【布拉格】一体化匿名举报平台FaceUp获得270万欧元种子轮融资，用于培养畅所欲言文化和推广人力资源平台
FaceUp是一个一体化匿名举报平台，旨在促进职业和学术环境中的畅所欲言文化。已完成 270 万欧元的后期种子轮融资。本轮融资由 Reflex Capital 领投，欧洲投资基金支持的 Tilia Impact Ventures 和 Lighthouse Ventures 参投。
所筹资金将用于支持FaceUp的国际扩张和新功能的开发，如人工智能助手、调查解决方案扩展、专为会议设计的匿名问答功能和团队体温检测功能。FaceUp在查尔斯顿、迪拜、布拉格、布尔诺、切布和坎帕拉设有办事处，在60多个国家拥有1500多家企业客户和2000多家教育部门客户。
无处不在的沉默文化造成并加剧了工作场所的严重问题，如骚扰、违反职业道德、安全问题、腐败和盗窃。抵制这种态势的唯一办法是创建一种敢于直言的文化，在这种文化中，举报受到保护，问题得到承认和解决。这会对公司的健康和生产力产生长期影响。例如，人力资源管理协会（Society for Human Resource Management）的一项研究发现，积极的企业文化会使员工寻求新工作的可能性降低 78%。
FaceUp的加密平台让员工能够轻松、匿名、安全地向组织中能够帮助他们的人报告这类问题。FaceUp 最初是为学校提供的一项非营利性反欺凌措施，如今已发展成为一家以社会影响为驱动力的初创企业，致力于促进机构文化变革。通过该平台，公司能够培养一种敢于直言的文化，从而提升员工的安全和福祉，使他们在短期和长期内更安全、更有效率。
FaceUp 联合创始人兼首席执行官 Jan Sláma 说： “FaceUp的诞生源于创造社会影响和文化变革的动力。在我们转向 SaaS 产品的过程中，我们一直将此作为核心价值，现在全球各行各业的数千家公司都在使用我们的 SaaS 产品。越来越多的公司认识到，员工福利与工作效率息息相关。现在，我们已经证明了跨行业和跨地域的可扩展性潜力，我们将利用本轮融资来扩大和改进我们的工具，尤其是在美国、拉丁美洲和中东地区加快我们的努力。
FaceUp联合创始人兼首席运营官David Špunar补充说："监管和合规是应对现代工作场所挑战的最基本条件，但许多公司在匿名举报和不当行为跟踪方面却止步不前。我们并没有把举报作为合规的障碍，而是将其作为员工福利和声誉保险的高效工具。这已转化为利润增长的真正成功。我们的投资者和我们一样看到了这一潜力，我们很高兴能得到他们的支持。
FaceUp平台将匿名举报、案件管理、实时热线和数百种可能的使用案例结合在一起，将举报转化为对公司、政府组织及其员工积极有益的事情。举报可以通过聊天、语音信息、应用程序和电话线进行。FaceUp 还在开发其他模块，使在不同情况下收集反馈信息变得更加容易。自2017年公司成立以来，该平台上已提交了近2万份报告。
公司目前正在开发人工智能助手，改进面向举报人的界面，并推出调查解决方案。FaceUp 的功能允许人力资源部门跟进匿名举报，而不会在通信中泄露举报人的身份，其功能远远超出了标准的年度匿名调查。现有客户报告称，FaceUp 在遏制骚扰、欺诈等方面取得了进步，同时还改善了公司文化。
Reflex Capital 的创始人 Ondřej Fryc 说： “FaceUp团队想出了如何在不牺牲社会影响这一创始使命的前提下，将一项针对学校的非营利性计划转变为一项盈利性业务。我们认为，这不是一个可有可无的产品，而是对企业和政府实体具有重要意义的基本工具，因此在各个市场的增长潜力是巨大的。这是一个能做到这一点的团队。我们很荣幸能为他们提供支持。
Tilia Impact Ventures 的合伙人 Petr Vítek 评论说： “职业环境从根本上说应该是高效和安全的，但由于欺凌、政治、腐败和欺诈，职业环境变得有毒。FaceUp 不仅保护举报人，而且还创造工具，在更广泛的范围内培养畅所欲言的文化，从而正面解决了这一问题。他们在平台上已经完成的创新对于进一步发展是非常有希望的。
本轮融资将启动更多的产品开发，以加强该平台在人力资源领域的广泛应用，并加快全球范围内的商业化进程，重点是美国市场。
改善公司文化
2024年10月10日
改善公司文化
【HR术语】什么是员工健康（What is employee wellbeing?）
什么是员工健康？
员工幸福感是指专业人员在心理、情感和身体健康方面的综合状态。根据盖洛普研究人员的研究，员工幸福感包括五个核心组成部分：
职业幸福感。人们对工作职责的满意度，以及他们每天在工作中花费时间的方式。
社会福祉。与朋友和家人建立健康、有意义的关系。
财务健康。能够成功管理个人财务。
身体健康。有健康的体魄和充沛的精力来维持基本功能和完成任务。
社区幸福。与他人建立联系，对所居住的地方有归属感。
人力资源领导为什么要关注员工福利？
作为公司最宝贵的资产--员工的监护人，人力资源部门应优先考虑员工的福祉。
幸福超越了健康。它表明员工在个人生活和工作中全面发展、发挥最佳功能并实现自身潜能。
员工健康和幸福有哪些优势？
身心健康可以增强心理耐力、情商和应变能力--这是提高生产力、创造力和效率所必需的三项软技能。
因此，员工身心健康是高绩效工作、蓬勃发展的员工队伍和成功企业的基石。
员工身心健康在很大程度上有助于：
实现目标
承担风险
为出现的挑战找到实用、明智的解决方案
减少缺勤
提高员工留任率和参与度
减少医疗开支
蓬勃发展的企业文化
人力资源领导者如何促进员工福利？
如果您想把员工的健康放在首位，就应将其作为公司文化的一部分。虽然每个人都必须关注自己的健康，但人力资源部门可以通过强调健康是一种工作价值来鼓励员工的健康。以下是将健康融入公司工作方式的三种方法：
平衡工作与娱乐。虽然保持工作流程是提高生产力的必要条件，但人不是机器人。要有精力工作，就必须有时间娱乐。组织员工徒步旅行或公园野餐等促进情绪、社区建设和社交聚会，让员工有机会充电和重新建立联系。
培养感恩之心。人力资源领导者可以通过表彰和感谢员工的辛勤工作和取得的成就来鼓励员工之间的友情和有意义的工作经历。表达谢意可为工作社区注入良好的氛围和意义。
鼓励正念。正念为明智的决策、高质量的工作、更好的沟通和发散思维奠定了基础。养成正念的习惯有助于人们调节情绪和思想。团队可以在开会前通过集体呼吸练习或冥想来练习正念。为了在个人层面上支持正念，公司可以指定一个房间或花园作为无技术区，让人们有安静、不受干扰的独处时间。
制定有效的员工福利计划和措施有哪些技巧？
虽然整合一个通用的健康计划可能很诱人，但还是要尽量考虑贵公司的具体需求。您可以通过以下方式做到这一点：
确定问题所在。这些问题可能包括职业倦怠、缺乏目标和动力以及工作与生活失衡。
评估影响福利的主要障碍。也许是管理不善、工作量过重，或者是工作场所的价值观不一致，阻碍了员工实现身心健康。
评估员工幸福感低的代价。缺乏幸福感会如何影响生产力和底线？
规划福利计划。贵公司目前正在采取哪些行动来促进员工身心健康，这些措施与内部和外部基准相比有何不同？
实施量身定制的健康计划。健康计划应为员工提供切实可行、量身定制的解决方案，应对他们面临的挑战和不同的人生阶段。例如，该计划可包括员工援助计划（EAP）、辅导和导师机会或个人财务咨询机会。
如何有效衡量员工福利？
幸福是综合的，因此您需要收集幸福拼图的所有部分，才能看到完整的画面。让我们来看看一些评估和衡量幸福感的方法：
通过脉搏调查收集反馈。通过提出正确的问题，人力资源部门可以了解团队成员的健康状况。与某一具体问题相关的问题，如果能让员工对自己的感受进行评分，就能提供有用的答案。开放式问题也能提供见解，但要确保有时间和资源来阅读和处理每个答案。调查可以包括涉及薪酬、参与度、归属感、工作量和职业目标等主题的问题。
跟踪员工数据。虽然数据不能反映一个人的内心挣扎，但它可以说明面临的挑战，如高缺勤率或低生产率--潜在潜在问题的迹象。
简短的检查。人力资源部门或经理可以定期与专业人士会面。无论是当面交谈还是通过视频聊天，都能提供调查和数据无法显示的反馈信息。
员工福利如何改善公司文化？
欣欣向荣的员工构成了欣欣向荣的企业文化。当整体的每个部分--每个人--都处于健康状态时，他们就能高效地工作，与团队成员有效合作，并为积极而充满活力的企业文化做出贡献。
以下为文章原文：
What is employee wellbeing?
