如何与员工沟通薪酬问题（How to communicate salary with employees）.docVIP

如何与员工沟通薪酬问题（How to communicate salary with employees） Mr. Wang is a qualified real estate enterprise project manager, the group is the largest local real estate enterprises, the total assets of about 3 billion yuan. The company grew rapidly in 2000 to 2005, now has 2 million 200 thousand square meters of land reserves. The engineering department is an important business department of the group company, with 14 employees. Wang usually work hard, and the staffs business guidance can also be in place. At the beginning of the new fiscal year, the company finally broke the ice of salary, after several years without pudiao compensation, decided this year to give you a salary, but the final results came out, but it was disappointing, the general tone of the proportion of 5% and the psychological expectations far. Employees generally complain, and even employees begin to quit and go to businesses that offer higher salaries. In just two months, six members of the company left the company. The manager of the engineering department was under tremendous pressure. When the director of human resources approached him, he said, I also communicated with them. They left because of personal reasons, and I couldnt help them. Obviously, most of the six members of the backbone were discharged because they were dissatisfied with the companys remuneration. The engineering manager thought that the remuneration policy was made by the company, and he could do nothing about it. Finally, the engineering manager thought of changing jobs. This is a typical case of compensation communication, is a very competent test management work, want to send this communication well, business satisfaction, employee satisfaction, really hard, take some time to practice and improve, in order to gradually put in place. But trying to mess it up, it doesnt need a skill, just like Wang, give the boss two hands: pay policy is made by the company, and I have no way.. This is certainly not the way to solve the problem,