. According to the change of internal conditions and external environment, enterprises use the size of post salary base to increase or decrease the overall salary, and adjust the salary system through the change of post coefficient.

Fifth, promote the organic combination of employee career path and salary, and integrate the incentive mechanism into the relationship between the company's strategic development goals and personal performance.

Sixth, due to the overall increase in direct wages, the indirect wage base has increased accordingly, and the indirect wages of employees of the company have also increased greatly. According to the needs of production and life, the single room allowance, communication fees and transportation subsidies have been increased, as well as the professional training of professional and technical personnel and the organization of overseas study tours, which are all welfare increases and enhance external competitiveness.

Source: Optimization of salary incentive scheme for knowledge workers —— Taking a state-owned engineering consulting and design company as an example.