Chapter I General Provisions
Sum basis of item 1
In order to formulate a distribution system suitable for market-oriented operation, stimulate employees' vitality, share the benefits brought by development, effectively combine employees' personal performance and team performance, promote the integration of employees' values, form a mechanism to retain and attract talents, and promote the realization of the overall development strategy of XX Institute. This management system is formulated in accordance with the relevant laws and regulations of People's Republic of China (PRC) and the relevant provisions of the Group Company.
Article 2 Scope of application
This management system is applicable to all employees of the company, and other subordinate companies and units can refer to it.
Article 3 Basis of salary distribution
Salary distribution is based on post value, ability and performance.
Article 4 Nature of salary design
The essence of salary design lies in: salary reform focuses on structural adjustment, combined with appropriate total adjustment, breaking the redesign of the existing salary system and implementing sealed management of the original salary.
Article 5 Basic principles of salary distribution
As one of the forms of value distribution, salary should follow the principles of competitiveness, incentive, fairness and economy.
(1) competitive principle: while adjusting the salary structure, according to the investigation of the market salary level, the salary level of the post with a large gap with the market level has been improved to a certain extent, so that the salary level of XX Institute has certain market competitiveness.
(2) Incentive principle: break wage rigidity and enhance wage flexibility. Through performance appraisal, the employee's income is closely combined with the performance of XX Institute and personal performance to stimulate the enthusiasm of employees; In addition, a number of salary channels have been opened, and employees in different positions have equal promotion opportunities.
(3) The principle of fairness: The salary design focuses on establishing a reasonable value evaluation mechanism, and under the unified rules, the final income of employees is determined through their performance appraisal.
(4) Economical principle: the increase of labor cost should be lower than the increase of total profit, and the appropriate increase of wage cost can trigger employees to create more economic added value, protect the interests of investors and realize sustainable development.
Article 6 Characteristics of remuneration
(1) Measurability: In addition to quantifying the factors related to employees' salaries as wages, welfare expenditures are also converted into wage income, which is linked to performance appraisal.
(2) In addition to the year-end bonus, employees can expect their total annual income according to their positions, work hard and work performance.
Article 7 Salary system
According to the post nature and work characteristics, XX Institute implements different salary systems for different personnel, which constitutes the salary system of XX Institute, including annual salary system, post performance salary system, skill performance salary system and agreement salary system.
Chapter II Total Wages
Article 8 XX Institute controls the total wages by establishing a mechanism linking work efficiency. The total annual salary cannot exceed 40% of the operating income.
Article 9 The Human Resources Department shall adjust and determine the post salary base and bonus base of each department at all levels and salary scales according to the operating income, total salary and business plan for the next year. And through the prediction of the number of people at all levels and salary scales in the next year, the salary budget for the next year is formulated, including the total amount of benchmark fixed salary and the total amount of standard performance bonus. (attachment 1, 2, 3)
The salary budget should be 30% of the expected operating income for the next year, leaving room for the year-end bonus payment and effectively controlling the total salary.
Article 10 The salary budget shall be implemented after being approved by the salary committee of XX Institute.
Article 11 In order to strengthen the process control of salary budget implementation, the Human Resources Department shall summarize and report the actual salary distribution of XX Hospital last month at the beginning of each month.
Chapter III Salary Elements
Article 12 The overall salary structure of employees in XX Hospital includes the following elements, which are combined in different ways according to the working style and nature of different posts.
(A) post compensation, reflecting the contribution of employees from the post value and employee experience accumulation. The post salary of employees mainly depends on the current post nature and work content. On the basis of post analysis and post evaluation, the evaluation results are taken as the basis for determining the post salary level, and the post salary level of each employee is determined by means of post grading, intra-level grading and multi-salary for one post.
(2) Skill salary: it is a salary unit determined according to education, professional title and work experience.
(3) Performance pay is a salary unit determined according to the overall performance of XX Hospital and the work performance achieved by employees through hard work, which mainly includes: performance bonus, year-end bonus and other special bonuses.
