【HR术语】什么是工作场所的 DEI&B？（What is DEI&B in the workplace?）
什么是工作场所的 DEI&B？
工作场所的多样性、公平性、包容性和归属感（DEI&B）是相互交织的价值观，涉及聘用不同背景和观点的个人，并全心全意地鼓励他们参与。
多样性通常包括不同的平等代表权：
种族
年龄
性别
性取向
生活方式
才能
个性特征
身体残疾
个人信仰
工作场所的多样性有哪些不同类型？
实现工作场所多元化的方法多种多样。让我们来看看公司努力纳入的四种常见多样性类型：
内部多样性是指一个人与生俱来的条件，包括：
比赛
种族
年龄
外部多样性是指一个人的素质会随着时间的推移而发生变化，包括：
教育
个人兴趣
技能
社会经济地位
组织多样性是指根据人们的工作状况对其进行分类的不同方式，如：
工作
工作地点
部门
资历级别
世界观多样性包括具有以下不同观点的人：
政治信仰
世界观
道德价值观
多样性与包容性有何区别？
多样性是指不同的人共同组成一个公司。全纳是指公司如何将人们融合成一个有凝聚力的整体。您的公司可能由来自不同文化、政治背景和年龄的人组成。
然而，要想包容每一个人，就必须对人们的差异给予接纳、心理安全和重视。此外，包容还能为多样性提供沃土，促进对话、创新、公司发展和改进。
什么是工作场所的公平？
公平是指根据每个人的独特需求，为他们提供公平的机会。公平的例子包括
为公司每个人提供相同数量的假期和 PTO 日，并允许他们随意使用。这种政策考虑到了不同文化背景的人可能有不同的需求。
招聘做法透明。从一开始就对薪酬和工作要求保持透明的组织往往能够吸引更多不同的候选人，这有助于打造一支更加多元化、公平和包容的员工队伍。
为所有团队成员提供职业发展机会。这可以促进整个组织的公平。无论部门、资历、任期或背景如何，如果每个人都能获得发展机会，那么每个人都能茁壮成长。
什么是工作场所归属感？
工作中的归属感是指人们被同事和整个组织所接受的感觉。当一个人感到自己有归属感时，就意味着他感到自己被重视，并有足够的安全感，可以在工作中展现完整的自我。
工作中的多样性和包容性有哪些好处和挑战？
许多千禧一代认为，多元化和包容性是工作文化中必不可少且有益的方面。根据盖洛普的研究，在工作场所强调这些价值观可以提高：
参与度
工作满意度
留住人才
福利
利润
绩效
创新
但是，成功整合多元化和包容性并不简单。要准确判断组织的多元化和包容性程度，以及各项措施的成效如何，是一件非常困难的事情。这就是 D&I 指标的作用所在。
如何衡量工作场所的多元化与包容性？
由于多样性和包容性是多方面的，定性和定量研究可以帮助您更好地了解当前的 DEI&B 状况。要衡量企业的 DEI&B 状况，可以从多样性和包容性指标入手，这些指标可以帮助企业评估其 DEI&B 状况和举措。常见的 DEI&B 指标包括：
候选人统计数据
晋升和晋级率
留任率和离职率
整个组织的多样性
如何改善工作场所的 DEI&B？
人力资源专业人士可以通过以下五个步骤来提高工作场所的 DEI&B：
远程招聘。远程招聘使人力资源领导者能够从各种背景、环境和地理位置进行招聘。远程招聘还能让人力资源部门招聘到原本可能无法工作的专业人员，如身体残疾或患有慢性疾病的人员。
教育。尊重是建立一支健康、多元化员工队伍的先决条件。人力资源领导者可以定期举办多元化和包容性培训课程，教育员工尊重他人，促进建设性对话和分歧、成长和创新。
建立员工与管理者的关系。人力资源领导者可以通过引导管理者与团队成员建立相互信任的关系来促进归属感。这首先要从相互尊重的沟通和公开对话开始。
培养员工的优势。人力资源领导者和管理者可以肯定专业人员的成就和才能，激励他们继续贡献高质量的工作。
制定透明的指导方针。在公司行为准则中处理多元化和包容性问题，有助于管理者为员工提供适当的支持，明确他们的权利，并使工作行为与公司价值观保持一致。
工作场所的 DEI&B 如何改善公司文化？
多元化和包容性可以促进一种统一的文化，鼓励人们分享想法并重视不同的观点。为讨论和思想多样性创造一个积极的环境，能让企业文化充满活力、成长性和吸引力，让人们愿意成为其中的一员。
人力资源技术如何帮助应对 DEI&B 挑战？
人力资源技术使公司能够更有效地组织和分析数据。与临时性的 DEI&B 方法相比，人力资源技术采取了系统性的方法，以确保
准确的 DEI&B 指标
减少招聘过程中的无意识偏见
多元化群体的晋升、职业发展、保留和参与
便于人力资源部门和所有管理人员获取数据
为什么 DEI&B 应成为现代人力资源战略的一部分？
DEI&B 让企业能够照照镜子，问一问："我们是如何为各种背景和信仰的人提供平等机会的？虽然企业不能强制推行 DEI&B，但纳入 DEI&B 的举措有助于企业将工作机会扩展到每个人，无论他们是谁，来自哪里。将 DEI&B 纳入人力资源战略，有助于企业在将不同群体的人纳入员工队伍的同时，更加专注于实现业务目标。
以下为文章原文：
What is DEI&B in the workplace?
