Research On The Optimization Of QY Company's Salary System Based On Job Value Evaluatio

With the development of the economy,market competition is becoming increasingly fierce,especially in recent years,in the face of a century of changes,the ups and downs of the century’s epidemic situation,and the sharp winds and waves of the environment,coupled with the policy requirements of the three-year reform action of state-owned enterprises,higher requirements have been put forward for state-owned enterprises in terms of strategic determination,business management,technological innovation,talent introduction and training.QY Company is a central enterprise in Guizhou established in 1966 during the period of "the third tier construction",and is the core research and development and production enterprise of national military electronic components,relays,and contactors."At an important period of" consolidating the foundation,transforming and developing ",the compensation system also needs to be optimized and innovated to promote the selection,cultivation,employment,and retention of talents,and promote the high-quality development of the enterprise to a new level.".This article takes the optimization of the compensation system of QY Company as the research object,combines its own human resource management practices,and conducts a questionnaire survey and statistical analysis of the compensation satisfaction of internal employees of the company.Based on this,it concludes that there are issues such as fairness and incentive in the current compensation system of QY Company.Aiming at the existing problems and analysis results,applying the Mercer International Job Evaluation Method and combining with the actual situation of QY Company,scientifically selected 3 first level factors,7 second level factors,and 18 third level factors for the company’s 132 management and technical positions to conduct job value evaluation and scoring,and determined the job value sequence.Based on the current situation and strategic development goals of QY Company,the original salary system should be broken down to reflect the differences between positions and personal skills through the post salary point salary system.That is,different positions should be divided into 10 salary levels based on the results of post value evaluation,and each salary level should be divided into 12 levels to determine the post salary point numerical table using the method of equal grading and multiple salaries for one position.On this basis,Optimize and design the two most important salary elements in the salary structure,namely,post salary and reward,and effectively connect the performance appraisal system with the salary system.This solves the problems of internal fairness,low satisfaction,and insufficient incentives in the original salary system,and can provide some reference for the reform of the salary system of other state-owned enterprises.