(4) Welfare is a kind of welfare treatment that employees of XX Hospital can enjoy, including national compulsory insurance, supplementary insurance, and subsidies for business trips, housing, transportation and communication provided by XX Hospital.
Article 13 Determination of post salary
The post salary constitutes the fixed salary of each post in the management and administrative auxiliary grades, and its calculation formula is:
Formula 2- 1: monthly post salary = monthly post salary base × post coefficient.
On the basis of post analysis and post evaluation, the grade system of management and administrative auxiliary grades in XX Hospital is determined according to the score range of each post (see Annex 4). After the new post or the nature of the post changes, the post level should be implanted accordingly.
According to the bearing capacity of human resources cost and the relative value of posts in XX Hospital, the post salary base of each grade and salary scale is determined (see Annex 5). By adjusting the post salary base, XX Hospital can realize the overall adjustment of employees' fixed salary.
Article 14 Determination of skill wages
Skill salary constitutes the fixed salary of technical and project management departments, and its calculation formula is:
Formula 2-2: monthly skill salary = monthly skill salary base × post coefficient.
On the basis of job analysis and job evaluation, the grading system of technical grade and project management grade is determined (see annexes 6 and 7).
According to the affordability of human resources costs and the relative value of posts in XX Hospital, the skill wage base of each level is determined (see Annexes 8 and 9). Once determined, it will generally not be adjusted within one year. XX Institute can realize the overall adjustment of employees' fixed salary by adjusting the skill salary base.
Fifteenth the use of fixed wages
Fixed wages are used as the calculation basis for the following items:
(a) the calculation base of overtime pay;
(two) the calculation base of all kinds of vacation wages;
(three) the salary calculation base of overseas trainees;
(4) Other cardinality.
Article 16 Determination of performance bonus
Performance bonus is determined by monthly bonus base, post coefficient and employee assessment coefficient, and its calculation formula is:
Formula 2-3: Monthly Performance Bonus = Monthly Bonus Base × Position Coefficient× Employee Personal Appraisal Coefficient.
The monthly bonus base of each post is calculated according to the human resource cost bearing capacity of XX Institute and the relative value of the post (see attachment 10, attachment1,attachment 12), and will not be adjusted within one year after confirmation.
XX Institute can adjust the bonus base to realize the overall adjustment of employee performance bonus.
Article 17 Determination of year-end awards
The year-end award is a reward for employees to enjoy the operating results of XX.
Among them, the calculation formula of non-project personnel is:
Formula 2-4: Employee year-end bonus = fixed salary × year-end bonus coefficient × year-end personal assessment coefficient.
The calculation formula of project personnel is:
Formula 2-5: employee year-end bonus = fixed salary × year-end bonus coefficient× t/8× year-end personal assessment coefficient.
In which: year-end bonus coefficient = total year-end bonus ÷ total fixed salary; T is the total time to carry out the project in the evaluation year, based on each project personnel carrying out the project for 8 months in a year.
The total bonus at the end of the year is determined according to the profit achieved by XX Research Institute, the realization of annual business objectives and strategic objectives.
The year-end bonus is distributed to all employees except the annual salary system. The year-end bonus for new employees who have worked in XX Institute for less than one year is calculated on a monthly basis.
The year-end bonus shall be examined and approved by the human resources department according to the annual target assessment results of XX Institute, and shall be implemented after being approved by the remuneration committee of XX Institute.
Article 18 Other special bonuses
The purpose of special bonus is to actively strengthen the excellent performance of employees, so as to make employees consciously care about the development of the company and maintain the image of the company. Special bonuses include the following:
(1) Innovation Award
Employees have made major breakthroughs and innovations in working methods, working ideas or business development, and made outstanding contributions to improving work, improving work efficiency or management level. After being reviewed by the Remuneration Committee, a one-time reward will be given and included in the assessment file. The reward amount is 2000 ~ 20000 yuan.
(2) Outstanding Proposal Award
Employees who make good suggestions on the development or management of XX Hospital, or employees who are very concerned about the development of the hospital and often make suggestions, will be given a one-time reward after being audited by the Remuneration Committee and included in the assessment file. The reward amount is 500 ~ 5000 yuan.