Employee wellbeing refers to a professional’s holistic state of mental, emotional, and physical health. According to Gallup researchers, employee wellbeing includes five core components:
Career wellbeing. The satisfaction people feel with work responsibilities and how they spend their time at work every day.
Social wellbeing. Engaging in healthy, meaningful relationships with friends and family.
Financial wellbeing. Being able to manage personal finances successfully.
Physical wellbeing. Having health and energy for basic functioning and accomplishing tasks.
Community wellbeing. Having a connection with others and feeling a sense of belonging in the place you live.
Why should HR leaders care about employee wellbeing?
As guardians of a company’s most valuable asset—its people—employee wellbeing should be a priority for HR.
Wellbeing goes beyond health. It indicates that people are thriving holistically, functioning optimally, and actualizing their potential in their personal lives and at work.
What are the advantages of employee health and wellbeing?
Wellbeing can support mental stamina, emotional intelligence, and resilience—three soft skills necessary for productivity, creativity, and efficiency.
Thus, employee wellbeing is the bedrock of high-performance work, a thriving workforce, and a successful business.
Employee wellbeing largely contributes to:
Goal achievement
Risk taking
Finding practical, intelligent solutions to challenges that arise
Decreased absenteeism
Increased retention and engagement
Reduced healthcare expenses
A thriving company culture
What can HR leaders do to promote employee wellbeing?
If you want to make your people’s wellbeing a priority, make it part of your company culture. While everyone must take care of their health, HR can encourage wellbeing by emphasizing it as a work value. Here are three ways to infuse wellbeing into your company’s approach to work:
Balance work with play. While maintaining workflow is necessary for productivity, people aren’t robots. To have energy for work, there must be time for play. Organizing mood-boosting, community-building, and social gatherings, such as staff hikes or park picnics, gives people a chance to recharge and reconnect.
Cultivate gratitude. HR leaders can encourage camaraderie and meaningful work experiences by recognizing and thanking people for their hard work and accomplishments. Communicating appreciation infuses good vibes and meaning into the work community.
Encourage mindfulness. Mindfulness sets the foundation for smart decision-making, high-quality work, better communication, and thinking outside the box. Making mindfulness a habit helps people regulate their emotions and thoughts. Teams can practice mindfulness through group breathing exercises or meditations before conducting a meeting. To support mindfulness on an individual level, companies can designate a room or garden as a tech-free zone for people to have quiet, uninterrupted alone time.
What are some tips for building effective employee wellbeing programs and initiatives?
While it may be tempting to integrate a generic wellness program, try to consider your company’s specific needs. You can do so by:
Identifying the problem areas. These may include burnout, lack of purpose and drive, and work-life imbalance.
Evaluating the major barriers to wellbeing. Perhaps there is poor management, too heavy a workload, or a misalignment of workplace values preventing people from achieving a state of wellbeing.
Assessing the cost of low employee wellbeing. How does a lack of wellbeing affect productivity and the bottom line?
Planning a wellbeing program. What actions is your company currently taking to promote wellbeing, and how do these initiatives compare with internal and external benchmarks?
Implementing a customized wellness program. The wellness program should provide practical, tailored solutions for staff, addressing their challenges and different life stages. The program could include, for example, an Employee Assistance Program (EAP), coaching and mentorship opportunities, or personal financial advising opportunities.
How can you effectively measure employee wellbeing?
Wellbeing is integrative, so you’ll need to gather all pieces of the wellbeing puzzle to see the complete picture. Let’s look at some ways to assess and measure wellbeing:
Gather feedback through pulse surveys. By asking the right questions, HR can narrow in on team members’ state of wellbeing. Questions that relate to one specific issue and give people the option to rate how they’re feeling on a scale can provide helpful answers. Open-ended questions can also offer insightl, but make sure you have the time and resources to read and address each answer. Surveys can include questions that touch on topics such as compensation, engagement, belonging, workload, and career goals.
Keep track of workforce data. While data doesn’t reflect a person’s internal struggles, it can illustrate challenges such as a high rate of absenteeism or low productivity— signs of a potential underlying issue.
Brief check-ins. HR or managers can routinely meet with professionals. Getting together to talk, whether in person or through video chats, can provide feedback that may not have been apparent through surveys and data.
How can employee wellbeing improve company culture?
Thriving people make up a thriving company culture. When each part of the whole—each person—is in a state of wellbeing, they can work productively, collaborate effectively with team members, and contribute to a positive and vibrant culture.
改善公司文化
2024年06月17日
改善公司文化
【HR术语】什么是员工资源小组？（What is an employee resource group (ERG)?）
什么是员工资源小组（ERG）？
员工资源小组（ERG）是组织内基于共同的身份、价值观、兴趣、观点或目标而自愿联合起来的群体。员工资源小组的目的是加强工作场所关系、培养归属感、促进个人和职业成长，并最终培育整个公司社区。
员工资源小组始于 20 世纪 60 年代，旨在加强少数群体在工作场所的发言权。如今，员工资源小组代表了一般的人口群体，如女性或拉丁裔专业人士。更特殊的群体则代表单亲父母、退伍军人或癌症幸存者等人群。
员工资源小组的目的是什么？
员工资源小组利用其成员的集体努力创造归属感，并帮助他们掌握为自己代言的工具。员工资源小组还鼓励包容，并在更广泛的公司文化中实施切实的变革。它们还有助于提高士气、工作满意度和（最终）生产力。
它们的具体做法是：
为组织内代表性不足的团队成员代言
促进包容性
鼓励他人结盟
提供有利于成员职业发展的支持和资源
促进公平做法，为每个人创造积极的工作环境
提高整个组织的工作满意度
提高并保持雇主与员工之间的透明度
员工资源小组有哪些类型？
大多数人创建员工资源小组的目的是为具有某些共同背景或生活经历的人代言。其中可能包括：
性别
种族
宗教信仰
残疾
社会经济背景
性取向
年龄
父母状况
人们还围绕共同的兴趣爱好组织 ERG。最常见的小组类型有：
多样性资源小组。这些小组的工作重点是为工作场所中的少数群体成员进行宣传。
志愿者小组。这些小组通常由希望支持和回馈社区的人组成。
亲和团体。亲和团体是由希望与对特定活动或爱好有共同兴趣的同事相聚的人领导的。它们鼓励联系和社交。
职业发展小组。专业发展小组鼓励人们联系和合作，而不论资历或部门。这些小组鼓励人们分享知识和发展技能。它们还可以提供培训，如学习如何编码或公众演讲技巧。
人力资源领导为什么要关注员工资源小组？
个人在工作场所自然会与朋友建立关系。员工资源小组可以为员工提供一个支持网络，让他们可以向管理层或高层领导表达共同的担忧。
员工资源小组还可以帮助招聘认同特定群体的候选人，让他们从第一天起就有归属感。例如，女性员工关系小组可以物色候选人，并为团队中的女性提供个人指导和职业发展培训。归根结底，员工组织可以提高士气和参与度，降低离职率，加强人口多样性，让人们更加了解工作场所的意义。
为什么要加入员工资源小组？
在改善员工日常工作体验方面，员工资源小组大有可为。同时，它们还有助于培养健康的工作文化和强烈的社区意识。加入员工资源小组也是发展专业领导技能、在公司和更广泛的社区发挥作用的好方法。
如何在贵公司开展员工资源小组计划？
如果你想在你的公司成功开展员工资源小组计划，首先要关注的是员工资源小组就像他们所反映的人一样是独一无二的。为确保其成功，人力资源部门可以与员工领袖合作，帮助他们获得所需的工具和资源，使新的小组得以启动并蓬勃发展。人力资源领导者可以通过以下方式支持员工关系小组的建立和发展：
制定 ERG 章程。起草一份简单明了的文件，其中包括 ERG 附则。为了保持公平，雇主必须制定同样适用于每个 ERG 的规则。
保持 ERG 的透明度。专家工作组应制定其内部小组政策（与公司章程一致）、任务说明、宗旨、目标和角色。确定小组的身份和目标可以避免停滞不前，增加成长和成功的机会。
体现包容性。不一定符合企业资源小组标准的团队成员可能出于个人原因仍想加入。让他们加入--只要他们不扰乱团队--支持包容的公司文化。
促进不同专家工作组之间的联系。一个组织的力量在于所有部门和团队成员之间的团结意识。促进 ERG 之间建立联系的机会可以鼓励人们建立联系。例如，举办公司运动队、寻宝游戏或海滩清洁等可选的跨 EERG 娱乐活动，可以促进不同组别团队成员之间的关系。
提供领导机会。每个 ERG 都需要一名来自组内的员工领袖。人力资源专业人员和管理人员可以合作发掘新出现的领导者，并在他们担任 ERG 领导职务期间对他们进行指导。
现实世界中有哪些员工资源小组的例子？
有许多著名的员工资源小组打破了玻璃天花板，并对社区进行了再投资。以下是几个著名的员工资源小组：
青年专业人士 (TIIA)
金融服务公司 TIIA 的青年专业人员 ERG 被称为 “YoPros”，该组织为其成员组织社交活动，通过社交媒体招聘来吸引年轻一代的金融人才，并开展了许多志愿服务活动。
专业人士网络（安永会计师事务所）
安永的 “促进社会公平和包容性增长 ”倡议因其 ERG 计划和对 DEI&B 的承诺而获得了全球平等标准（GES）的认可。他们拥有十多个不同的 ERG 和员工支持小组，如倡导职业母亲、退伍军人甚至法语使用者的小组。
W@M（微软）
微软最成功的员工资源小组之一是 W@M，即 “微软女性”。她们繁忙的年度活动安排使参与者能够磨练和拓展自己的技能。她们与女性拥有的供应商建立关系，并在女性学生较多的大学组织招聘活动。
员工资源小组如何改善公司文化？
员工资源小组帮助公司为每一位团队成员提供平等的机会，并为工作场所的人们提供一个支持性的微型社区。员工资源小组还有助于增强其成员的能力，让他们能够自如地分享自己独特的声音，为营造包容、充满活力的公司文化做出贡献。
以下为文章原文：
What is an employee resource group (ERG)?
