How to calculate salary

Your business is developing, you are hiring more and more new employees. Just a year ago, you coped together with a partner and a secretary, and now you have a whole small office. Work must be paid with dignity, but at the same time, it makes no sense to pay the employee more than he deserves - just to not leave. Consider how to calculate the salary of company employees and at the same time leave enough profit for business development and for yourself.

Instruction manual

1

It is believed that money is the main motivating force in Russia. The quality of work of an employee depends on how much he receives. With us, a person in the same position can receive completely different compensation depending on the company. For example, a lawyer with 5 years of experience working in a small company can earn in the region of 40, 000 rubles, and in a large holding or consulting company with a worldwide reputation - in the region of 300, 000 rubles. Of course, the amount of monetary compensation is important, but not paramount.

2

When calculating salaries, the following questions usually arise:

- Is it worth paying salaries only with money or additional services ("social package"). Is a social package needed at all? And if needed, which one and for whom?

- should the salary consist of constant and variable parts? How should they relate 7

- Do I need to pay bonuses?

3

The social package has one weakness: everyone needs money, but the services included in the social package are only parts of employees. If your office is located outside the city, the secretaries will be happy to use corporate transport, but the director of the sales department does not need it, because he has his own car. Despite the fashion for a healthy lifestyle, corporate fitness is not interesting to everyone. So it makes sense to provide in the social package only those services that are really necessary and convenient, both for you and for your employees. Sometimes it is cheaper for a business owner to raise salaries for employees a bit than to participate in the VHI program.

4

As for the salary structure, it all depends on the type of work. If the result of this or that action (for example, sales managers) directly depends on the employee, then it is simply necessary to introduce the variable part of the salary. Then a successful sales manager will be motivated to sell as many of your goods and services as possible, and you will be able to pay less to negligent employees. The variable part can be up to half of the salary, since there is no sense in appointing too small (does not motivate), as well as too much (it will be difficult to find an employee willing to work for almost "bare" interest). It does not make sense for the secretaries to set the variable part of the salary, since they are responsible for the office workflow, and there is no direct result of their activities (making a profit for this or that type of work).

5

If the company is interested in ensuring that successful employees remain in their places as long as possible, it is worthwhile to provide for the appropriate mechanisms in the compensation plan - bonuses and bonuses. They will be a good indicator that the employer appreciates the employee. This is something that may well “tie” a successful employee to your company. Around the same role is played by prizes. Their size depends on the capabilities of the company and, of course, on employees. It makes no sense to give bonuses and bonuses to everyone, it is always better to stimulate for something - for a successfully completed project, for example. Equal bonuses and bonuses to everyone, simply "for work in the company", do not have much motivating power.

6

How much to pay each employee specifically depends, of course, primarily on the capabilities of your business. There is also a dependence on the labor market - despite the fact that on average the secretary receives from 20, 000 to 40, 000 rubles, it makes no sense to pay him, for example, 60, 000 rubles, even if your company can afford it. It is important to understand that remuneration depends not only on the position and responsibilities, but also on how a particular employee copes with the work. By paying the same salary to two sales managers, while one of them is more successful, the business owner will make two mistakes at once: he will not motivate a more successful manager and will pay less than successful work too high. The result is a drop in sales.