(3) Bole Award
Employees recommended by XX who are in urgent need of talents and prove that they can bring expected value and contribution to the company after being hired, or superiors who actively cultivate subordinates and make them grow into excellent talents in XX Institute, shall be declared by the department, given a one-time reward after being audited by the remuneration committee, and included in the assessment file. The reward amount is 500 ~ 5000 yuan.
(4) Other special awards
In addition to the above forms, those who make special contributions to the business activities of XX Hospital and pay extra labor will also be rewarded in other aspects. For example: model workers, excellent employees, outstanding contribution awards, being brave and helping others. The reward amount is 500 ~ 10000 yuan.
Article 19 Welfare
In order to attract and retain outstanding talents and enhance the cohesion of XX Institute, XX Institute provides employees with generous welfare benefits, and employees can get multiple or all benefits according to different positions (see Annex 13). The basis for determination is determined by the corresponding post coefficient:
(1) medical insurance: XX hospital and its employees shall bear part of it respectively. For the specific amount, please refer to relevant national regulations and relevant policies of XX City.
(2) Unemployment insurance: XX Institute and its employees shall bear part of it respectively. For the specific amount, please refer to relevant national regulations and relevant policies of XX City.
(3) Old-age insurance: part of it shall be borne by XX Institute and its employees. For the specific amount, please refer to relevant national regulations and relevant policies of XX City.
(4) Housing accumulation fund: XX Institute and employees each bear a part. For the specific amount, please refer to relevant national regulations and relevant policies of XX City.
(5) Work-related injury insurance: it shall be undertaken by XX Hospital. See the relevant provisions of the state for the specific amount.
(6) Transportation subsidy: RMB is paid every month.
(7) Telephone subsidy: monthly reimbursement of telephone charges in RMB.
(8) Holiday allowance: holiday gifts equivalent to RMB will be distributed on major festivals such as Spring Festival, New Year's Day, November and May Day.
(9) Paid leave: Employees with different working years in XX Hospital can enjoy paid leave in different degrees.
Working years, vacation level
Over 2 years and 5 days/year
More than 5 years 10 days/year
Over 10 year 15 days/year.
More than 65438+20 days/year in 2005.
Other benefits: including supplementary old-age insurance and supplementary medical insurance.
Chapter IV Annual Salary System
Article 20 Scope of application
The annual salary system is suitable for positions that can evaluate their business performance in a complete cycle of one year, mainly including senior managers of XX Institute and senior managers of various business divisions.
Twenty-first annual salary system job classification
According to the professional level and work value of senior management positions in XX Institute and each division, each position is divided into four categories: A, B, C and D (see Annex 14). Each job category is divided into five annual salary grades, forming an annual salary table (see Annex 15).
Article 22 Determination of total annual salary
The senior committee (board of directors) of XX Institute determines the post level according to the work experience, comprehensive ability and qualification of the incumbent. In the future, at the end of each year, the high-level committee (board of directors) will decide whether to promote, maintain or demote senior positions according to the completion of its business objectives. The senior deputy is jointly decided by the senior committee (board of directors) and the immediate superior whether to be promoted, maintained or demoted.
Article 23 Annual salary structure:
Formula 3- 1: annual salary = fixed annual salary+benefit annual salary.
Article 24 Determination and payment of fixed annual salary
Formula 3-2: Fixed annual salary = total annual salary ×%
The fixed annual salary is paid monthly on average.
Article 25 Determination of welfare annual salary
Formula 3-3: Benefit annual salary base = total annual salary ×%
The benefit annual salary is determined according to the annual business objectives and work objectives undertaken by each position. At the beginning of each year, the high-level committee (board of directors) shall determine the annual after-tax profit, sales revenue, asset preservation and appreciation rate, strategic objectives, etc. , should be obtained by XX Institute and various business offices, and determined in the form of business contracts. At the end of the year, the high-level Committee (board of directors) will evaluate and audit the completion of business objectives, and finally determine the comprehensive evaluation coefficient. For senior deputies, the senior committee (board of directors) and their direct superiors determine their annual business objectives and work objectives in the form of business contracts, and the direct superiors evaluate the completion of the annual objectives at the end of the year, and the comprehensive evaluation coefficient needs to be reviewed by the senior committee (board of directors).