An Employee Resource Group (ERG) is a group of people within an organization who voluntarily join together based on shared identity, values, interests, perspectives, or goals. The purpose of Employee Resource Groups is to strengthen workplace relationships, foster a sense of belonging, promote personal and professional growth, and ultimately nurture the entire company community.
Employee Resource Groups began in the 1960s to bolster the voice of minorities in the workplace. Today, ERGs represent general demographic groups, such as women or Latinx professionals. More specific groups represent people like single parents, veterans, or cancer survivors.
What is the purpose of Employee Resource Groups?
Employee Resource Groups harness the collective efforts of their members to create a sense of belonging and help equip them with the tools to advocate for themselves. ERGs also encourage inclusivity, and enact tangible change within the wider company culture. They also help boost morale, job satisfaction, and (ultimately) productivity.
They do this by:
Advocating for underrepresented team members within an organization
Fostering inclusivity
Encouraging allyship from others
Providing support and resources which benefit the career trajectory of its members
Promoting fair practice, creating a positive work environment for everyone
Increasing job satisfaction across an organization
Boosting—and maintaining—transparency between employers and their people
What are some types of Employee Resource Groups?
Most people create ERGs to advocate for people with certain shared backgrounds or life experiences. These may include:
Gender
Ethnicity
Religious affiliation
Disabilities
Socioeconomic background
Sexual orientation
Age
Parental status
People also organize ERGs around shared interests. The most common types of groups are:
Diversity resource groups. These groups focus on advocating for team members who are in the minority in their workplace.
Volunteer groups. These groups are usually formed by people wishing to support and give back to the community.
Affinity groups. Affinity groups are led by people who want to meet up with colleagues who share their interest in a specific activity or hobby. They encourage connection and socializing.
Professional development groups. Professional development groups encourage people to connect and collaborate, regardless of seniority or department. These groups encourage people to share their knowledge and develop skill sets. They can also offer training, e.g., learning how to code or tips for public speaking.
Why should HR leaders care about Employee Resource Groups?
Individuals naturally build relationships with friends in the workplace. Employee Resource Groups can provide people with a support network where they can voice their shared concerns to management or senior leadership.
ERGs can also help recruit candidates who identify with a specific group and give them a sense of belonging from day one. For example, a women’s ERG may source candidates and provide women on the team with personal mentorships and career development training. Ultimately, ERGs can boost morale and engagement, lower turnover rates, strengthen demographic diversity, and give people a greater sense of meaning in the workplace.
Why should people join an Employee Resource Group?
Employee Resource Groups go a long way when it comes to improving the day-to-day employee experience. But they also help foster healthy work cultures and a strong sense of community. Joining an ERG is also a great way for people to develop their professional leadership skills, make a difference at their company, and in the wider community.
How can you start an Employee Resource Group program at your company?
If you want to start a successful ERG program at your company, the first thing to focus is on is the fact that Employee Resource Groups are as unique as the people they reflect. To ensure its success, HR can partner with employee leaders to help them access the tools and resources they need to get new groups off the ground and thrive. HR leaders can support the establishment and growth of ERGs by:
Establishing ERG bylaws. Draft a straightforward document that includes the ERG bylaws. To maintain fairness, employers must have rules that apply equally to every ERG.
Maintaining ERG transparency. ERGs should establish their internal group policies (that align with company bylaws), mission statement, purpose, objectives, and role. Defining the group identity and goals can avoid stagnation and increase the chances of growth and success.
Demonstrating inclusivity. A team member who doesn’t necessarily fit the criteria of an ERG may still want to join for personal reasons. Letting them join—as long as they don’t disrupt the group—supports an inclusive company culture.
Fostering networking between different ERGs. An organization’s strength lies in the sense of unity between all departments and team members. Facilitating inter-ERG networking opportunities encourages people to connect. Holding optional cross-ERG recreational activities such as company sports teams, scavenger hunts, or beach clean-ups, for example, can foster relationships between team members across different groups.
Providing leadership opportunities. Each ERG needs an employee leader from within the group. HR professionals and managers can collaborate to identify emerging leaders and coach them throughout their ERG leadership position.
What are some examples of real-world Employee Resource Groups?
There are many notable ERGs shattering glass ceilings and reinvesting in their communities. Here are a few notable ERGs:
YoPros (TIIA)
The Young Professionals ERG—dubbed “YoPros”—at financial services firm, TIIA, organizes social events for its members, deploys social media recruitment to attract the younger generation of finance talent, and carries out numerous volunteering initiatives.
Professionals Network (Ernst and Young)
Ernst and Young’s initiative to “advance social equity and inclusive growth” received global equality standard (GES) recognition for its ERG programs and commitment to DEI&B. They have more than a dozen different ERGs and employee support groups, such as groups advocating for working mothers, veterans, and even French speakers.
W@M (Microsoft)
One of the most successful ERGs at Microsoft is W@M, or “Women at Microsoft.” Their busy annual events schedule enables participants to hone and expand their skill sets. They cultivate relationships with women-owned suppliers and organize recruitment drives at colleges where many students are women.
How can an Employee Resource Group improve company culture?
ERGs help companies offer equal opportunities for every team member and can provide a supportive micro-community for people in the workplace. They also help empower their members to feel comfortable sharing their unique voices and contributing to an inclusive and vibrant company culture.
改善公司文化
2024年06月07日
改善公司文化
【HR术语】什么是补充工资？（What are supplemental wages?）
什么是补充工资？
补充工资是雇主在基本收入之外提供的一种补偿形式。基本工资包括小时工资或月薪，而补充工资则包括以下收入：
遣散费
奖金
佣金
加班费
奖励
假期工资
累积病假工资
上报的小费
但请注意，雇主可以合法地将上报的小费和加班费计入正常工资，而不是补充工资。
人力资源领导为什么要关注补充工资？
虽然补充工资通常不占薪酬方案的大部分，但它们仍然很重要。补充工资可以作为对辛勤工作和成就的奖励，也可以激励人们表现出更多的奉献精神和更好的职业道德。
了解补充薪资来龙去脉的人力资源领导者可以帮助确保专业人员知道何时应该领取薪资以及领取薪资的目的。确保公司向专业人员支付其全部收入--包括正常收入和补充收入--是建立一支敬业的员工队伍和保持高留用率的基础。
然而，将补充工资适当纳入员工薪酬不仅能改善薪酬福利。它还能让人力资源领导者确保公司始终遵守联邦和州的税收法规。
人力资源领导者如何才能成功管理补充工资？
人力资源专业人员可以采取以下步骤，帮助公司公平、合法地实施补充工资：
将公司的薪酬理念作为指南针。薪酬理念可以指导人力资源和财务专业人员将补充工资纳入薪酬计划。以预算为基础的薪酬计划可以降低成本，有助于保持有竞争力的薪酬，并防止公司提供他们实际上无法负担的补充工资。
寻求其他专业人士的帮助。补充税法非常复杂。与财务部门合作并与薪资服务机构合作，可以帮助人力资源领导者了解棘手的联邦和州法律，确保合规。
解释系统如何运作。每个员工都应该知道自己的薪酬方案包括哪些内容，以及何时和如何领取。在雇佣期开始时与专业人员讨论支付计划，为他们提供与工作相关的重要信息，并体现公司的诚信。
谁负责报告补充工资？
雇主负责报告补充工资。因此，公司必须跟踪每个人每年收到多少补充工资，以及他们是单独发放补充收入还是与基本工资合并发放。
如何对补充工资征税？
雇主可以从补充工资中预扣社会保险和医疗保险，就像预扣标准工资一样。但是，在预扣联邦税时，补充工资要遵守特定的规定。
如何计算补充工资？
不同的支付方式决定了如何计算补充工资的预扣税款。
第一种方法要求雇主分别支付补充工资，或将其合并为一笔款项，并指定每笔款项的金额。根据这种方法，雇主根据年度统一税率预扣税款。
如果专业人员的年补充工资为 100 万美元或以下，雇主必须预扣补充工资的 22%。如果专业人员的年补充工资超过 100 万美元，雇主必须预扣 37%。在对补充工资进行统一预扣时，雇主必须从专业人员的基本工资中单独预扣税款。
在第二种方法中，雇主将补充工资与基本工资合并，并将其视为一次性支付。这种方法更为复杂。它还要求雇主从工资中预扣更多的钱，因为工资较高，而且包括补充工资和基本工资。预扣的税额也取决于每个人在 W-4 文件中填写的信息。
如何成功管理补充工资才能改善公司文化？
明确的薪酬政策是确保员工准确、准时获得薪酬的基础。公司可以通过满足员工的收入期望来促进员工与雇主之间的健康关系。在补充工资方面体现诚信，有助于提高员工满意度，建立健康繁荣的公司文化。
以下为文章原文：
What are supplemental wages?
