Therefore, the process of KSF design and implementation always emphasizes the following two principles: (1) Employee compensation orientation.
There are also problems of human resources sinking and waste.
Comprehensively integrate the salary required by employees with the performance required by the company, and find the balance point of their concerns, so as to form a community of interests and achieve win-win results.
KSF is also known as the full performance model of compensation, also known as the employee value management tool.
(2) In terms of operating results, we can increase the value of human resources and promote the improvement and enhancement of operating results through the quantitative tools of output value and value.
We emphasize that as long as the enterprise “makes money”, employees can “earn money”.
“What the enterprise wants” and “What the employees do” are ambiguous.
▼ Focus on construction management and obtain the latest national construction policy Author: Cheng Jianfeng’s “partnership system”, mainly in the form of “simulated shareholding system”, has been successfully applied in some excellent large and medium-sized private construction enterprises in the south and has attracted the attention of the industry.
If employees have a clear way and channel to “earn money”, they will stimulate their own motivation and potential.
This paper takes a green project in a new garden project as the pilot object, and systematically introduces how to apply and implement KSF performance compensation system in the project management of construction enterprises..
This paper hopes that it will be enlightening and helpful for the bosses, management and HR of small and medium-sized private construction enterprises to apply the “KSF performance compensation system” in their own enterprises, and also welcomes comments and exchanges from peers.
Time ≠ performance.
The traditional performance pay system also needs to be improved and enhanced; So how can the KSF full performance compensation system+PPV output value quantitative compensation system, a model with unparalleled value, blossom and bear fruit on its own “one mu of land” for small and medium-sized private construction enterprises that hope to keep pace with the times and strive for strength? This is an important topic worth discussing.
This paper is the first to systematically elaborate the application background, practical significance, scheme design, results accounting, summary and thinking of “KSF performance compensation system” in a new landscaping project of a construction company, and focuses on the KSF scheme design methods and steps based on greening projects.
The existing problem is that the performance pay system implemented lacks systematic design, is not accurate and scientific in matching the vision, strategy and benefits of the enterprise, and how the enterprise “makes money” and what employees “earn” are not clear and clear.
Therefore, the mismatch and waste of human resources is obvious, and it is a formalism of “lazy politics” from the perspective of management, It is a backward management concept of replacing human resource management with personnel management; The traditional performance pay system has made progress compared with the fixed pay system.
A guide to the full version of the practical case of “KSF Performance Compensation System” in construction enterprises KSF is called “Key Successful Factors”, which refers to the most representative and influential key indicators that determine the value of a post.
First, define and quantify the expected goal of “sharing money” for employees.
Only value=price is the scientific core performance concept.
What are the problems of these two traditional salary modes? The fixed salary system based on attendance is essentially to pay for employees’ time, which is not directly linked to the performance required by the enterprise.
The current situation is that a considerable number of small and medium-sized construction enterprises still adopt the two traditional salary modes of fixed salary or basic salary+post salary+project subsidy+performance commission.
The value of human resource management is to maximize the enterprise benefits by encouraging employees to maximize their value.
Based on years of research and practice, the author believes that the “quasi partner” model of “KSF full performance compensation system+PPV output value quantitative compensation system” may be more suitable for meeting results in the soil of small and medium-sized private construction enterprises.
From the current situation, due to the restrictions of objective factors such as corporate culture, business philosophy and corporate status, This advanced business model has not been widely used in small and medium-sized private construction enterprises, which account for more than 90% of China’s construction enterprises.