The calculation formula of annual salary payable is:
Formula 3-4: Benefit Annual Salary = Benefit Annual Salary Base × Annual Benefit Coefficient
Among them, the annual salary benefit coefficient is calculated according to the following table:
Table 3- 1: Comparison Table of Evaluation Coefficient
A 0-0.5-1.21.21.51.5-22 or more.
b 0(A-0.5)* 2 1.4+(A- 1.2)* 3 2.3+(A- 1.5)* 4 4.3 ~ 5
A: It is a comprehensive assessment coefficient.
B: It's the annual salary and welfare coefficient.
Twenty-sixth benefit annual salary payment
90% of senior management's annual salary is paid in the current year, and the remaining 65,438+00% is reserved as post mortgage, which will be returned after one year's resignation audit. Under the following circumstances, the mortgage loan in the current period or term will be deducted in full.
(a) major decision-making mistakes, causing great losses to the hospital;
(2) The important work (or project) undertaken was not completed on time with good quality, which seriously affected the realization of the overall strategic goal of XX Hospital;
(3) Resignation will bring some losses to XX Hospital;
(four) the individual seriously violates the work discipline or rules and regulations of XX Hospital, or violates national laws and regulations;
(five) after leaving office, part of the responsibility has not been completely eliminated, and after a major accident, it is the main responsible person.
Article 27 Determination of welfare
The post that implements the annual salary system receives all the benefits stipulated in Article 19 of the management system, and its calculation base is the fixed annual salary obtained every month.
Chapter V Post Performance Wage System
Article 28 Scope of application
It is mainly applicable to all positions in the management and administrative auxiliary grades of XX Hospital, and the performance pay is applicable to non-project personnel in technical grades. (See Annex 16:XX Hospital Job Classification Table for details)
Except for posts with annual salary system.
Article 29 Salary Structure
Formula 4- 1: salary composition = post salary+performance bonus+year-end bonus+welfare.
Thirtieth post salary
Post salary is determined in accordance with the provisions of Article 13 of the Management Regulations and paid monthly.
Article 31 Performance bonus
Performance bonus is divided into quarterly performance bonus and annual performance bonus. The calculation formula of quarterly performance bonus is:
Formula 4-2: quarterly performance bonus = monthly bonus base × post coefficient ×70%× employee's personal quarterly assessment coefficient ×3.
The employee's current quarterly performance bonus will be paid monthly in the next quarter, and the performance bonus in the last quarter of that year will be paid in one lump sum at the beginning of next year.
The calculation formula of annual performance bonus is:
Formula 4-3: annual performance bonus = monthly bonus base × post coefficient× 30% × employee's individual annual appraisal coefficient × 12.
The annual performance bonus of employees will be paid in one lump sum at the beginning of next year.
Article 32 Year-end bonus
The year-end bonus is determined according to the provisions of Article 17 of the management system and will be paid in one lump sum at the beginning of next year.
Chapter VI Skill Performance Wage System
Article 33 Scope of application
It is mainly applicable to the personnel in the project management and technical departments of XX Institute. (See Annex 13:XX Hospital Job Classification Table for details)
Except for posts with annual salary system.
Article 34 Salary structure:
Formula 5- 1: salary composition = skill salary+performance bonus+year-end bonus+welfare.
Article 35 Skill wages
Skill wages are determined according to the provisions of Article 14 of the management system and paid monthly.
Article 36 Performance bonus
Performance bonus is divided into project stage bonus and project end bonus.
The project stage bonus will be assessed and distributed at the end of the project stage, and the project end bonus will be assessed and distributed uniformly at the end of the year.