Supplemental wages are a form of compensation employers offer in addition to base income. While base pay consists of hourly wages or a monthly salary, supplemental pay includes earnings such as:
Severance pay
Bonuses
Commission
Overtime pay
Awards
Vacation pay
Accumulated sick leave payments
Reported tips
Take note, though, that employers can legally include reported tips and overtime pay in the regular wages rather than the supplemental wages.
Why should HR leaders care about supplemental wages?
Though supplemental wages don’t usually make up the bulk of a compensation package, they’re still important. Supplemental pay can serve as a reward for hard work and achievements or an incentive for people to demonstrate more dedication and a better work ethic.
HR leaders who know the ins and outs of supplemental pay can help ensure professionals know when to expect their pay and what they’re receiving it for. Guaranteeing that the company pays professionals their entire income—both regular and supplemental—is fundamental to building an engaged workforce and maintaining high retention.
However, properly incorporating supplemental wages into people’s pay doesn’t just improve compensation packages. It also enables HR leaders to ensure consistent company compliance with federal and state tax regulations.
What can HR leaders do to manage supplemental wages successfully?
HR professionals can incorporate these steps to help their company fairly and lawfully implement supplemental pay:
Use the company compensation philosophy as a compass. A compensation philosophy can guide HR and finance professionals in integrating supplemental pay into the compensation plan. A budget-based compensation plan can reduce costs, help maintain competitive salaries, and keep companies from offering supplementary wages they can’t actually afford.
Enlist the help of other professionals. Supplemental tax laws are complicated. Collaborating with finance and working with a payroll service can help HR leaders navigate the tricky federal and state laws to ensure compliance.
Explain how the system works. Everyone in the workforce should know what their compensation package includes and when and how they’ll receive it. Discussing the payment plan with professionals at the beginning of their employment period provides them with crucial job-related information and reflects company integrity.
Who is responsible for reporting supplemental wages?
The employer is responsible for reporting supplemental pay. Because of this, companies must track how much supplemental pay each person receives annually and whether they distribute supplemental income separately or combined with base pay.
How are supplemental wages taxed?
Employers can withhold Social Security and Medicare from supplemental wages, just as they do for standard wages. But, when it comes to withholding federal tax, supplemental wages are subject to specific regulations.
How can you calculate supplemental wages?
Different payment methods determine how to calculate tax withholdings on supplemental wages.
The first approach requires employers to pay supplemental wages separately—or combine them into a single payment and specify the amount of each. According to this approach, the employer withholds tax based on an annual flat rate.
If a professional’s annual supplemental wages are $1 million or less, the employer must withhold 22 percent of the supplemental wages. If a professional’s annual supplemental wages exceed $1 million, the employer must withhold 37 percent. When withholding a flat rate on supplemental wages, employers must withhold taxes separately from the professional’s base pay.
In the second method, the employer combines supplemental pay with base pay and treats them as a single payment. This method is more complicated. It also demands that the employer withhold more money from the payment because it’s higher and includes both supplemental and base pay. The tax amount to withhold also depends on the information each individual includes in the W-4 document.
How can successfully managing supplemental wages improve company culture?
A crystal clear compensation policy is the basis for ensuring that people receive accurate and punctual compensation. A company can promote a healthy employee-employer relationship by fulfilling people’s income expectations. Exemplifying honesty regarding supplemental pay demonstrates integrity and helps increase employee satisfaction and build a healthy and thriving company culture.
改善公司文化
2024年06月06日
改善公司文化
【HR术语】薪酬管理的目标是什么？（What are the objectives of compensation management?）
薪酬管理的目标是什么？
薪酬管理的目标是通过与公司预算、相应的就业市场和政府法规保持一致的有竞争力的薪酬计划，吸引、聘用和留住顶尖人才。
良好的薪酬管理应该：
吸引和招聘人才
激励员工
保持士气
遵守政府法规和公司薪酬理念
反映当前的就业市场
薪酬管理可以通过提供以下服务来实现其目标：
有吸引力的薪酬
有用的福利
奖金、奖励和改善员工福利的计划
退休储蓄
保险
人力资源领导为什么要关注薪酬管理的目标？
人力资源领导者在制定符合员工需求和愿望、与公司愿景相一致的薪酬计划方面发挥着举足轻重的作用。保持良好的薪酬可以提高以下方面：
参与度
留住员工
生产力
公司提供有竞争力且能提高生活质量的薪酬，可以提高员工的工作积极性，改善工作绩效，最终使公司取得更大的成功。
实现薪酬管理目标的技巧
人力资源部门的领导者可以与管理人员合作，针对员工的需求和多变的就业市场，制定一个包容性的薪酬计划，从而支持有效的薪酬方案。
制定并应用薪酬理念。薪酬理念正式记录了公司为员工提供工资、奖金和福利的理由。始终坚持薪酬理念，可以向现有团队成员和求职者展示公司的诚信和透明度。
收集员工反馈。员工可以就薪酬计划提供最准确的反馈。人力资源领导者可以进行匿名调查，让员工反映他们的真实意见和建议。在进行调查之前，人力资源领导者可以向员工解释为什么要进行调查，员工的意见和经验是非常宝贵的，而且他们的工作满意度也很重要。
落实员工反馈。人力资源领导者和薪酬经理可以根据员工的反馈意见实施变革。虽然在制定薪酬计划时需要考虑很多方面，但调整薪酬计划以满足员工的财务和生活需求，可以提高员工的留任率和参与度。
解释薪酬计划。您的员工可能会获得有竞争力的薪酬方案，但却不知道如何获得他们的福利。人力资源领导可以与管理人员一起审查薪酬计划，让管理人员向其团队成员说明这些计划。这有助于团队成员了解薪酬方案的方方面面，并从中受益。
提供提高生活质量的薪酬。除基本工资外，薪酬还可包括提高生活质量的福利，如股票和期权计划、舒适的工作环境、工作时间和地点的灵活性、工作场所健康计划、额外假期或每日新鲜餐饮。
有哪些薪酬目标的例子？
薪酬有两种类型，反映了吸引、聘用和留住优秀专业人才的各种福利和激励措施：
直接薪酬
间接薪酬
直接薪酬指员工获得的任何有形货币价值的福利。这包括定期发放的工资，如薪金、工资、奖金和佣金、医疗福利、节假日工资和交通费。
间接补偿是指不具有物质价值的任何福利。这包括从法律要求的保护计划和保险到职业发展、晋升机会和退休计划等任何方面。
最近几年，越来越多的组织采用每周四天工作制，在不减少工资的情况下减少工作时间。这是间接补偿的一个例子，即在相互信任的前提下，赋予员工对工作环境更多的自主权。
实现薪酬管理目标面临哪些挑战？
即使有最好的意图和合理的分析，薪酬管理目标所面临的挑战也会促使薪酬战略做出额外的调整。
当前的工资水平。经济环境和人口结构会影响组织的薪酬目标。外部市场压力会抬高某些职位的薪酬，超过其相对价值。
工会。部分员工可以通过工会等代表组织表达自己的利益。因此，工会应成为薪酬管理目标的一部分。
政府制约。政府根据最低工资、加班费、同工同酬、童工和记录保存等要求对薪酬进行管理，而不论工作价值如何。雇主还有义务支付 “同工同酬”，这是一项薪酬均等倡议，旨在消除历史上的收入差距，如男女之间或少数民族之间的收入差距。
战略和政策。薪酬受制于组织人事和薪酬战略与政策的不断变化。通常情况下，组织可能会让未加入工会的员工获得与加入工会的员工相同的加薪，以阻止更多员工加入工会。
国际薪酬挑战。国际薪酬是一项独特的挑战，因为外国子公司必须考虑当地的环境和文化。
生产率和成本。雇主总是将利润放在首位。企业的生存取决于此。从这个意义上说，薪酬必须是对等的： 企业支付给员工的薪酬不能超过他们对企业的价值。
国际薪酬的目标是什么？
国际薪酬旨在吸引有意愿（和能力）参与国际任务的专业人员。对于希望留住顶尖人才的跨国公司来说，有竞争力的薪酬计划至关重要。
好的国际薪酬应该：
吸引有才干、有资质的专业人员愿意承担国际异地工作
为外派员工的流动提供便利
在国内员工和国外子公司的薪酬之间保持一致和合理的关系
通过减少不必要的开支保持成本效益
人力资源管理技术如何帮助实现薪酬目标？
人力资源管理技术可以支持薪酬战略，帮助人力资源领导者将公司的财务运营与总体人员和业务目标结合起来，以确保可持续的成功。
人力资源管理技术通过以下方式实现薪酬目标：
协助人才招聘和流动、绩效管理、公平和考勤
使关键信息更易于获取且更加透明
以更高的通用性和效率超越人工流程，例如将数据手动输入电子表格
提供重要资源，确保在危机发生时有效补救
将人力资源团队从 “纸上谈兵 ”转变为战略业务领导者，为人事决策提供宝贵意见
实现薪酬管理目标如何改善公司文化？
通过全面的薪酬计划吸引、留住和吸引员工，是建设繁荣的企业文化不可或缺的一部分。薪酬方案既能提供市场范围内的薪资，又能解决员工的福利问题，这表明了公司对员工的重视程度。获得这种全包式薪酬的专业人员必然会为公司文化贡献积极的能量和良好的态度。
以下为文章原文：
What are the objectives of compensation management?