Diversity, equity, inclusion, and belonging (DEI&B) in the workplace are intertwined values that involve hiring individuals of different backgrounds and perspectives and wholeheartedly encouraging their participation.
Diversity often includes equal representation of different:
Ethnicities
Ages
Genders
Sexual orientations
Lifestyles
Talent
Personality characteristics
Physical disabilities
Personal beliefs
What are the different types of diversity in the workplace?
There are endless ways to approach diversity at work. Let’s take a look at four common types of diversity that companies strive to incorporate:
Internal diversity implies the conditions that a person is born into and includes:
Race
Ethnicity
Age
External diversity refers to the qualities of a person that can change over time and can consist of:
Education
Personal interests
Skills
Socioeconomic status
Organizational diversity concerns the different ways of categorizing people based on their work status, such as:
Job
Work location
Department
Seniority level
World-view diversity includes people with different:
Political beliefs
World outlook
Moral values
What is the difference between diversity and inclusion?
Diversity refers to the different people who come together to make up a company. Inclusion is how the company weaves people together into one cohesive unit. Your company may have a diverse makeup of people from different cultural and political backgrounds and ages.
However, to include everyone, there must be acceptance, psychological safety, and value of people’s differences. Furthermore, inclusion provides fertile ground for diversity, leading to dialogue, innovation, company development, and improvement.
What is equity in the workplace?
Equity involves providing your people with fair opportunities according to each of their unique needs. Some examples of equity include:
Providing everyone in the company the same amount of holiday and PTO days and allowing them to use them however they see fit. This kind of policy accounts for the fact that people from different cultural backgrounds may have different needs.
Having transparent hiring practices. Organizations that are transparent about pay and job requirements from the beginning are often able to attract a more diverse pool of candidates, which helps create a more diverse, equitable, and inclusive workforce.
Offering professional development to all team members. This promotes equity across the organization. When everyone—regardless of department, seniority, tenure, or background—receives the opportunity to develop, it enables everyone to thrive.
What is workplace belonging?
Belonging in the context of work refers to people’s sense of being accepted by their colleagues and the organization as a whole. When someone feels they belong, it means they feel valued and safe enough to bring their whole selves to work.
What are the benefits and challenges of diversity and inclusion at work?
Many Millennials believe that diversity and inclusion are essential and beneficial aspects of work culture. According to Gallup, emphasizing these values in the workplace increases:
Engagement
Job satisfaction
Retention
Wellbeing
Profit
Performance
Innovation
But integrating diversity and inclusion successfully isn’t simple. It’s difficult to determine exactly how diverse and inclusive your organization is and how effective your initiatives are. This is where D&I metrics come in.
How can you measure DEI&B in the workplace?
Because diversity and inclusion are multidimensional, qualitative and quantitative research can help you better understand the current state of your DEI&B. To measure DEI&B, start with the diversity and inclusion metrics that help companies assess their DEI&B status and initiatives. Common DEI&B metrics include:
Candidate demographics
Advancement and promotion rate
Retention and turnover
Diversity throughout the entire organization
How can you improve DEI&B in the workplace?
HR professionals can boost DEI&B with these five steps:
Hire remotely. Remote hiring enables HR leaders to recruit from a wide range of backgrounds, circumstances, and geographical locations. Remote hiring also allows HR to hire professionals who may not otherwise be able to work, such as those who suffer from debilitating physical disabilities or chronic illnesses.
Educate. Respect is a prerequisite for a healthy, heterogeneous workforce. HR leaders can run periodic diversity and inclusion training sessions to educate people on respectful communication that nurtures constructive dialogue and disagreement, growth, and innovation.
Build employee-manager relationships. HR leaders can promote a sense of belonging by guiding managers to establish trusting relationships with team members. This begins with respectful communication and open dialogue.