1. The calculation formula of project stage bonus is:
Formula 5-2: project stage bonus = project stage bonus base ×T× individual stage assessment distribution coefficient.
In which: bonus base at project stage = monthly bonus base × post coefficient ×70%.
T refers to the planned labor hours in the project budget, and the unit is months, and less than one month is converted into months, and each month is calculated as 22.5 working days.
The distribution coefficient of individual project stage assessment is determined according to the individual stage assessment coefficient in the assessment management system of XX Iron and Steel Design and Research Institute and combined with the total project salary. See article 38 for details.
2. The calculation formula of bonus at the end of the project is:
Formula 5-3: project year-end bonus = project year-end bonus base ×T× single project assessment distribution coefficient.
In which: bonus base at the end of the project = monthly bonus base × post coefficient ×30%.
T refers to the planned labor hours in the project planning budget, and the unit is months. Any part of a month is converted into months, and each month is calculated as 22.5 working days.
The distribution coefficient of single project assessment is determined according to the single project assessment coefficient in the assessment management system of XX Iron and Steel Design and Research Institute and combined with the total project salary. See article 38 for details.
Article 37 The year-end bonus shall be distributed together with the year-end bonus of the project according to the overall benefit of the project in the hospital. The specific payment method combines the project assessment coefficient and the individual assessment distribution coefficient. See article 38 for details.
Article 38 Calculation of apportionment coefficient
The determination of assessment distribution coefficient is constrained by the total project salary budget, project assessment coefficient and individual assessment coefficient.
The total salary budget of the project is the total salary of all kinds of project managers and technicians to meet the needs of the normal operation of the project, and it is the sum of the salary budget of a single project. Among them, the salary budget of a single project is the sum of the product of the bonus base of the project personnel and the planned working hours.
Allocation coefficient of single project stage evaluation = ∑ (bi× ti )× (bi× ti× kpii/∑ (bi× ti× kpii))
Where Bi is the bonus base of the project stage, Ti is the planned labor time of this stage, and KPIi is the assessment result of this stage.
At the end of the year, according to the annual project assessment coefficient Ki, the bonus is uniformly distributed in the whole hospital, and the actual bonus amount of each project at the end of the year is determined according to Ki. The annual assessment coefficient Ki of the project is determined by the engineering management department according to the assessment management system of XX Iron and Steel Design and Research Institute.
Actual bonus paid at the end of the first project = bonus payable at the end of the first project ×Ki× bonus payable at the end of the first project/(∑ bonus payable at the end of the first project)
Where Ki is the annual project assessment coefficient.
Distribution coefficient of year-end assessment for a single project = bonus actually paid at the end of the project ×(Bi×Ti×KPIi/∑(Bi×Ti×KPIi))
Among them, Bi is the bonus base at the end of the project, Ti is the planned labor hours of the project, and KPIi is the personal assessment result at the end of the year.
Thirty-ninth engineering audit, pure negotiation and construction services, all converted into engineering days, assessment and bonus payment.
Fortieth project management level personnel in the absence of project assessment and performance bonus to determine.
Formula 5-5: Performance bonus when not in the project = bonus base when not in the project ×T× personal assessment coefficient; Among them, bonus base of absenteeism project = monthly bonus base × post coefficient ×50%, t is the estimated time of absenteeism project, calculated as 22.5 days per month, and less than one month is converted into one month.
Due to the uncertainty of the project cycle, the time when the project personnel are away from the project is accumulated, and the project is assessed on a quarterly basis for more than one quarter, and less than one quarter.
Forty-first professional departments and technical personnel are determined without project assessment and performance bonus.
Performance bonus when not in the project = bonus base when not in the project ×T× personal assessment coefficient × bonus base when not in the project ×T/∑ (bonus base when not in the project ×T)
Among them, bonus base of absenteeism project = monthly bonus base × post coefficient ×50%, t is the estimated time of absenteeism project, which is calculated as 22.5 days a month, and less than one month is converted into one month. The individual assessment coefficient is determined according to the assessment management system of XX Iron and Steel Design and Research Institute.
