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1、如何與員工溝通薪酬問題（Howtocommunicatesalarywithemployees）Mr.Wangisaqualifiedrealestateenterpriseprojectmanager,thegroupisthelargestlocalrealestateenterprises,thetotalassetsofabout3billionyuan.Thecompanygrewrapidlyin2000to2005,nowhas2million200thousandsquaremetersoflandreserves.Theengineeringdepart
2、mentisanimportantbusinessdepartmentofthegroupcompany,with14employees.Wangusuallyworkhard,andthestaff'sbusinessguidancecanalsobeinplace.Atthebeginningofthenewfiscalyear,thecompanyfinallybroketheiceofsalary,afterseveralyearswithoutpudiaocompensation,decidedthisyeartogiveyouasalary,butthefin
3、alresultscameout,butitwasdisappointing,thegeneraltoneoftheproportionof5%andthepsychologicalexpectationsfar.Employeesgenerallycomplain,andevenemployeesbegintoquitandgotobusinessesthatofferhighersalaries.Injusttwomonths,sixmembersofthecompanyleftthecompany.Themanageroftheengineeringdepartme
4、ntwasundertremendouspressure.Whenthedirectorofhumanresourcesapproachedhim,hesaid,"Ialsocommunicatedwiththem.Theyleftbecauseofpersonalreasons,andIcouldn'thelpthem."Obviously,mostofthesixmembersofthebackboneweredischargedbecausetheyweredissatisfiedwiththecompany'sremuneration.Theengineering
5、managerthoughtthattheremunerationpolicywasmadebythecompany,andhecoulddonothingaboutit.Finally,theengineeringmanagerthoughtofchangingjobs.Thisisatypicalcaseofcompensationcommunication,isaverycompetenttestmanagementwork,wanttosendthiscommunicationwell,businesssatisfaction,employeesatisfacti
6、on,reallyhard,takesometimetopracticeandimprove,inordertograduallyputinplace.Buttryingtomessitup,itdoesn'tneedaskill,justlikeWang,givethebosstwohands:"paypolicyismadebythecompany,andIhavenoway."."Thisiscertainlynotthewaytosolvetheproblem,inordertosolvetheproblem,wanttoimprovethemselves,the
7、supervisor'sgoalishowtodoagoodjobofsalarycommunication.So,whenthesalaryspacehasbeenlimited,whatshouldthesupervisordo?Howcanitbedone?Thisisactuallythebesttestofthecompetentmanagementability,enterprisesneedmanagerstopromoteandimplementthepolicy,subordinatesalsoneedtog
