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1、如何与员工沟通薪酬问题（Howtocommunicatesalaryissueswithemployees）Mr.Wangisaqualifiedrealestateenterpriseprojectmanager,thegroupisthelargestlocalrealestateenterprises,thetotalassetsofabout3billionyuan.Thecompanygrewrapidlyin2000to2005,currentlyhas2million200thousandsquaremetersoflandres
2、erves.Theengineeringdepartmentisanimportantbusinessgroupofthegroup,with14employees.ManagerWangusuallyworkshardandpaysgreatattentiontothestaff'sbusinessguidance.Atthebeginningofthenewfiscalyear,thecompanyfinallybroketheiceofsalary,afterseveralyearswithoutpudiaocompensation,de
3、cidedthisyeartogiveyouasalary,butthefinalresultscameout,butitwasdisappointing,thegeneraltoneoftheproportionof5%andthepsychologicalexpectationsfar.Employeesgenerallycomplain,andevenemployeesbegintoquitandgotobusinessesthatofferhigherpay.Injusttwomonths,sixbackbonesleftthecomp
4、any.Theengineeringmanagerwasundergreatpressure.Whenthedirectorofhumanresourcesapproachedhim,hesaid,"Ialsocommunicatedwiththem.Theyleftbecauseofpersonalreasons,andIcouldn'thelpit."."Itisobviousthatthesixbackbonesweremostlydischargedfromthecompany'spay,andtheengineeringmanager
5、thoughtthattheremunerationpolicywasmadebythecompanyandthathecoulddonothingaboutit.Finally,theengineeringmanagerthoughtofchanginghispost.Thisisatypicalcaseofcompensationcommunication,isaverycompetenttestmanagementwork,wanttosendthiscommunicationwell,businesssatisfaction,emplo
6、yeesatisfaction,reallyhard,takesometimetopracticeandimprove,inordertograduallyputinplace.Buttryingtoscrewitupdoesnotrequireskillatall.JustlikemanagerWang,giveyourbossabighand:"thesalarypolicyismadebythecompany,andIcan'thelpit."."Thisiscertainlynotthewaytosolvetheproblem,inor
7、dertosolvetheproblem,wanttoimprovethemselves,thesupervisor'sgoalishowtodoagoodjobofsalarycommunication.Sowhatshouldasupervisordowhenthesalaryspaceisalreadylimited?Whatcanyoudo?Thisisactuallythemostabletotestthecompetentmanagementability,enterprisesneedmanagerstopolicyadvocac
8、yandimplementation,subordinatesalsoneedtogetconfidenceandhopefrommanagers.A
