"Fourth China-Japan Human Resources Development International Seminar", Chinese People's University Dean of the School of Labor personnel have Xiangquan professor of Chinese enterprises pay made a wonderful speech. Professor Zeng Xiangquan first demonstrates the Chinese enterprise human resource management of five major issues : First, the Employment is not a proper person to work. Matching that is the problem. 2 is due to incentive mechanism, high staff turnover, staff do not endeavor. 3 is the absence of an effective recruitment techniques, interviews and ineffective waste of valuable time. 4 is due to the lack of training for staff and the efficiency of the enterprise impaired. 5 staffing is not built on the work of analysis and work on the basis of statements, overstaffing, and work roles. impossible to staff recruitment, appraisal, promotion, Premium, training, management confusion. This is China's enterprises and the enterprises in developed countries the largest gap. Why enterprises to find a suitable person? Suitable for enterprises What is the criteria are unclear. Chinese enterprises and enterprises in developed countries more than 50% of the gap in infrastructure issues. Chinese enterprises pay the outstanding issues -- rather than grade classification of job classification. People are paid as wages and not wage jobs. Most Chinese enterprises implement grade classification, that is classified as cadres and workers. Traditional identity management cadres not to a modern personnel management restructuring, and a far cry from human resources management. Employment is not a proper person to engage in work that has often resulted in "practices do not match." -- Qualifications rather than ability and performance-oriented. Competition for talent required to have the ability and outstanding performance were given high salaries. Incentive mechanism is the focus of the core staff and key staff. Direction is the ability of Chinese enterprises facing prominent problems. Machine productivity is fixed, but not necessarily the ability to create top-notch performance. Machinery management and the difference here. Human resources management is to bring the potential into full play. -- Rather than the level of structural problems highlighted. Pay design horizon there are five models : Matched - ahead type, backward-floating type, type of contingency. In the state-owned enterprises, is a leading low-post, if a company has an annual salary of the drivers had 100,000. In fact, 2,000 yuan monthly salary can be engaged to a very good driver. And the middle - and high-level positions - is backward. Pay is not based on internal equity and external competitiveness basis. -- Almost no wage system. Grading system wage difference is very small, will not reflect the value of jobs and the performance difference. Only the gap between the unit and between units, business to business. A flat wages, wages, wages without jobs. Without the normal promotion and demotion, very arbitrary wage adjustments, campaign management, the lack of a system. Without a scientific evaluation system, pay with the results of the exam lack of communication and promotion. Wage floating link with the assessment. Salary survey data useful but unscientific, not scientific market pay. Currently external competitiveness little impact on wages. After joining, the graduates of the international trend that is not only the return of students, some Americans have come to China to work. WTO Hot professionals rapidly with the international practice, if the CFO's annual salary as high as one million U.S. dollars. This shows that the price is not a simple talent to work with the combination of analytical assessment, and a market-oriented. Pay the objectives and content of Professor Zeng Xiangquan that the traditional pay system objectives are : establish internal consistency of the distribution system (JOBEVAL); stressed the company's development focus (different jobs different pricing); establish a set of standard operating procedures; Company management staff to provide monetary support. Modern pay system design objectives are : strategic departure from the company to gain a competitive edge companies to provide support; Recruit, maintain and encourage good work of modern human resources management strategic mission. Professor Zeng Xiangquan introduced Robbins pay framework in the area and external pay salaries. Inherent remuneration, including participation in decision-making, greater responsibility, personal development opportunities, greater freedom and the right to free determination. Interestingly, the diversity of activities and so forth. Internally we pay more neglected. External pay salaries into direct and indirect salaries, non-financial remuneration. Directly pay the basic salaries, overtime and holiday allowance, performance bonuses, profit sharing, stock options, etc.; pay indirectly as a health plan, non-working hours payments, services and additional allowances; non-financial remuneration as a preferred office decoration, the more comfortable lunch time, the specific parking spaces, prefer working arrangements with business cards, such as the title sounds. For job-based pay structure has Xiangquan, professor salaries to design organizational strategy, organizational structure, system-based jobs. To consider internal consistency and external competitiveness. Consider the internal consistency of the process : work analysis and evaluation → posts brochures → job evaluation → ranking positions relative value. Consider the external competitiveness of the process : choose lever positions → collection, Analysis of Information → market pay adjustment line → → enterprises pay policy line-salary range midpoint. For a job-based pay design is the premise : a clear and predictable development of the company strategy, the organizational structure of the scientific establishment, standard post system. Posts pricing starting point is : Work in this analysis and formed on the basis of the statement of work on job duties, management authority, qualifications (basic conditions and expectations of conditions). Professor Zeng Xiangquan market right now recruiting personnel for age, education, gender requirements lightly, as three of discrimination. He said Shenzhen Pingan Insurance Company, recruited a training manager is 70-year-old aliens. HP China to recruit the talent of 50-year-old from the staff of state-owned enterprises. According to the "Washington Post" issued by the seven founding of a number of post statistics, Only 2% required master's degrees, 4% above requirements undergraduate degree, and 94% not required to graduate. Evaluation of the technology, Professor Zeng Xiangquan introduced, classification, scheduling, point method, the elements of comparative law. Professor Zeng Xiangquan pay on the international design trends. Pay the traditional design of the form : wages, work, achievement wages, incentive pay. International remuneration in the form of the new design are : wages skills, knowledge wages (20 century the late 1990s, After learning such as wage adjustments), generalized salaries, benefits scheme options (USA pay and benefits no less than one-third). , and other long-term incentives. Wide pay has characteristics that reduce wage levels, the increased cross, and the organization flat line. Wage negotiations is a new salary, which is directly in line manager of human resources management, Human resources management has become a very important aspect. Zeng Xiangquan, professor, the current pay structure of the domestic show the following trends : grade separation to job classification, as wage jobs into pricing; stressed the key posts, and the core positions and the general status, and stressing and companies departments and individuals linked to the performance of work and guiding people to success wages; volatility pay level decision-making (incentive pay); wage negotiations (external requirements); pay survey carried out, an even greater challenge in external competition. Professor Zeng Xiangquan advocate pay system designed to establish the following concepts : the essence of the management of human resources management, good CEO is a good personnel manager, salary and better solutions to corporate strategy and senior ideas very much. On unable to pay salaries; Human resources management is the shared responsibility of managers; Analysis of the work of modern human resources management infrastructure and platforms. Zeng Xiangquan, professor of Chinese enterprises pay system to take market, standardization and internationalization of the road. More and more multinational corporations to enter China, Chinese enterprises to understand the human resources management, However, the Chinese enterprises do not understand the transnational human resources management. Professor Zeng Xiangquan, emphasized that the Chinese enterprises in human resources management and remuneration system must have an international outlook, Introduction to the advanced international concepts.