Research On The Personnel Pay Optimization Of KT’s R&D Department

The paper selects the Hubei KT Automotive Electronic Co., Ltd as the research subject. According to the research on R&D department’s current salary status of KT company, combined with learning from MBA study and the actual work experience in KT company, the paper refers to the internal and external environment of KT company to design a set of salary system, which is competitive and conforms to the corporate feature, will play as a positive stimulus to the existing R&D department staff and promote attractions to the external technicians.KT company is a high-tech enterprises, R&D department is the company’s key sector. The company have established two R&D centers in Wuhan, Shanghai, with a large number of auto industry senior technical staff. In accordance with KT company’s salary satisfaction surveys, we find KT company’s salary system have a lot of problems, which main shows at unreasonable salary structure, no clear division of labor, no obvious salary grading, poor internal fairness, formalistic performance evaluation and so on. In light of the weakness above, we difine the KT company R&D department’s salary structure as that:salary=post salary+performance salary+bonus+welfare. The paper will focus on design of post salary system and performance salary system.The design of post salary is according to traditional salary system design flow:job analysisâ†'position evaluationâ†'position salary level settingsâ†'staff assessmentâ†'staff salary level positioning to determine. The difinition of performance salary is based on results of the performance evaluatin. On the basis of R&D Department of the KT company’s actual situation, we developed a detailed performance evaluation criteria and assessment scheme for the project managers, the ministers, engineers and other non-administrators, respectively. Through performance assessment scoring results, we firm up performance wage levels and correspond it to the performance salary. Annual bonuses are also based on the results of four times a year performance evaluation.In terms of welfare, we add the training and post promotion. This is not only a promotion to the new salary system, but also a challenge.At the end the paper, we also do a detailed planning to carry out the new salary systems in order to ensure the smooth implementation of the new salary system and the good effect.