Nurture people’s strengths. HR leaders and managers can acknowledge professionals’ achievements and talents to motivate them to continue contributing quality work.
Create transparent guidelines. Addressing diversity and inclusion in the company code of conduct helps managers properly support people, clarify their rights, and keep work conduct aligned with company values.
How can DEI&B in the workplace improve company culture?
Diversity and inclusion can promote a unified culture that encourages people to share ideas and value differing points of view. Creating a positive environment for discussion and diversity of thought enables a vibrant, growth-minded, and engaging culture that people want to be a part of.
How does HR tech help with DEI&B challenges?
HR tech enables companies to organize and analyze their data more efficiently. Rather than taking an ad hoc approach to DEI&B, HR tech takes a systematic one to ensure:
Accurate DEI&B metrics
Reduced unconscious bias in the hiring process
Promotions, career development, retention, and engagement of diverse groups
Easily accessible data for HR and all managers
Why should DEI&B be part of modern HR strategy?
DEI&B allows companies to look in the mirror and ask, “What are we doing to offer equal opportunities to people of all backgrounds and beliefs?” While companies can’t force DEI&B, incorporating DEI&B initiatives assist the organization in extending work opportunities to everyone, no matter who they are and where they come from. Including DEI&B in the HR strategy helps companies hyperfocus on achieving business goals while integrating a varied group of individuals into the workforce.
术语表
2024年06月18日
术语表
【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.
术语表
2024年06月17日
术语表
【HR术语】什么是员工幸福感？（What is employee happiness?）
什么是员工幸福感？
员工幸福感是一个相当直观的概念，指的是对自己的工作抱有积极的态度和看法。快乐的人在工作场所会感到兴奋。他们喜欢自己的工作和与之共事的人。他们的员工参与度和工作满意度都很高。
但是，员工幸福感是一个相对简单的概念，并不意味着它很容易在你的组织中实现。这需要人力资源专业人士深思熟虑，在整个员工生命周期中努力创造积极的员工体验。
为什么员工幸福感很重要？
只要看一看一些员工幸福感的统计数据，就会发现它是组织成功的一个基本要素。从根本上说，如果你想吸引和留住顶尖人才，就必须把员工的幸福感放在首位。
从数据来看，如果发现公司员工普遍不开心，69% 的人会拒绝接受工作邀请。此外，75% 的不快乐员工希望离开目前的岗位。
员工幸福感与工作效率之间有什么关系？
员工幸福感与工作效率之间也有重要关系，幸福的专业人士比不幸福的同行工作效率高出 20%。一项调查证明了幸福感与工作表现之间的联系，调查显示，工作表现出色的人比工作表现不佳的人要幸福大约 15%。
如何衡量员工的幸福感？
由于员工幸福感在工作场所中的重要性显而易见，人力资源领导者显然必须优先开始衡量员工幸福感。作为一种定性衡量标准，衡量员工幸福感的最佳方法是使用员工幸福感调查。
这种工具也称为员工满意度调查，它使用各种问题来探究组织中的员工对自己的角色、团队、经理、公司等的满意程度。
员工幸福感调查中可以包含的问题有
你觉得自己与同事之间有联系吗？
你与经理的关系积极吗？
你在工作中感到得到认可和奖励吗？
你对自己的角色满意吗？
你对公司文化满意吗？
为确保调查尽可能高效，请使用专为衡量员工工作满意度而设计的员工调查工具。
如何提高员工幸福感？
了解员工的幸福感水平后，下一步就是制定旨在提高员工幸福感的战略。众所周知，有许多因素会影响员工的幸福感，您可以针对这些因素改善员工在组织中的体验。可以采取的一些措施有
给予认可和奖励。82%的成年雇员认为表彰是他们工作幸福感的重要组成部分，因此，如果你还没有制定员工表彰和奖励计划，那么现在是时候制定一个了。
提供灵活的工作安排。在 COVID 大流行之后，工作与生活的平衡以及灵活的工作安排一再成为职场人士日益重视的问题。
帮助员工成长和发展。现代职业人士不甘心年复一年地做着同样的工作而毫无进步。投资于员工的职业生涯并提供职业发展机会，是提升幸福感的绝佳途径。
发展人际关系。说到快乐，牢固的人际关系就是一切，70% 的在职专业人士表示，在工作中拥有朋友是快乐工作生活的最关键因素。
为什么员工幸福感应成为现代人力资源战略的一部分？
为员工的幸福感投资不仅仅是一项加分项：而是必须的。投资于员工的幸福感有助于提高招聘、留住人才、生产率和绩效等各个方面。为了建立一个健康、高绩效的组织，现代人力资源专业人员必须优先考虑衡量和提高员工的幸福感。
以下为文章原文：
What is employee happiness?
