China News Service, March 16th. According to the website of the Ministry of Human Resources and Social Security, in response to the "Skilled Talent Salary Distribution Guidelines" (hereinafter referred to as the "Guidelines") recently issued by the General Office of the Ministry of Human Resources and Social Security, the responsible comrades of the Labor Relations Department of the Ministry of Human Resources and Social Security expressed relevant issues. Ask questions.

The person in charge mentioned that the "Guidelines" put forward suggestions on establishing and improving a salary distribution system that meets the characteristics of skilled talents, encouraging companies to implement annual salary systems, agreed salary systems, and special special rewards for skilled talents, especially high-skilled leaders, and explore Implement medium and long-term incentives.

Data map: The technician is repairing the train parts (the picture is not related to the text).

Photo by China News Agency reporter Shen Diancheng

  The person in charge said that currently, affected by the social environment, traditional concepts, and relatively low income levels, attracting young people to work as skilled workers is facing some difficulties.

The reasons for these problems are more complicated, but for most skilled workers, it is particularly important to have a stable career development expectation within the enterprise.

  The "Guide" insists on matching career development design and salary distribution, implements the parallel setting and connection of job growth and rank channels, and combines the law of talent growth, and puts forward the operation suggestions for the growth channel of the whole career cycle, and promotes the formation of skilled talents. There are also careers within the enterprise. The stable expectation of developing and being able to grow into an expert.

  The “Guidelines” propose that for those who master key operational skills, represent a higher level of professional skills, and can organize technological transformation projects, the salary level can reach the higher salary level of engineering and technical personnel, or equivalent to the salary level of middle-level management positions. The salaries of industry leaders can be comparable to the salaries of senior engineering and technical experts and corporate senior management posts.

  The "Guide" puts forward specific operational suggestions on how to determine the responsibility, how to determine the number, and how to determine the qualifications for the normal operation of career development channels. It guides companies to not simply build channels for the purpose of establishing career development channels, but to coordinate corporate development. Demands and demands for growth of workers.

  The Guidelines mainly guide companies to establish and improve a salary distribution system that meets the characteristics of skilled talents from the following five aspects:

  First, in terms of the salary distribution system, guide enterprises to highlight the recognition of skill elements and innovative labor of skilled talents.

The "Guidelines" propose that for skilled talents, a job performance wage system based on job value, ability quality, and performance contribution can be established to strengthen the incentive orientation of skills value.

At the same time, enterprises are encouraged to implement an annual salary system, an agreed salary system, and special special rewards for skilled talents, especially high-skilled leaders, and explore the implementation of medium and long-term incentives.

  Second, in terms of salary structure design, guide companies to establish a salary unit that not only conforms to the salary distribution theory but also reflects the labor characteristics of skilled personnel.

The "Guide" proposes that the job performance wage system can be composed of job wage units, performance wage units, etc. In practice, it can also be combined with the characteristics of skilled talents to coordinate and set corresponding allowances to better reflect the skill value incentive orientation.

  Third, in terms of job salary unit design, specific guidance is given on how to carry out skill operation job evaluation and how to design job wage standards.

The "Guidelines" follow the general principles of job evaluation and propose that evaluation elements and their weighting arrangements should reflect the characteristics of skills operation positions.

At the same time, guiding companies to implement broadband pay will help skilled talents with better performance to achieve a reasonable increase in wages.

  Fourth, in terms of performance pay unit design, it provides operational suggestions that meet the performance characteristics of skilled talents for performance appraisal cycles, individual piecework, and team collective work.

The "Guidelines" guide companies to establish a mechanism that links with corporate benefits, departmental performance, and the performance appraisal results of skilled talents themselves.

  Fifth, in the design of the allowance unit, suggestions were made on how companies should set up corresponding allowances based on the labor characteristics of skilled talents.

The “Guidelines” aim at extra labor paid by skilled talents for night work, work in toxic and hazardous environments, upgrading their skills, leading teams and apprentices, etc. Under the principle of non-repetition, a corresponding subsidy unit can be set up, and each subsidy unit can be set up. Specific operational suggestions are given on how the subsidy is designed and operated.

  Regarding how companies use the Guidelines, the person in charge said that the Guidelines are not mandatory, but instructive, highlighting the policy orientation that the remuneration of skilled talents is consistent with the interests of the company, and will not increase the burden on the company. It is provided by the government. Specific measures for the guidance service of wage income distribution.

  Skilled talents are scarce. Enterprises have established a multi-level career development channel for skilled talents, and improved the corporate salary distribution system that meets the characteristics of skilled talents. This will help mobilize the enthusiasm of skilled talents, make the best use of their talents, and promote enterprises. healthy growth.

  The "Guidelines" regarding the right to determine responsibility, number, and evaluation in the design of enterprise skill talent development channels, as well as the position evaluation elements, performance wages, annual salary system, agreed salary system and special rewards in salary distribution, all reflect the needs of the enterprise The balance between the demands of the employees and the demands of the employees reflects the distribution orientation of skilled talents participating in the distribution according to the contribution of the elements, working harder and getting more skilled.

  Companies can refer to the ideas and methods provided in the "Guidelines" and combine their actual conditions to establish and improve a remuneration distribution system for skilled talents that reflects the characteristics of the company.