Faced with globalization, highly integrated, highly competitive era, talent and technology has become the focal point of competition. Human Resources Company resources are the most valuable resources, and productivity are factors most active, The most active "first resource", human resources management and the importance of being the most recognized enterprise managers. There is an old Chinese saying : Association of luminous gold. However, if no suitable incentive mechanism, even alloys will dim and dark. Since the "human resources" History of the 23,000 words from entering China, Chinese enterprises in the "Personnel" going to finish it up, where the "Human Resources" brand, but only superficial change is not enough, we should enter the internal those multinationals, They look at the Human Resources Department what it is doing to see how they motivate staff, luminous gold? Lucent : started to see and then look at the development of modern enterprise management from gold tower model to a flat model, The most prominent feature of the matrix management structure to emerge, Matrix is something we will start working team (Team Work) Lucent company's model also showed matrix structure, Lucent and most of the characteristics of a system is on the staff of her evaluation matrix. This is a GROWS behavior and performance constitute the matrix. Each year the staff performing Lane weigh on the matrix, as after a storm. Lucent salary structure of the salary structure consists of two parts, one is guaranteed pay only with the period of post functions. Another pay with a performance of the work. Lucent in a very dramatic point is that to employees of the global performance, Lucent that all employees pay all their global performance, This is the global implementation of Lucent GROWS behavior of a reflection. Pay the two major considerations in the implementation of Lucent Technologies pay system, the company not only look at the situation, but the pay system into consideration. While maintaining their own salaries in the talent market to be more competitive Treasury; Other factors to consider human cost. To this end, Lucent year commissioned a professional survey company to pay the market for the deployment in order to understand the overall talent market situation. The combination of these considerations, Human Resources, the company will pay the proposal in principle, to guide the work of all labor. Lucent staff in the pay increase transparency as possible, the company's overall pay program was announced, Human Resources Director will be done and pay management for the managers of the exchange, then tell the employees pay the whole year, the results of a market survey, this year's changes, increase the rate of progress and staff pay my reasons. Annual wage main aim is to ensure that Lucent in the talent market competitiveness. Paradox pay the one hand, the high salaries to retain qualified personnel, on the other hand, can not arbitrarily pay rise and personnel must be tied to the market. If someone pay for the resignation of many cases is to let him go or use other means to stay, So the pay and conditions are a paradox to operate well-paid paradox is the need of meticulous work. The total remuneration due to the resignation of less than expectations of the staff, Lucent will be looking for the resignation of the staff statement his supervisor and the Human Resources Manager will get involved, Lucent very much hope that the departure of the staff can really talk about himself to the idea of managers to make good recommendations. Pay dissatisfaction with the result of the complaints of several cases each year. Director of Human Jianbo that this is a problem one way, performance verification itself is somewhat subjective. Complaints from staff indicate that a company's quality of the remuneration system, the most important indicators are due to staff salaries and the number of departure. It was also necessary to grasp the principle of Human Resources, the pay system performance of the company's intentions, "If the pay system is not clear and the business closely related, So we are tinkering. "incentive from the" heart "began to pay in any company are very basis of the East West. Enterprises need a certain competitive pay system to attract talents, will need to have some assurance of remuneration to retain talent, also need a guarantee of remuneration to retain talent. But pay is not a panacea, work environment, management style, managers and subordinates on the staff are leaving influential. Facts spy for more attention to the development prospects are optimistic. Matsushita : a "personnel revolution" to improve the vitality of enterprises. Japan's Matsushita Company has adopted a series of measures to reform the personnel around assessment system introduced many new initiatives, Matsushita enable enterprises witnessed one of the "Meiji Restoration" "personnel revolution." Implementation of the new assessment criteria Matsushita cadres of personnel policy has been stable, worried because the policy changes would undermine free atmosphere and organizations working order. Gong sequence, as the system of personnel management guidelines, although there are a lot of problems However, very few enterprises dare to launch its comprehensive challenge. For a long time, the management posts to return to work performance, Matsushita's management positions who were on the principles, is the ability to implement the comprehensive center, and will manage the annual salary differential widened to three times, bonus and forfeit. improve work incentives induced energy. New personnel evaluation system to put the past seven evaluation criteria to five evaluation criteria, thus the result of the evaluation of the widening gap. Introduction of the new system, based on the examination results, the differences in income reflects the full performance. As the annual implementation of the cumulative result of the evaluation, so the longer the time, the greater the income gap. New standards for the poor results