Employee happiness is a fairly straightforward concept referring to the state of having a positive attitude and outlook on one’s work. Happy people are excited to go to their workplace. They enjoy what they do and the people they work with. They have high levels of employee engagement and job satisfaction.
But just because employee happiness is a relatively simple idea doesn’t mean it’s easy to achieve in your organization. It requires deliberate thought and effort from HR professionals to create a positive employee experience throughout the entire employee lifecycle.
Why is employee happiness important?
A quick look at some employee happiness statistics reveals that it is an essential element of organizational success. Essentially, if you want to be able to attract and retain top talent, you’ll have to make your people’s happiness a priority.
Taking a look at the numbers, 69 percent of people will reject a job offer if they find out that the company’s employees are generally unhappy. In addition, 75 percent of unhappy employees want to leave their current roles.
What’s the relationship between employee happiness and productivity?
There is also an important relationship between employee happiness and productivity, as happy professionals are 20 percent more productive than their unhappy counterparts. One survey demonstrates the link between happiness and performance, showing that people with excellent performance are about 15 percent happier at work than those with poor performance.
How can you measure employee happiness?
With the apparent importance of employee happiness in the workplace, it becomes clear that HR leaders must make it a priority to start measuring employee happiness. As a qualitative measure, the best approach to measure employee happiness is to use an employee happiness survey.
Also called an employee satisfaction survey, this tool uses a variety of questions to explore how happy the people in an organization are with their role, team, manager, company, and more.
Some great questions to include in an employee happiness survey are:
Do you feel connected to your co-workers?
Do you have a positive relationship with your manager?
Do you feel recognized and rewarded at work?
Are you satisfied with your role?
Are you happy with the company culture?
To ensure your survey is as efficient as possible, use an employee survey tool designed specifically for measuring your people’s satisfaction with work.
How can you improve employee happiness?
Once you have a sense of your people’s happiness levels, the next step is to build a strategy aimed at increasing employee happiness. There are many factors known to contribute to employee happiness that you can address to improve the employee experience at your organization. Some steps to take are:
Give recognition and rewards. Eight-two percent of employed adults consider recognition an important part of their happiness at work, so if you don’t already have an employee recognition and reward program in place, now is the time to build one.
Offer flexible work arrangements. In the aftermath of the COVID pandemic, work-life balance and flexible work arrangements have repeatedly emerged as an increasingly important priority for people in the workplace.
Help people grow and develop. The modern professional isn’t happy staying in the same job with no progress year after year. Investing in people’s careers and providing professional development opportunities is an excellent way to boost happiness.
Develop relationships. When it comes to happiness, strong relationships are everything, with 70 percent of employed professionals saying that having friends at work is the most crucial element to a happy working life.
Why should employee happiness be part of modern HR strategy?
Investing in employee happiness isn’t just a plus: It’s a must. Investing in your people’s happiness helps with everything from hiring and retention to productivity and performance. For a healthy, high-performing organization, the modern HR professional must make it a priority to both measure and improve employee happiness.
术语表
2024年06月14日
术语表
【HR术语】什么是员工满意度？(What is employee satisfaction?)
什么是员工满意度？
员工满意度是指专业人员对其公司和工作的总体满意度。高水平的员工满意度意味着雇主满足了员工在各方面的需求，如薪酬和福利、同事和经理关系、职业机会以及为工作场所注入意义。
员工满意度为何重要？
满意的专业人员可以为公司做出更大的贡献。
例如，过低的薪酬、工作场所中的欺凌行为或过重的工作量，都会影响工作效率、创新、协作和高工作绩效。
虽然员工满意度并不是推动成功的唯一因素，但它却是员工参与、提高底线、改善客户服务和树立积极品牌的主要因素。