The objectives of compensation management are to attract, engage, and retain top talent through competitive compensation plans that align with the company budget, corresponding job market, and government regulations.
Good compensation management should:
Attract and recruit talent
Motivate your people
Maintain morale
Adhere to government regulations and company compensation philosophy
Reflect the current job-market
Compensation management can achieve its objectives by offering:
Attractive salaries
Useful benefits
Bonuses, incentives, and programs to improve employee wellbeing
Retirement savings
Insurance
Why should HR leaders care about the objectives of compensation management?
HR leaders play a pivotal role in building compensation plans that fit employees’ needs and desires and align with the company’s vision. Maintaining excellent compensation can lead to an increase in:
Engagement
Retention
Productivity
Companies that offer competitive and life-enhancing compensation can raise motivation in the workplace and improve work performance, which ultimately leads to greater company success.
Tips for achieving your compensation management objectives
HR leaders can support effective compensation packages by collaborating with managers to build an inclusive compensation program that addresses their people’s needs and the fluid job-market.
Develop and apply a compensation philosophy. A compensation philosophy formally documents the company’s reasoning behind people’s salaries, bonuses, and benefits. Consistently adhering to the compensation philosophy demonstrates company integrity and transparency to current team members and job candidates.
Gather employee feedback. Your people can provide the most accurate feedback regarding compensation plans. HR leaders can conduct anonymous surveys, allowing people to relay their honest opinions and suggestions. Before conducting the survey, HR leaders can explain why they will run it, that people’s opinions and experiences are invaluable, and that their job satisfaction matters.
Follow through on employee feedback. HR leaders and compensation managers can implement changes based on employee feedback. While there are numerous aspects to consider when building compensation plans, adjusting compensation plans to address people’s financial and lifestyle needs can lead to greater retention and engagement.
Explain the compensation plan. Your people may receive competitive compensation packages but aren’t aware of how to access their benefits. HR leaders can review compensation plans with managers, who can clarify the plans to their team members. This helps team members appreciate and benefit from every aspect of the compensation package.
Offer compensation to improve quality of life. In addition to base pay, compensation can include life-enhancing benefits, such as a shares and options plan, a pleasant work setting, flexibility in where and when they work, a workplace wellness program, extra vacation days, or daily fresh catering.
What are some examples of compensation objectives?
There are two types of compensation, reflecting a broad spectrum of benefits and incentives to attract, engage, and retain talented professionals:
Direct compensation
Indirect compensation
Direct compensation describes any benefit an employee may receive with a tangible monetary value. This includes regularly distributed pay such as salaries, wages, bonuses and commissions, medical benefits, holiday pay, and conveyance.
Indirect compensation refers to any benefit that does not hold a material value. This can include anything from legally required protection programs and insurance to career development, advancement opportunities, and retirement programs.
The last couple of years have seen organizations increasingly adopt the four-day work week, reducing working hours without cutting pay. This is an example of indirect compensation, whereby people are given increased autonomy over their work environment in a demonstration of mutual trust.
What are some challenges to meeting compensation management objectives?
Even with the best intentions—and rational analyses—challenges to compensation management objectives can prompt additional adjustments to a compensation strategy.
Current wage rates. Economic climate and demography influence an organization’s compensation objectives. External market pressures can inflate the pay for some jobs, exceeding their relative worth.
Unions. Part of the workforce may convey their interests through representative organizations like unions. As such, unions should feature in the objectives of compensation administration.
Government constraints. The government regulates pay—regardless of job worth—in accordance with minimum wage, overtime pay, equal pay, child labor, and record-keeping requirements. Employers are also obliged to pay “equal wages for comparable work,” a pay-parity initiative created to eradicate historical income disparities such as those between men and women or minorities.
Strategy and policy. Compensation is subject to the changing landscape of an organization’s people and compensation strategies and policies. Commonly, an organization may award people not affiliated with a union the same raise as unionized employees to deter additional unionization.
International compensation challenges. International compensation presents a unique challenge as foreign subsidiaries must be mindful of local context and culture.
Productivity and costs. Employers will always prioritize profit. The survival of their business depends on it. In this sense, compensation must be reciprocal: An organization can’t pay people more than their value to the firm.
What are the objectives of international compensation?
International compensation aims to attract professionals with the desire (and ability) to engage in international assignments. A competitive compensation plan is vital for multi-national companies that wish to retain top talent.
Good international compensation should:
Attract talented, qualified professionals willing to commit to international relocation
Facilitate the movement of expatriate employees
Manage a consistent and reasonable relationship between the pay of domestic employees and foreign subsidiaries
Remain cost-effective through the reduction of unnecessary expenses
How can HRM tech help fulfill compensation objectives?
HRM tech can support compensation strategies by helping HR leaders align the company’s financial operations with their overall people and business goals to ensure sustainable success.
HRM tech fulfills the objectives of compensation by:
Assisting with talent acquisition and turnover, performance management, equity, and attendance
Making critical information more accessible and transparent
Outperforming manual processes—like manually inputting data into spreadsheets—with better versatility and efficiency
Providing vital resources to ensure efficient remediation, should a crisis occur
Transforming HR teams from “paper pushers” into strategic business leaders who can provide invaluable input on staffing decisions
How can achieving your compensation management objectives improve company culture?
Attracting, retaining, and engaging your people through a comprehensive compensation program is integral to building a thriving company culture. Compensation packages that provide market-range salaries and address employee wellbeing demonstrate how much a company values its people. Professionals who receive such all-inclusive compensation are bound to contribute positive energy and a good attitude to the company culture.