of the exam staff to take a pay cut, particularly in the next salary, their income will be significantly lowered. Therefore, the management company Matsushita income gap reached three times is not just theoretical ideas. The new assessment system changed in the past a narrow view, it is divided into four processes : evaluation, presentation, dialogue and improve. Companies not only to the staff bring in huge revenues, but also the functioning of this system has become healthy and efficient work processes. Big personnel assessment standards in order to promote the improvement of enterprise performance. Matsushita companies in the use of personnel assessment of the specific and quantitative assessment criteria. Matsushita company with a series of enterprises for all eternity to the strategy and tactics and the combination of the ancient Chinese military strategist and the world business experience, in fact, many people have been down the staff. Persons in treatment, Matsushita of Japan to the most favorable treatment of corporate direction, in addition to wages, bonus, paid to the hard-working staff allowances. Implementation of Marxism recruitment system performance in recent years, Matsushita Pottery personnel gradually to work on the ability to Marxist doctrine changes, but the ability of Marxism, there are different views Marxism is the core capacity of a mere reflection of a person's potential, and the actual performance are not necessarily linked. So many businesses stand to establish doctrine embodied performance of the personnel system. Matsushita products production and sales personnel evaluation as a basic yardstick of performance to the doctrine actually taken an important step. Matsushita in the qualifications and appointment system, staff only through the qualification examination, will be considered for promotion, so that makes the work of the staff to improve efficiency, performance transparent, in the personnel evaluation will be able to overcome a person likes and dislikes and factional influence, thus reflecting the principles of openness, fairness and impartiality of the evaluation principles. Companies are subordinate units of the sales have to work hard to the greatest extent possible to achieve, But because of the hope of promotion, so every staff went all out for it to be measured by a number of efforts. For example, one staff working prominent, and was promoted to Lead, than about the same time into the factory to the workers in times of treatment, For this reason, he felt that the hard work is worth. Eligibility system and the recruitment system, an increase of Personnel Management fairness and transparency. improve the staff's awareness of competition and organizational capacity. Particularly through the design competition of this type of competition, greatly increasing the staff's awareness of innovation and the ability to work. IBM : Winning is the first in an IBM rewarding outstanding staff, is highly effective in carrying out their cultural achievements. IBM launched in early 1996 to assess individual performance plan (PBC). Specifically, the PBC from the three aspects of the inspection staff. First Win, Winning. First you must complete your set PBC in the project, no matter how daunting the process. Enterprises in achieving goals to be able to play concept, we must see results, the stock market will reflect the very objective of the operation, President of the Board of Trustees will not be soft. Executive is the second implementation. Implementation is a process the volume, which reflects the quality of the staff, the endless implementation of the capacity I need to practice. PBC is not only deciding your wages, but also affect your promotion. Therefore, the implementation is a very important process monitoring capacity. Finally, Team, team building. IBM is a very mature matrix structure, management style, Sometimes things from a global colleagues were there to help all Team awareness should become the first sense. No need to remind staff that the employer will give you a wage increase, but if the staff feels very good. early in wages did not see their cards should be incentives will be at least four institutionalized channel your personal views. IBM's culture with particular emphasis on Two Way Communicarion-- two-way communication There is no one-way orders and swallowed the situation. Corridor is the first of the senior management and staff interviews (Executive Interview). The senior manager of the jobs than would normally be your immediate manager of the senior positions, such interviews are confidential, by the free choice of employees. Interviews could include the issue of personal preferences, which he was concerned about the issue, and ultimately, you show that the situation will be referred to the department. Second crossing is a staff opinion survey (Employee Opinion Survey). This path is not direct with your income, but this crossing will be opened regularly. IBM of consulting staff, stayed to understand their corporate management, benefits such as valuable advice, to assist the company to create a more perfect working environment. Corridor is the third of the blunt (Speakup). "Speakup" is a direct channel, can make an ordinary employees without involving their immediate manager circumstances, even a senior executive leadership Guoshina right you care about the answer to the question. Without consent, and "Speakup" staff only as "Speakup" a coordinator of the people know, So you need not worry about the risk freely. Corridor is the fourth of the complaints (Opendoor), IBM called for the "open door" policy. This is a very long democratic IBM IBM CEO Guoshina took power on an IBM veteran leader changed the style, He often in reverse Opendoor, went directly under the Office of Q What is something dry. IBM to use Opendoor competent institutions, the company's personnel manager, general manager, or any representations on behalf of the headquarters, you will receive the representations of the higher level of investigation and enforcement.