如何提高员工满意度？
人力资源专业人员无法控制人们的幸福感或对工作的态度，但他们可以整合各种做法来提高员工满意度。人力资源部门可以采取的一些实际步骤如下
让感恩成为一种常规做法。说 “谢谢 ”会对参与度产生长期影响。认可员工的辛勤工作、成就和奉献精神，可以为他们的工作生活增添意义，并为他们注入持久的动力。
鼓励有效管理。管理者对员工满意度起着至关重要的作用。微观管理、缺乏赏识和组织混乱的管理者会对员工满意度产生负面影响。相反，那些能够有效沟通、激励团队成员并引导专业人员自主工作的管理者则能引导员工提高满意度、参与度和工作效率。
创造有意义的机会。整合成长机会有助于员工发挥潜能，找到目标。通过充足的报酬和安全的工作环境来满足基本需求至关重要。然而，如果人力资源部门能够超越基本需求，将职业发展和职业机会纳入其中，就能满足员工对成长和有意义工作的内在渴望。
沟通。缺乏沟通会导致界限和期望不明确。以明确、亲切的方式让员工了解对他们的期望，可以培养员工与雇主之间的关系。定期提供建设性反馈也有助于员工了解如何改进以及改进哪些方面。
如何衡量员工满意度？
员工满意度很难衡量。有些人可能看起来很满意，但内心可能对工作不满意。开展员工满意度调查可以帮助人力资源部门更好地评估员工对工作场所体验的真实感受。
有哪些员工满意度调查问题和工具？
公司文化、管理和有意义的工作是员工满意度的关键组成部分。因此，人力资源部门可以通过以下问题来触及这些主题：
你觉得你的同事是否团结协作？
你觉得你的经理重视你的反馈吗？
你的工作是否能让你发挥自己的技能和才能？
此外，您还可以通过员工净促进得分（eNPS）来衡量员工满意度，这是一份评估员工向朋友推荐公司意愿的问卷。
为什么要将员工满意度作为现代人力资源战略的一部分？
员工满意度是一支快乐、敬业、高效的员工队伍的先决条件。因此，通过解决员工满意度问题并将其作为优先事项，人力资源部门可以帮助建立一个财务成功、声誉良好、客户满意的公司。
以下为文章原文：
What is employee satisfaction?
Employee satisfaction refers to professionals’ overall contentment regarding their company and job. A high level of employee satisfaction implies that the employer is meeting people’s needs in various areas, such as compensation and benefits, co-worker and manager relationships, career opportunities, and infusing meaning into the workplace.
Why is employee satisfaction important?
Satisfied professionals can contribute more to their company.
Low compensation, bullying in the workplace, or an overly heavy workload, for example, can detract from productivity, innovation, collaboration, and high work performance.
While employee satisfaction isn’t the only factor that drives success, it is a major contributor to an engaged workforce, an improved bottom line, better customer service, and a positive brand.
How can you improve employee satisfaction?
HR professionals can’t control people’s happiness or attitudes toward work, but they can integrate practices to boost employee satisfaction. Some practical steps HR can take are:
Make gratitude a regular practice. Saying thank you can have a long-term impact on engagement. Recognizing people’s hard work, achievements, and dedication can bring meaning to their work lives and infuse them with motivation that lasts.
Encourage effective management. Managers play a critical role in employee satisfaction. A micromanaging, unappreciative, and disorganized manager can tip the scales negatively. Conversely, managers who communicate effectively, inspire team members, and guide professionals to work autonomously can steer the workforce toward satisfaction, engagement, and productivity.
Create meaningful opportunities. Integrating growth opportunities helps people actualize their potential and find purpose. Satisfying basic needs through sufficient compensation and a safe work environment is crucial. Yet by going beyond the basics to include L&D and career opportunities, HR can satisfy people’s innate hunger for growth and meaningful work.
Communicate. Lack of communication leads to unclear boundaries and expectations. Letting people know what’s expected of them in a clear, kind way nurtures the employee-employer relationship. Providing regular constructive feedback also helps people understand how and what to improve.
How do you measure employee satisfaction?
Employee satisfaction can be hard to gauge. Someone may seem satisfied, but inside they may be unhappy with their job. Running employee satisfaction surveys can help HR better assess how their people actually feel about their workplace experience.
What are some examples of employee satisfaction survey questions and tools?
Company culture, management, and meaningful work are key components of employee satisfaction. Thus, HR can touch on these topics by including questions such as:
Do you feel your co-workers collaborate as a team?
Do you feel your managers value your feedback?
Does your job allow you to use your skills and talents?
Additionally, you can measure employee satisfaction through employee net promoter score (eNPS), a questionnaire that assesses how willing people are to recommend the company to friends.
Why should employee satisfaction be a part of modern HR strategy?
Employee satisfaction is a precondition for a happy, engaged, productive workforce. So by addressing and prioritizing employee satisfaction, HR can help build a financially successful company with a positive reputation and satisfied customers.
术语表
2024年06月13日
术语表
【HR术语】什么是静默辞职？（What is quiet quitting?)