改善公司文化
2024年06月03日
改善公司文化
【HR术语】什么是绩效奖金？（What is a performance-based bonus?）
什么是绩效奖金？
绩效奖金是给予团队成员的额外报酬，作为对达到预先设定的目标和基准的奖励。
领导层通常会在对杰出项目或高质量工作表现进行评估后，用绩效奖金奖励团队。
绩效奖金的类型和示例
每个组织都会制定并遵循自己的政策来奖励出色的工作。最常见的绩效奖金类型包括
现场奖金。当场奖金是一种 “当场 ”决定，是对高绩效的一种补偿。管理者通常从自由支配基金中提取即期奖金，领导层可设定即期奖金的指定发放时间。
佣金奖金。佣金奖金通常用于销售部门，是销售利润的一个预定百分比，通常颁发给团队成员，以表彰他们在确保销售中所发挥的作用。
任务奖金。这是在团队成员实现预定的具体目标后给予的补偿。这些目标可以是整个团队的标准化目标，也可以是根据每个人的技能组合和工作职责制定的个性化目标。
利润分享奖金。如果组织的利润高于预期，他们可能会用利润分享奖金来奖励业绩超出预期的员工。
收益分享奖金。收益分享奖金通常在制造业发放。通常在产品需求量大的季节发放，收益分享奖金支付给帮助提高生产效率和质量的员工。
人力资源领导为什么要关注绩效奖金？
基于公平标准而精心设计的绩效奖金制度可以激励团队成员完成高质量的工作，达到既定目标，并保持积极性和生产力。
绩效奖金还能帮助人力资源领导层实现以下目标:
让团队成员参与并为公司的长远发展感到兴奋
留住优秀员工，提高他们对公司的忠诚度
吸引新的人才加入公司
激励员工发挥潜能
绩效奖金：优点与缺点
虽然绩效奖金是激励员工和奖励出色表现的好方法，但也并非没有挑战。如果企业没有明确的战略来监控绩效奖金的发放频率、范围和对象，那么企业的底线和企业文化都会受到影响。
让我们来看看绩效奖金的优点和挑战。
绩效奖金如何计算？
虽然每家公司都采用自己的模式来计算绩效奖金，但许多组织都选择在员工完成预定目标后，每年按工资的一定比例给予奖励。
如果绩效奖金是按季度、按月，甚至是临时性的发放，那就比较麻烦了，因为奖金总额要在全年中进行分配。
平均绩效奖金是多少？
平均而言，绩效奖金约占年薪的 2.5%-7.5% 左右。
根据 Ceic 的数据，美国的平均年薪为 55,020 美元，因此平均每年的绩效奖金在 1,375.50 美元到 4,126.50 美元之间。抛开全国平均水平不谈，某些职业也能带来不菲的收入。如果你有幸在 2014-2020 年间为巴塞罗那足球俱乐部效力，那么你的合同中就包含了 11,000,000 欧元的奖金，只要你在一个赛季中至少参加了球队一半的比赛。足球生涯失败了，为什么不试试投资或成为商业巨头呢？据报道，特斯拉董事会同意向首席执行官埃隆-马斯克支付550亿美元的10年奖金，相当于1100万块卡地亚手表。
如何确保有效实施绩效奖金？
人力资源领导者可以领导管理者与员工之间的合作，制定绩效奖金标准，有效激励团队，并与公司预算和目标保持一致。人力资源领导者可以结合以下步骤，创建一个动态的绩效奖金系统：
确定标准。人力资源领导者应制定绩效奖金的评估标准，并确保管理人员及其团队对此有所了解。向双方解释标准可为他们提供必要的信息，以便尽最大努力做好本职工作。人力资源部门还可以实施绩效衡量系统，最大限度地挖掘员工潜力，确保客观公正。
培训管理者指导团队。根据 Zippia 于 2022 年发布的研究报告《30 项平均奖金统计》，“总体而言，奖金可使员工在工作场所的参与度提高八倍”。由于管理者在员工敬业度方面发挥着至关重要的作用，因此教育他们成为有效的教练，可以直接提高员工的工作绩效，进而推动公司的发展。
邀请团队参与目标设定。人力资源领导可以邀请团队成员帮助制定可实现的绩效奖金目标。如果员工参与目标制定过程，他们就更有可能更好地把握未来的任务，并有动力完成这些任务。
持续发放绩效奖金。绩效奖金应按照统一的时间表发放。这样，员工就能制定相应的计划，在截止日期前完成任务，增加获得绩效奖金的机会。
让绩效奖金目标与公司目标保持一致。人力资源领导者可以通过整合促进个人和公司成功的目标来增强员工的能力。这能让员工更加投入，知道自己的工作具有意义和重要性。
绩效奖金如何改善公司文化？
绩效奖金制度可以奖励专业人员的成就，并公平、准确地衡量工作绩效，从而给员工带来成就感。他们可以体验到职业成长，从为公司的整体成功做出贡献中获得满足感，并更有可能为公司文化带来积极的能量和良好的态度。
以下为文章原文：
What is a performance-based bonus?
A performance-based bonus is an extra compensation granted to a team member as a reward for reaching pre-established goals and benchmarks.
Leadership often rewards their teams with performance bonuses after evaluating outstanding projects or high-quality work performances.
Types and examples of performance bonuses
Every organization creates and follows their own policy to reward exceptional work. The most common types of performance bonuses include:
Spot bonuses. A spot bonus is an “on the spot” decision, a form of compensation awarded in recognition of high performance. Managers often draw spot bonuses from a discretionary fund and leadership may set designated times for spot bonuses.
Commission bonuses. Commonly utilized by sales departments, commission bonuses are a predetermined percentage of sales profit, usually awarded to a team member in recognition for their role in securing a sale.
Mission bonus. This is compensation awarded to team members after the achievement of specific, predetermined goals. These goals can be standardized for the whole team or personalized for each individual, based on their skill set and job responsibilities.
Profit-sharing bonus. If an organization turns a higher profit than expected, they may reward people who exceeded performance expectations with profit-sharing bonuses.
Gain-sharing bonus. Gain-sharing bonuses are commonly awarded in the manufacturing sector. Usually given during seasons where their products are in high demand, gain-sharing bonuses are paid to the people who help improve efficiency and quality of production.
Why should HR leaders care about performance bonuses?
A well-designed performance bonus system based on fair criteria can stimulate team members to deliver quality work, reach set targets, and maintain motivation and productivity.
Performance bonuses can also help HR leadership to:
Keep team members engaged in–and excited about–the company’s longevity
Retain top performers and drive company loyalty
Attract new talent towards the organization
Motivate people to achieve their potential
Performance bonuses: advantages vs disadvantages
While performance bonuses are a great way to motivate your workforce and incentivize exceptional performance, they’re not without challenges. If an organization has no clear strategy in place to monitor the frequency, scope, and recipients of performance bonuses, both their bottom line and company culture can be affected.
Let’s consider both the strengths and challenges associated with performance bonuses.
How are performance bonuses calculated?
While every company adopts its own model to calculate performance bonuses, many organizations choose to reward their people annually with a percentage of their salary, upon the completion of predetermined targets.
It gets a little trickier if performance bonuses are paid quarterly, monthly, or even on an ad hoc basis, as the total bonus amount is divided throughout the year.
How much is the average performance bonus?
On average, performance bonuses amount to around 2.5 percent-7.5 percent of an annual salary.
According to Ceic, the average annual salary in the United States was $55,020, making the average annual performance bonuses stand between $1,375.50 and $4,126.50 per year. Forget national averages, certain careers can yield the big bucks. If you were lucky enough to play for FC Barcelona between 2014-2020, your contract included an €11,000,000 bonus for playing at least half of the team’s games during a season. Failing a football career, why not try investment or becoming a business magnate? The Tesla board reportedly agreed to pay CEO Elon Musk a 10-year bonus of $55 billion, the equivalent of 11 million Cartier watches.
How can you ensure effective implementation of performance bonuses?
HR leaders can lead a collaboration between managers and their people to establish performance bonus criteria that effectively motivate the team and align with the company budget and goals. HR leaders can incorporate these steps to create a dynamic performance bonus system:
Define criteria. HR leaders should establish the criteria they’ll be using to assess for performance bonuses, and ensure that managers and their teams understand it. Explaining the criteria to both provides each with the necessary information to do their jobs to the best of their ability. HR can also implement a performance metric-system to maximize employee potential and ensure objectivity and fairness.
Train managers to coach their teams. According to Zippia’s 2022 research, 30 average Bonus Statistics, “Overall, bonuses lead to workers being eight times more engaged in the workplace”. Because managers play such a vital role in employee engagement, educating them to become effective coaches can directly enhance employee work performance and in-turn advance the company.
Invite teams to take part in target-setting. HR leaders can invite team members to help establish attainable performance bonus goals. There is a higher probability that people will better grasp the tasks ahead of them and have the motivation to accomplish these tasks if they participate in the goal-setting process.
Offer performance bonuses consistently. Performance bonuses should be granted according to a consistent timeline. This way, people can plan accordingly to meet deadlines and increase their chances of qualifying for a performance bonus.
Align performance bonus goals with company goals. HR leaders can empower their people by integrating goals that promote both individual and company success. This allows their people to feel more engaged, knowing that their work holds meaning and importance.
How can performance bonuses improve company culture?
A performance bonus system that rewards professionals for their achievements and measures work performance fairly and accurately gives people a sense of accomplishment. They can experience professional growth, satisfaction from contributing toward the overall success of their company, and are more likely to bring positive energy and a good attitude to the company culture.