Article 42 In order to improve the utilization efficiency of human resources and ensure the quality and progress of the project, the company determines the corresponding relationship between the skill level of the personnel in the project management department and the technical department and the posts in the project, and in principle, it avoids people with lower skill level from holding higher posts in the project, or people with higher skill level from holding lower posts in the project.
Special circumstances need to break the above principles, which need to be approved by the engineering management department. If a person holds a post with a lower skill level in the project at a higher level, the skill salary will remain unchanged, and the performance bonus base will be determined according to the lowest performance bonus base in the skill level corresponding to the post in the project. If a lower level in the project holds a post with a higher skill level, the skill salary will remain unchanged, and the performance bonus will be determined according to the performance bonus of the highest level in the skill level corresponding to the post in the project.
A position in a skill level project
Senior project manager, project manager of transnational projects and general contracting projects with a total investment of more than 500 million yuan.
The senior project manager is the project manager of general contracting projects with a price of less than 500 million yuan and design projects with a price of more than10 million yuan.
The intermediate project manager is the design manager, construction manager, control manager and start-up manager of the general contracting project, and the project manager of the design project below 1 100 million yuan.
Assistant project manager, cost control engineer, schedule control engineer and construction site representative.
Project assistant
Forty-third multi-project staff salary approval.
Project managers and technicians can do multiple projects at the same time if conditions permit, but they must make overall arrangements to ensure the quality and progress of each project and be responsible for different project managers. The number of professional and technical personnel and projects shall not exceed three, and more than three shall be approved by the engineering management department.
Employees working in multiple projects can't have both fixed salaries, but performance bonuses can be calculated separately according to the actual project time.
Article 44 Year-end bonus
The year-end bonus is determined according to the provisions of Article 17 of the management system and will be paid in one lump sum at the beginning of next year.
Chapter VII Piecework Wage System
Article 45 Scope of application:
Suitable for operators of printing companies.
Article 46 Salary structure
Salary composition = piece-rate commission+welfare
Article 47 post grading
According to the nature, responsibility, intensity and difficulty of work, jobs are divided into two categories: key jobs and auxiliary jobs. Each category is divided into two grades, that is, from high to low, it is divided into four grades: A 1, A2 and B 1, B2. The gap between different grades is 5%.
Article 48 Determination of the distribution coefficient of piecework wage for posts
Determine the post coefficient of B2 as 1. According to the difference of 5%, the post coefficients of A 1, A2, B 1 and B2 are 1. 15, 1. 10, 1.05 and 60 respectively.
Calculate the piece-rate wage distribution coefficient of each post in the group according to the relative value of the post in the group,
Calculation formula: piece-rate distribution coefficient = post coefficient ÷ (post coefficient × number of posts)
See the table below for the piece-rate distribution coefficient of specific posts. If the number of people in the group changes due to adjustment, the piece-rate distribution coefficient of positions in the group will be recalculated and adjusted according to the calculation formula:
Piece distribution coefficient table
Number of posts, post grade and post coefficient distribution coefficient (%)
copy
CAD drawing of drawing department
copy
Zhabian
flotage
trait
Typing in color map department
chromatic graph
Finished product printing
copy
restrain
Data receiving and sending of the blueprint department
draw up a blueprint
operate
Two-part CAD drawing
copy
type
Zhabian
draw up a blueprint
integrated management
Article 49 Calculation and payment of piecework wages
Piece rate = monthly workload × piece rate × team assessment coefficient × piece rate distribution coefficient
Piece rate is determined and adjusted by the human resources department.
The piece-by-piece distribution coefficient can be found in the above table.
Article 50 Determination of welfare
The welfare benefits shall be determined by the Human Resources Department with reference to Article 19.
Chapter VIII Agreed Wage System
Article 51 Scope of application
It is mainly applicable to senior technicians and senior managers who are temporarily employed by XX Institute or have long-term contracts. The application for agreed remuneration shall be submitted by the Human Resources Department and approved by the remuneration committee.