什么是静默辞职？
静默辞职指的是员工只履行职位说明中规定的职责，在没有正式晋升和加薪的情况下选择不承担额外责任的现象。
社交媒体平台和媒体上流行着两种对 “静默辞职 ”的解释。第一种是指为了工作与生活的平衡，故意降低职业抱负。第二种是指只做最基本的工作以获得薪水。
静静辞职是真的吗？
在 COVID-19 大流行期间，随着各地的人们开始将健康和心理健康置于工作之上，“静静地辞职 ”开始崭露头角。最近的研究表明，超过一半（59%）的美国工人至少有中度的职业倦怠。压力与日俱增，心理健康状况不佳，再加上当前通货膨胀率居高不下，难怪 #quietquitting 目前在 TikTok 上的视频总浏览量已超过 9760 万次。
社会科学家提出了一种被称为 “队列效应 ”的现象，用以解释一个改变整个人群生活的事件如何促使一代人的心态发生转变。
无论我们是将 “默默辞职 ”定义为拒绝为公司做出超越自我的贡献，还是将其定义为从职业阶梯上爬下来，重新专注于实现工作与生活的更大平衡，很明显，这一概念已经成为对企业文化的一种挑战。
人力资源领导者为什么要关注 “安静辞职”？
静默辞职反映了组织中日益增长的不快乐情绪，而如何结束静默辞职并提高员工满意度则取决于人力资源领导者。静默辞职者可以为人力资源领导者提供视角，提醒他们需要加强沟通，并采取以人为本的留任策略，从而帮助结束静默辞职。
人力资源领导者应该关注静默辞职，因为：
这可能是职业倦怠和压力的表现。大流行病之后，人们和企业都在与全球性的心理健康危机搏斗，这已经不是什么秘密了。职业倦怠通常是工作动力失调、工作与生活失衡以及缺乏支持的症状。归根结底，这可能是团队成员正在遭受痛苦的信号。
公司文化和基础设施可能会导致默默辞职。值得考虑的是，为什么您的团队看起来缺乏动力？他们的角色是否足够具有挑战性？您的团队觉得他们的声音被听到了吗？你的政策有责任吗？考虑这些可能性可以帮助人力资源领导者在组织内部培养社区和协作文化，重新吸引员工。
员工可能感到不被赏识或得不到支持。如果团队中的某个成员觉得自己未被赏识，他们就更有可能脱离自己的岗位。为管理人员提供与团队成员定期进行一对一会谈所需的时间、培训和工具。经常性的 “签到 ”有助于向员工展示你对他们的关心，帮助他们减轻压力，提高参与度。
技能差距和人才短缺。尽管经济衰退迫在眉睫，但仍有人辞职，加入 “辞职大军”。根据对 “大辞职潮 ”的研究，他们离开工作岗位是为了创业或成为自由职业者。这只会加剧当前的技能短缺问题。企业依靠优秀的专业人才来发展壮大，尤其是在艰难时期。现在是时候做出艰难的决定，了解什么样的福利和工作文化能激励你的优秀员工留在你身边，并吸引具备企业所需技能的专业人才。
好消息是，无声辞职为我们提供了一个独特的机会，我们可以引入新的战略来支持团队，从而自然而然地提高工作效率。
如何防止无声辞职？
把员工和他们的健康放在首位。倾听他们的担忧和挣扎，并以实际行动做出回应。如果员工感到疲惫不堪，应在公司文化中强调工作与生活平衡的重要性。这可能意味着提供更多的灵活性，允许团队成员自己制定日程安排（如果可能的话）。还可以包括提供远程工作机会，或以补贴的形式为育儿、健康套餐或心理健康提供支持。
无声辞职如何影响公司文化？
当员工感到倦怠和脱离工作时，会降低士气，导致更多的人辞职。如果您所在的企业出现了悄悄辞职的现象，请将其视为刷新公司文化的一个机会。与公司决策者合作，制定以人为本的业务战略，强调健康的企业文化，优先考虑福利、透明度和团队合作，让每个人都能感受到自己的声音。
以下为文章原文：
What is quiet quitting?
Quiet quitting refers to the phenomenon where employees fulfill only the duties specified in their job description and choose not to take on additional responsibilities without an official promotion and pay raise.
Two interpretations of quiet quitting are popular across social media platforms and media outlets. The first refers to the deliberate reduction of career ambition in favor of work-life balance. The second refers to performing only the bare minimum required to receive a paycheck.
Is quiet quitting real?
Quiet quitting rose to prominence during the COVID-19 pandemic, as people everywhere began to prioritize health and mental wellness over work. Studies have recently revealed that more than half (59 percent) of American workers are experiencing at least moderate levels of burnout. Pair increasing stress and poor mental health with current high rates of inflation and it’s no wonder #quietquitting currently boasts over 97.6 million total video views on TikTok.
Social scientists proposed a phenomenon known as the “cohort effect,” to explain how a life-changing event, shared by an entire population, commonly prompts a generational shift in mindset.