改善公司文化
2024年05月29日
改善公司文化
【HR术语】什么是通知期？（What is a notice period?）
什么是通知期？
通知期是指从通知某人离职或解雇到其最后一天上班之间的时间。通知期适用于雇员和雇主。打算辞职的人应提前通知雇主，而雇主则应在终止雇佣关系前通知团队成员。
在美国，雇佣关系默认为任意雇佣关系： 雇主和雇员可以以任何理由终止雇佣关系。由于 "随意 "制度会让人感觉不安全，因此大多数公司都使用雇佣合同来规定条款和条件。
英国法律还要求雇员和雇主在离职或解雇时通知对方--通知期的长短取决于雇佣期的长短。不过，要确定通知期的正确程序，雇佣合同仍然必不可少。
通知期有哪些不同类型？
通知期有几种类型，因为它们根据雇用情况而有所不同：
法定通知期。个人或组织在辞职或解雇前需要提前通知的法定最短期限。
合同通知期。雇佣合同中规定的通知期，可以超过法定要求（如果有的话）。
试用期。试用期内的人员往往会收到较短的通知期，或根本没有通知期。
代通知金。组织可能不希望或不需要某人在通知期满后继续工作，允许其立即离职，并支付其在此期间的同等工资。
花园假。支付员工正常工资，让其在通知期内不上班，暂时保留员工身份，使其无法在其他地方工作。
雇佣通知期有多长？
法定通知期是法定的最短通知期，但各国或各州的规定有所不同。
有些国家，如丹麦或英国，根据雇用时间的长短要求更长的通知期，并可能规定具体的通知时间。
通知期也因雇佣合同以及前团队成员是否有严重不当行为或是否在试用期而不同。
通常情况下，通知期从至少两周到数月不等，但对于高级和专业职位，通知期可能会更长，以确保平稳过渡。
确定通知期的注意事项
在确定合适的通知期时，重要的是要考虑替换一名团队成员需要多长时间。尤其是高级职位，招聘过程可能需要更长的时间。
此外，还应该考虑到离职人员在发出通知时可能参与的任何项目。通知期太短可能会让其他团队成员措手不及，从而影响工作表现和工作效率。
新员工也可能需要一段时间来熟悉自己的角色。为即将离职的专业人员和新员工之间的顺利交接留出时间，可以减少影响工作效率的时间。
合适的通知期可以平衡前团队成员的需求和公司的需求，确保成功交接，使每个人都能保持良好的关系。
人力资源部门为什么要关注通知期？
制定通知期政策有助于：
持续的生产力
高昂的士气
健康的员工与雇主关系
良好的工作场所声誉
简而言之，通知期是一种公共礼仪： 它能让人力资源人员寻找合适的人选来填补空缺，也能让即将离职的团队成员在精神上和情感上为职业生涯的下一阶段做好准备。
人力资源领导者如何才能落实通知期制度？
人力资源领导者可以通过以下策略培养一种有效利用通知期的文化：
提供雇佣合同。雇佣合同应以简单的语言解释通知期政策，并明确概述雇员和雇主的义务。
提出激励措施。公司可以考虑提供遣散费或酌情奖金，以激励团队成员提前通知雇主。在推出任何激励措施之前，请务必让人力资源和法律专业人士对计划进行审查，以确保符合当地政府的遣散费法律规定。
利用绩效考核。在绩效考核中记录不令人满意的职业行为，可以让管理者跟踪负面行为模式。在问题升级之前加以解决，可以让员工改善自己的行为，将突然辞职或解雇的可能性降至最低。
磨练管理人员的沟通技巧。为管理人员配备解决问题的工具，有助于他们解决问题并确定问题的根源。找出对工作场所不满的原因，可以帮助团队成员判断自己是否真的想离职，从而减少人员流失，提高留任率。
在通知期内展示善意。人力资源领导者可以在准备通知时采取移情方法。在通知专业人员解雇时表现出礼仪，可以使雇主和员工之间的离职过程更加友好。
什么是求职申请中的通知期？
在求职申请中，通知期指的是你需要为当前雇主工作多长时间，才能与公司断绝关系，到其他组织担任新职务。
了解自己的可用时间或通知期，就有时间结束正在进行的项目、移交职责，并尽量减少对当前工作场所的干扰。这也为雇主提供了找到合适替代者的机会。
实施通知期如何改善公司文化？
通知期为终止程序设定了时间表，使双方都能更顺利地过渡到下一阶段。遵守通知期规则体现了对另一方的相互尊重，这是健康雇佣关系的重要组成部分，也是繁荣公司文化的必要条件。
以下为文章原文：
What is a notice period?
A notice period is the amount of time between notification of a person’s departure or dismissal and their last day at work. The notice period applies to employees and employers. Someone who intends to resign should inform their employer in advance, and an employer should notify a team member before terminating employment.
In the United States, employment relationships are at-will by default: Employers and employees can end the relationship for any legitimate reason. Because the at-will system can feel insecure, most companies use employment contracts that define the terms and conditions.
British law also requires employees and employers to notify the opposite party of departure or dismissal—the length of the notice period depends on the duration of the employment period. However, an employment contract is still essential to determine the correct procedure for the notice period.
What are the different types of notice periods?
There are a few types of notice periods since they differ based on employment circumstances:
Statutory. The legal minimum amount of notice that a person or organization needs to give before resignation or dismissal.
Contractual. A notice period that’s specified in an employment contract and can exceed statutory requirements, if any.
Probationary. A person on probation tends to receive a shorter notice period, or none at all.
Payment in lieu of notice. An organization may not want or need a person to work through their notice, allowing them to leave immediately and paying them the equivalent salary for the period.
Garden leave. Paying a person their regular salary to stay away from work for their notice period, temporarily keeping them as an employee so they’re unable to work elsewhere.
How long is a notice period in employment?
While a statutory notice period is the legal minimum amount of notice, this differs by country or state.
Some countries, like Denmark or the United Kingdom, require longer notice periods depending on the length of employment and may specify the exact amount of notice.
A notice period also differs depending on the employment contract and on whether the former team member has committed gross misconduct or is on probation.
Typically, notice periods range from at least two weeks to several months, but these can be longer for senior and specialized roles to ensure a smooth transition.
Considerations for determining a notice period
When it comes to determining the right notice period, it’s important to consider how long it will take to replace a team member. This is especially the case for more senior roles where the recruitment process can take longer.
It’s also worth accounting for any projects that the departing person may be involved in when they give their notice. Too short a notice period can leave other team members in the lurch, hindering performance and productivity.
It may also take a while for a new hire to become familiar with their role. Allowing time for a smooth handover between the departing professional and new hire can reduce time to productivity.
The right notice period balances the needs of the former team member with the needs of the company, ensuring a successful transition that keeps everyone involved on good terms.
Why should HR care about notice periods?
Establishing a notice period policy can contribute to:
Continuous productivity
High morale
Healthy employee-employer relationships
Positive workplace reputation
In short, the notice period is common decency: It enables HR personnel to search for an appropriate candidate to fill the vacancy and departing team members to prepare mentally and emotionally for the next stage of their career.
What can HR leaders do to implement the notice period system?
HR leaders can nurture a culture that effectively uses notice periods through these tactics:
Provide an employment contract. The employment contract should explain the notice period policy in simple language and clearly outline the obligations of the employee and employer.
Present incentives. Companies can consider providing severance pay or a discretionary bonus to motivate team members to notify their employer in advance. Before launching any incentive, be sure to have HR and legal professionals review the plan to guarantee compliance with local government severance pay laws.
Leverage performance reviews. Documenting unsatisfactory professional conduct in performance reviews enables managers to track negative behavioral patterns. Addressing a problem before it escalates allows people to improve their behavior and minimize the chances of a sudden resignation or dismissal.
Hone managers’ communication skills. Equipping managers with problem-solving tools helps them address issues and determine the root of the problem. Identifying reasons for dissatisfaction in the workplace can help team members decide if they genuinely want to leave their job—reducing attrition and boosting retention.
Demonstrate goodwill during the notice period. HR leaders can take an empathic approach when preparing to give notice. Demonstrating etiquette when notifying a professional of dismissal can lead to a kinder disengagement process between employer and employee.
What is a notice period on a job application?
On a job application, a notice period refers to how much time you’ll need to work for your current employer before you’re able to sever ties with the company and move on to your new role at another organization.
Knowing what your availability or notice period is gives time for wrapping up ongoing projects, handing over responsibilities, and minimizing any disruption to the current workplace. It also gives employers the chance to find a suitable replacement.
How can implementing a notice period improve company culture?
The notice period establishes a timeline for the termination process, enabling each side a smoother transition to the next stage. Adhering to the notice period rules reflects mutual respect towards the opposite party, an essential part of a healthy employment relationship and a necessity for a flourishing company culture.