Article 52 Determination and payment of agreed wages
The agreed salary is based on the market price, determined by both parties through consultation, and paid regularly every month. The employees who implement the agreement work system sign a written agreement with XX Institute, clearly stipulating the total wages, payment methods, work contents and assessment methods. If the employees who implement the agreed wage system cannot meet the requirements of the agreement, their wages will be implemented according to the corresponding wage system of XX.
Chapter IX Wage Adjustment
Fifty-third wage adjustment includes salary promotion and reward, which is divided into overall adjustment and individual adjustment, and individual adjustment is divided into natural adjustment and individual adjustment.
Article 54 Overall adjustment
According to the economic benefits achieved in that year and the changes in the wage level in the external market, XX Institute made a unified adjustment to the wage level of the whole hospital, which was realized by adjusting the post wage base (skill wage base) and bonus base.
Article 55 channels for salary promotion
In order to provide reasonable promotion space for the salaries of employees in different positions, XX Institute divides the positions into management, administrative assistance, project management and technical positions according to the nature of the positions. Employees can achieve salary promotion through three different channels.
(1) Management and administrative support grade: This grade includes senior management, middle management, general management, administrative staff and support staff of XX Hospital. By dividing different salary scales within the on-the-job grade, it provides room for employees with excellent performance and continuous improvement of skills to improve their salary; When the employee's salary reaches the upper limit of the salary scale contained in this grade, it is necessary to consider promoting the employee's salary through position promotion.
(II) Project management level: This level includes personnel who perform management functions during the operation of the project of XX Institute. The project management level is divided into 17 from low to high, in which employees can be continuously promoted with the accumulation of skills and experience;
(3) Technical level: This level includes all technical personnel of XX Institute. The technical level is divided into 17 from low to high, and technicians can be continuously promoted with the improvement of skills and the accumulation of experience.
Article 56 Natural adjustment
The natural adjustment of employees' wages adopts the integral progressive system.
XX Hospital has opened multiple salary promotion channels, and employees get different scores on different salary channels, all of which are included in the integral progress bar. When the total score accumulates to the salary promotion standard, it will naturally be promoted by one level, and when it accumulates to the demotion standard, it will naturally be reduced by one level. Different levels of employees set different promotion standards and demotion standards (see promotion and demotion standards table).
The promotion of employees in grades or grades is directly based on the progress score. When he is promoted to the highest grade in the grade or level, in order to be promoted to a higher post or level, he should meet the qualification conditions of the new post or level in addition to the integral standard of the progressor (see "Career Planning and Management System for Employees in XX Hospital" for details).
If the employee is at the lowest level and the integral of the progressive reaches the demotion standard, he will be demoted according to the same grade difference.
Scoring standard of employee promotion and demotion under post performance salary system
General management positions, administrative auxiliary positions, middle management positions and senior management positions.
Promotion criteria 20 30 40
Degradation standard-10-15 -20
Scoring standard of employee promotion and demotion under skill performance salary system
Junior technician
(Assistant Project Manager) Intermediate technical personnel
(Intermediate project manager) Senior technical personnel
(Senior Project Manager) Senior technical personnel
(Senior Project Manager)
Promotion standard 15 20 30 40
Degradation standard -8-10-15 -20
The salary promotion channel is proposed by the human resources department according to the actual situation of XX Institute and determined after examination and approval by the assessment management committee. At present, the open salary channels are as follows:
(1) Performance: According to the ranking of employees' year-end assessment coefficient, different scores are given.
Evaluation ranking score comparison table
Evaluation result coefficient ranking
(from high to low) 10 quantile 25 quantile 75 quantile 90 quantile 100 quantile
Proportion10%15% 50%15%10%
Grade means excellent, good, medium/average qualified and unqualified.
The score is 25 15 5 0 -3
(b) Reward and punishment: according to the award-winning situation of employees in that year, different scores will be given.
Comparison table of reward and punishment scores
Reward and punishment category innovation award outstanding suggestion award special contribution award Bole award gross negligence
The score is 5 ~105 ~105 ~105 ~105 ~-20.
(The following contents are omitted, please refer to the link. )