Whether we define quiet quitting as the refusal to go above and beyond for your company, or as climbing down from the career ladder to refocus on a greater work-life balance, it’s clear that the concept has emerged as a challenge to hustle culture.
Why should HR leaders care about quiet quitting?
Quiet quitting captures a growing sentiment of unhappiness in an organization, and it’s up to people leaders to find ways to end quiet quitting and improve employee satisfaction. Quiet quitters can provide perspective for HR leaders, calling attention to the need for greater communication and people-led retention strategies that can help end quiet quitting
HR leaders should care about quiet quitting because:
It can be indicative of burnout and stress. It’s no secret that in the wake of the pandemic, people and businesses are wrestling with a global crisis in mental health. Burnout is often a symptom of dysfunctional work dynamics, work-life imbalance, and lack of support. Ultimately, it could be a sign that a team member is suffering.
Company culture and infrastructure may contribute to quiet quitting. It’s worth considering why your team seems unmotivated: Is their role challenging them enough? Does your team feel that their voice is heard? Are your policies to blame? Considering these possibilities can help HR leaders foster a culture of community and collaboration within an organization and re-engage people.
People may feel unappreciated or unsupported. If a member of the team feels underappreciated, they’re far more likely to disengage from their role. Provide managers with the time, training, and tools they need to have regular one-on-one meetings with their team members. Frequent check-ins go a long way to showing your people you care, help reduce stress, and boost engagement.
The skills gap and talent shortage. Despite a looming recession, people are still quitting their jobs and joining the Great Resignation. According to research on the Great Resignation, they’re leaving the workforce to start their own business or become freelancers. This only compounds the ongoing skills shortage. Businesses rely on talented professionals to thrive, especially in tough times. Now is the time to make hard decisions and understand what kinds of benefits and work cultures will motivate your best people to stick with you—and attract the professionals with the skills your business needs.
The good news is that quiet quitting presents a unique opportunity to introduce new strategies to support your team–so that productivity flourishes naturally.
How can you prevent quiet quitting?
Make your people and their wellbeing your top priority. Listen to their concerns and struggles and respond with action. If people are feeling burned out, emphasize the importance of work-life balance in your company cultures. This can mean offering more flexibility in allowing team members to set their own schedules (if possible). It can also include offering remote work opportunities or support in the form of subsidies for childcare, health packages, or mental wellness.
How does quiet quitting affect company culture?
When people are burned out and disengaged, it can decrease morale and cause more people to check out. If quiet quitting is on the rise in your organization, think of it as an opportunity for a company culture refresh. Align with company-decision makers to create a people-focused business strategy that emphasizes a healthy culture, prioritizes wellbeing, transparency, and team work where every voice feels heard.
术语表
2024年06月11日
术语表
【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.
术语表
2024年06月07日
术语表
【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.
术语表
2024年06月06日
术语表
【HR术语】什么是软性人力资源管理和硬性人力资源管理？（What are soft HRM and hard HRM?）
什么是软性人力资源管理和硬性人力资源管理？
软性人力资源管理和硬性人力资源管理是人力资源管理的两种不同方法。人力资源管理（HRM）是获取、雇用、培训、吸引和留住人员的战略方法。
让我们看看这个表格，以便更好地理解软性人力资源管理和硬性人力资源管理之间的区别：
软性人力资源管理强调专业人员是具有内在抱负和情感的个体，而硬性人力资源管理则将人视为商品，其存在是为了帮助公司实现业务目标。
软性和硬性人力资源管理的例子有哪些？
软性人力资源管理侧重于人力资源的人性化一面。这种方法优先考虑人们发挥自身潜能和找到工作意义的需求。软性人力资源管理包括以下做法：
双向沟通
业务透明
提高工资
投资于员工福利
培训和职业发展计划
民主的管理风格
相比之下，硬性人力资源管理更注重任务，而不是以人为本。它不承认个人的自我实现需求。因此，它通常包括：
管理层与专业人员之间的单向沟通
无法激励或提供建设性反馈的绩效考核
最低工资
人员流动率高
等级森严的领导体制
人力资源领导为什么要关注软性人力资源管理和硬性人力资源管理？
人力资源领导者可以评估软性人力资源管理方法和硬性人力资源管理方法，以确定两种方法的哪些方面符合公司的需求。千禧一代通常倾向于那些体现软性人力资源管理的组织，而硬性人力资源管理的元素可能是公司实现利润和生产力目标所必需的。因此，必须考虑哪些具体做法对每个组织都切实有效。
例如，一家历史悠久的软件公司可能希望通过软性人力资源管理方法提高员工的参与度和留任率。新成立的服务业小企业可能主要采用硬性人力资源管理方法，以确保生产率和利润。
人力资源领导者如何才能将软性人力资源管理和硬性人力资源管理纳入自己的战略？