改善公司文化
2024年03月08日
改善公司文化
【HR术语】什么是绩效管理？（What is performance management?）
什么是绩效管理？
绩效管理是一种跟踪专业人员工作绩效和发展其技能的方法，以便他们为实现部门和公司目标做出有效贡献。
绩效管理包括三个阶段，鼓励个人提高绩效水平：
规划。制定和衡量与公司目标一致的个人目标，以便人力资源部门评估专业人员的改进情况。
签到。管理人员和团队成员应定期会面，就需要改进的地方和进展情况进行双向交流。
回顾。全年频繁的签到为管理人员和专业人员进行季度或半年度绩效审查做好准备。这些会议有助于管理者准确评估员工的进步、成就和绩效。
绩效管理的常见步骤
设定期望值。绩效管理首先要为员工设定明确、具体和可衡量的期望。这包括确定工作角色、职责和绩效目标。
持续反馈。定期反馈对专业成长和发展至关重要。这就需要管理者与团队成员不断沟通，讨论进展情况，解决疑虑，并提供指导。及时的反馈可确保员工做出必要的调整，以达到绩效预期。
绩效评估。定期绩效评估是绩效管理的重要组成部分。在这些评估中，团队成员的表现将根据既定的期望值进行评估。
专业发展。人力资源领导和管理人员可与个人贡献者合作制定发展计划，其中可能包括培训、指导和额外职责，以提高技能和能力。
表彰和奖励。表彰和奖励出色的绩效可以保持员工的积极性和参与度。
绩效管理为何重要？
通过持续的纠正性反馈，为专业人员提供切实可行的方法来提高他们的工作绩效，从而增强他们在发展过程中的能力。计划周密、标准化的绩效管理方法可以提高：
留住人才。绩效管理为员工创造了更令人满意的工作体验，并以积极的方式向他们提出挑战--让他们全身心投入工作，从而提高留任率。
员工参与度。当专业人员看到自己的努力得到认可和奖励时，他们就会更加投入工作，对工作和组织更加尽心尽力。
生产力。明确的绩效预期和定期反馈可提高个人和组织的生产力，从而增加收入。
实施绩效管理战略，鼓励个人取得更多成就，做出更大贡献，可以提高他们的自主性和积极性。
人力资源领导者如何才能建立有效的绩效管理？
人力资源领导者可以利用以下绩效管理最佳实践，帮助个人提高技能，发展事业：
确定一个框架。确定一种绩效管理方法，既能实现相关目标，又能准确适应被评估的个人职位。例如，人力资源部门可以实施 360 度审查来衡量人员的发展，同时使用目标管理（MBO）来评估主管的成就。
采取积极的方法。以善意和换位思考的态度对待员工，为激励员工积极成长的检查打下基础。管理者不应给专业人员留下一堆无益的负面反馈，而应明确期望，指导个人如何进步。
培训管理者。管理人员是确保绩效管理取得成功的关键人物。他们与团队成员互动的方式既可以激励他们提升绩效，也可以打击他们的士气，让他们泄气。教育管理人员如何指导员工，可以对参与度和工作效率产生积极影响。
始终如一。员工与经理之间的例行检查能让双方保持联系。小范围的非正式会议可以让专业人员随时了解自己的工作表现： 当季度绩效考核来临时，他们可以随时消化收到的反馈。
跟踪绩效管理指标
关注适当的指标可以更容易地跟踪绩效管理策略的影响。需要监控的关键员工绩效指标包括：
工作效率。衡量一个人在一定时间内能完成多少工作，可以说明哪些方面可以得到奖励，哪些方面还有改进的余地。
每名员工的收入。计算专业人员在特定时间段内创造了多少收入，可以更准确地反映他们的绩效。
错误。如果某个团队成员犯了大量错误，工作质量受到影响，这可能表明他们在努力工作，需要更多的培训和支持。
旷工。衡量专业人员缺勤的频率和时间，可以显示他们对团队和工作效率的影响。
加班。这是管理绩效的一个重要指标，因为它可以帮助雇主防止组织内出现职业倦怠。如果某人的工作时间经常超过其标准工作时间，这可能表明他们有太多的事情要做，或者他们感到有很大的压力要超额完成任务。
绩效管理工具
有多种工具可帮助人力资源领导者和组织有效管理绩效：
360度反馈软件。这类软件可以收集同事、经理和组织其他成员对专业人员的反馈意见，从而全面了解他们的绩效。
绩效评估软件。这些平台可帮助管理人员自动进行绩效评估、设定目标并跟踪专业人员的进展情况。
学习管理系统（LMS）。当一个人难以达到最佳表现时，他们可能需要额外的培训来支持他们。LMS 平台是提供培训和发展计划的绝佳工具，可以提高他们的技能。
员工表彰软件。工作中的表彰会极大地影响员工的工作表现。员工表彰软件可以轻松建立一种文化，对持续达到或超过绩效预期的员工给予认可和激励。
绩效管理如何改善公司文化？
绩效管理系统能够激发员工的潜能，是公司成功的核心要素。定期为员工提供鼓励、支持和指导，能让他们成为公司中乐于奉献、蓬勃发展的一员。因此，这些参与其中的专业人员有助于建立健康、繁荣的工作文化。
以下为文章原文：
What is performance management?
Performance management is a method of tracking professionals’ work performance and developing their skills so they can contribute effectively toward department and company goals.
Performance management involves three phases that encourage individuals to improve their performance level:
Planning. Establishing and measuring individual goals that also align with company objectives allows HR to assess a professional’s improvements.
Check-in. Managers and team members should meet regularly to engage in two-way conversations about areas for improvement and progress.
Review. Frequent check-ins throughout the year prepare managers and professionals for quarterly or biannual performance reviews. These meetings help managers accurately assess people’s progress, achievements, and performance.
Common steps in performance management
Setting expectations. Performance management begins with establishing clear, specific, and measurable expectations for your people. This involves defining job roles, responsibilities, and performance goals.
Continuous feedback. Regular feedback is essential for professional growth and development. This entails ongoing communication between managers and team members to discuss progress, address concerns, and offer guidance. Timely feedback ensures that people can make the necessary adjustments to meet performance expectations.
Performance evaluation. Regular performance evaluations are an important part of performance management. During these evaluations, team members are assessed based on their performance against the established expectations.
Professional development. HR leaders and managers can collaborate with individual contributors to create development plans—which may include training, mentoring, and additional responsibilities—to enhance skills and competencies.
Recognition and rewards. Recognizing and rewarding exceptional performance maintains people’s motivation and engagement.
Why is performance management important?
Providing professionals with practical ways to better their work performance through consistent, corrective feedback empowers them during their development journey. A well-planned, standardized approach to performance management can increase:
Retention. Performance management creates a more satisfying work experience for people and challenges them in a positive way—keeping them engrossed in their work and boosting retention.
Employee engagement. When professionals see that their efforts are recognized and rewarded, they become more engaged and committed to their work and the organization.
Productivity. Clear performance expectations and regular feedback improve individual as well as organizational productivity, increasing revenue.
Implementing a performance management strategy that encourages individuals to achieve more and increase their contributions can foster their autonomy and motivation.
What can HR leaders do to establish effective performance management?
HR leaders can use the following performance management best practices to help individuals sharpen their skills and develop their careers:
Decide on a framework. Identify a performance management method that addresses relevant goals and accurately fits the individual positions under evaluation. For example, HR may implement a 360-degree review to gauge personnel development while using management by objectives (MBO) to assess supervisors’ achievements.
Take a positive approach. Treating people with goodwill and empathy sets the groundwork for check-ins that can inspire positive growth. Rather than leaving a professional with a load of unhelpful, negative feedback, managers should clarify expectations and coach individuals on how to progress.
Train managers. Managers are the key players in ensuring successful performance management. The way they interact with team members can either inspire them to elevate their performance or demoralize and deflate them. Educating managers to coach their people can positively impact engagement and productivity.
Be consistent. Routine employee-manager check-ins enable both parties to maintain a connection. Bite-sized, informal meetings allow professionals to keep a finger on the pulse of their work performance: When the quarterly performance review rolls around, they can readily digest the feedback they receive.
Tracking performance management metrics
Keeping an eye on the appropriate metrics can make it easier to track the impact of a performance management strategy. Key employee performance metrics to monitor include:
Work efficiency. Measuring how much work a person can complete within a certain period of time can indicate what can be rewarded and where there’s room for improvement.
Revenue per employee. Calculating how much revenue a professional generates within a particular time period can give a more accurate picture of their performance.
Errors. If a team member is committing a large number of errors and the quality of their work is suffering, it can be a sign that they’re struggling and need more training and support.
Absenteeism. Measuring how often and for how long a professional is absent from work can demonstrate their impact on a team and their productivity.
Overtime. This is an important metric for managing performance as it can help employers prevent burnout within their organization. If someone regularly works more than their standard hours it can indicate that they have too much to do or that they feel a lot of pressure to overachieve.
Performance management tools
There are a variety of tools available to help HR leaders and organizations manage performance effectively:
360-degree feedback software. This type of software gathers feedback on professionals from their colleagues, managers, and other members of the organization to provide a comprehensive view of their performance.
Performance appraisal software. These platforms help managers automate performance evaluations, set goals, and track the progress of professionals.
Learning management systems (LMS). When a person is struggling to perform at their best, they may need additional training to support them. LMS platforms are an excellent tool for delivering training and development programs that can enhance their skills.
Employee recognition software. Recognition at work can strongly influence people’s performance. Employee recognition software makes it easy to establish a culture that acknowledges and incentivizes people who consistently meet or exceed performance expectations.
How does performance management improve company culture?
A performance management system that empowers people to reach their potential is a core component of company success. Providing individuals with regular encouragement, support, and direction enables them to become contributing, thriving members of the company. As a result, these engaged professionals can help build a healthy, flourishing work culture.
改善公司文化
改善公司文化
改善公司文化
改善公司文化
改善公司文化
改善公司文化
改善公司文化
改善公司文化
改善公司文化
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