The Research On Optimizing The Compensation System Of Knowledge Workers In BGP Company

"Talent" as the first resource to the development of national economic and theprogress of scientific and technological has become the strong point of nations andenterprises in the era of knowledge economy. Enterprise products, services, scientificand technological innovation ability largely determines the competitiveness of theenterprise; the knowledge staff is the power source of enterprise innovation. Facingthe huge gap in talent market, design effective compensation incentive schemes, toretain and motivate employees, is the key to keeping advantage position in the talentcompetition.This paper’s case BGP has21173people, including management personnel andprofessional and technical personnel5593people, accounting for26.42%of the total.As a rapid development of state-owned enterprises, the knowledge staff’s turnoverrate is higher. Based on this, this article through related literature review and analysis,based on the research of compensation theory, guided by the market information, incombination with the practical situation of BGP, analyze the BGP currentknowledge-based employee compensation system, and put forward reasonableknowledge workers compensation optimization solution.This study is divided into six parts. The first part is the introduction, elaboratedthe selected topic background and significance of this study, research contents,methods and technical routes; The second part is literature review, defines the conceptof knowledge workers, and reviews the related theory of compensation, this paperintroduces the knowledge staff compensation research status; The third part is theBGP knowledge workers compensation system present situation, the company profileand the status quo of the compensation system, through the knowledge staff leavingreason analysis concluded that the main reason is that compensation system lack ofexternal competitiveness and internal consistency; The fourth part is the analysis ofBGP current knowledge-based employee compensation system, the followingconclusions: the BGP knowledge staff’s overall pay level below20points in themarket; Fixed compensation proportion are higher than the market proportion of fixed compensation; Compensation in general is not stable, show irregular state; Poor payrelatively small, pay overlap is more, some rank even appear upside down, can’treflect the difference of the value of the different levels of position, has obviousunfairness inside. The fifth part is the optimization of BGP knowledge-basedemployee compensation system design, and implementation scheme of supportingmeasures; the sixth part is the conclusions, this part puts forward the researchconclusion of this article, and points out the limitations of this study and the prospectof research in future.