行业、业务目标和公司价值观决定了组织如何使人力资源管理符合自身需求。人力资源领导者可以结合这些实践，从软性和硬性人力资源管理中获益：
确定方向。 人力资源管理战略可以在不断变化的就业市场中起到锚定作用。使人力资源管理战略与业务战略保持一致，有助于人力资源领导者确定实施哪些软硬人力资源管理实践。此外，核对表还能帮助人力资源领导者确定人力资源工作的方向。
始终考虑预算。无论人力资源领导者采取什么方法，都必须以预算为基础。归根结底，公司必须获得高投资回报率（ROI），这样所选择的人力资源管理方法才值得。
考虑行业。每个行业都不尽相同。例如，软性人力资源管理在高科技行业如火如荼，但在制造业，这种以人为本的方法却没有那么快流行起来。人力资源领导者可以从竞争企业和当前趋势中寻找答案：求职者和专业人士对雇主和职位的期望是什么？通常情况下，软硬结合的人力资源管理可以吸引潜在的新员工，提高留用率，帮助实现业务目标。
软性人力资源管理和硬性人力资源管理如何改善企业文化？
软性人力资源管理和硬性人力资源管理是两个截然不同的领域。只实施其中一种方法可能并不现实。人们希望雇主把他们当人看，而不是机器人，但公司必须专注于实现业务成功。然而，量身定制一种方法，将软性和硬性人力资源管理的有益成分结合起来，可以帮助公司培养一种重视个人成功、同时也重视公司成功的文化。
以下位文章原文：
What are soft HRM and hard HRM?
Soft and hard HRM are two different approaches to Human Resource Management. Human Resource Management (HRM) is the strategic approach toward acquiring, hiring, training, engaging, and retaining personnel.
Let’s take a look at this table to understand the differences between soft and hard HRM better:
While soft HRM emphasizes that professionals are individuals with inherent ambitions and emotions, hard HRM treats people as commodities that exist to help the company meet business goals.
What are some examples of soft and hard HRM?
Soft HRM focuses on the human side of HR. This method prioritizes people’s need to actualize their potential and find meaning in their jobs. Soft HRM includes practices such as:
Two-way communication
Business transparency
Higher wages
Investing in employee wellbeing
Training and career development programs
A democratic management style
Hard HRM, in contrast, is more task-focused than people-focused. It doesn’t recognize individuals’ needs for self-actualization. Thus, it often encompasses:
One-way communication between management and professionals
Performance reviews that fail to motivate or provide constructive feedback
Minimum wages
High turnover
Hierarchical leadership system
Why should HR leaders care about soft HRM and hard HRM?
HR leaders can evaluate soft and hard HRM methods to determine which aspects of each fit the company’s needs. While Millennials often gravitate to organizations that embody soft HRM, elements of hard HRM may be necessary for companies to reach profit and productivity goals. Thus, it’s essential to consider which specific practices work pragmatically for each organization.
For example, a well-established software company may want to improve engagement and retention with soft HRM methods. New small businesses in the service industry may implement primarily hard HRM practices to ensure productivity and profit.
What can HR leaders do to incorporate soft HRM and hard HRM into their strategy?
Industry, business goals, and company values determine how an organization fits HRM to its needs. HR leaders can incorporate these practices to reap the benefits from both soft and hard HRM:
Set the direction. An HRM strategy can serve as an anchor within a shifting job market. Aligning the HRM strategy with the business strategy can help HR leaders determine which hard or soft HRM practices to implement. Also, a checklist can help HR leaders decide in which direction to navigate the HR ship.
Always consider the budget. Whatever approach HR leaders take, it must be budget-based. Ultimately, the company has to have a high return on investment (ROI) to make the chosen HRM method worth it.
Consider the industry. Each industry is different. For example, while soft HRM has spread like wildfire in the high-tech industry, this people-oriented approach has not taken hold as quickly in the manufacturing industry. HR leaders can look to competing businesses and current trends and ask: What are applicants and professionals expecting from their employer and position? Usually, integrating a combination of soft and hard HRM can entice potential new hires, boost retention, and help achieve business objectives.
How can soft HRM and hard HRM improve company culture?
Soft and hard HRM represent two opposite ends of the spectrum. Implementing just one of these methods may not be realistic. People want their employers to treat them as humans, not robots, but companies must focus on achieving business success. However, tailoring an approach that integrates the beneficial components of both soft and hard HRM could help companies nurture a culture that values individuals’ successes alongside the company’s success.
术语表
2024年06月05日
术语表
【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.
术语表
2024年06月03日
术语表
【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.
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