Departmental bonus distribution plan

Part 1: Departmental bonus distribution plan

In order to further leverage the bonus leverage, improve the company's production and operation management system, promote the company's all-round development, better tap the potential of people in reducing production costs, and give play to people's subjective initiative, we further improve according to the specific circumstances of the previous bonuses. The bonus assessment and distribution plan.

First, the proportion of bonuses for all types of personnel

Under normal circumstances, the internal bonus distribution ratio is determined according to two factors: the completion of the indicator and the responsibility of the work, that is, the main job is higher than the auxiliary position; the heavy work is higher than the light work; the complex work is higher than the simple work. For example, the first level of prize money is the producer and production manager; the second level of bonus is the main operator and logistics manager; the third level of bonus is the general logistician and support staff.

Company personnel classification

1. Management line: refers to the management personnel who are engaged in high-level decision-making of the company and the staff engaged in administrative, financial, personnel and other work. Specifically, it includes personnel at the level of the deputy general manager in charge of production, equipment, finance, etc., as well as staff in the offices, finance department, and personnel department.

2. Production line: refers to the personnel who directly engage in production activities and manage production. Including the personnel of iron making, sintering, pellets and other plants.

3. Auxiliary line: refers to the person who directly serves or coordinates the production activities of the production plant. Including general adjustment, quality inspection, safety, legal supervision, fleet, technical equipment, field management, procurement, warehouse and other departments.

Second, the determination of the total amount of rewards

The total amount of rewards refers to the assessment income of major technical and economic indicators other than wage income as the incentive fund for all employees of the company. There are several major technical and economic indicators for the assessment:

1. The bonus is calculated by subtracting the balance of the payable wage from the total monthly salary. The formula is:

Total bonus amount = {planned total salary - wages should be paid} × proportion of prizes

The total amount of the bonus should fluctuate depending on the level of wages the company should pay.

2. The bonus is calculated based on the excess of monthly production. The bonus is drawn in proportion to the excess of the target output. The formula is:

Total monthly bonus = {monthly realized output - monthly target production} × scale of award

3. The total amount of bonuses is drawn according to a certain percentage of spare parts savings. The main purpose is to reward employees for contributing to the saving of spare parts in the production process. The formula is:

Total bonus amount = {month spare parts consumption quota / monthly target production} - {month actual spare parts consumption / monthly actual production) × proportion of awards}

4. The total amount of bonus is extracted according to the degree of saving in the coke ratio. The main purpose is to reward employees for their contribution to fuel saving in the production process. The formula is:

Total monthly bonus = {monthly achieved coke ratio - monthly target in-focus ratio

Third, the departmental bonus distribution principle is determined

The coefficient method is used for distribution.

The coefficient method is based on the labor evaluation according to the position, and determines the bonus coefficient of the department according to the labor intensity or workload of the department staff, the level of labor technology and the responsibility of the department; then according to the situation of the department completing the task, according to the coefficient Make an assignment.

Department award amount = total company bonus × department award coefficient

Departmental award coefficient

1. Deputy General Office 0.0237, 2. Ironmaking Plant 0.4150, 3. Sintering Plant 0.1305, 4, total adjustment 0.0297, 5, technical equipment 0.0137, 6, quality inspection 0.0525, 7 method supervision 0.0333, 8, purchase 0.0228 9, machine Repair workshop 0.0731,10, power workshop 0.0351,11, fleet 0.0509, 12, safety 0.0059,13, warehouse 0.0091, 14, field tube 0.0157,15, pellet factory 0.0636,16, office 0.0157,17 finance 0.0065,18 personnel 0.0033.

The adjustment of the department's winning factor is based on the decision of the company's highest decision-making level.

Fourth, the principle of individual bonus distribution is determined

1. When assigning individual bonuses, the department shall determine the bonus of the post according to the size of the post contribution and the individual's completion of the task. Under normal circumstances, the company does not interfere with the department's distribution of individual bonuses.

2. Oppose the department to reserve part of the bonus for the expenses. The department may not deposit the reserved bonuses into the department head or other employee accounts.

3. The bonus of the person in charge of the department cannot be higher than 4 times of the bonus of the department.

4. The bonus is issued and the staff is compiled. On the basis of the existing number of personnel, the bonus payment no longer considers the increase and decrease of the number of personnel in each department, that is, the number of existing personnel is used as one of the basis for the award.

5. The present Measures shall be implemented from the date of issue of the document, and the previous provisions on bonuses shall be abolished at the same time.


Part 2: Departmental bonus distribution plan

In order to encourage all colleagues in the company to work together to achieve the company's various production goals, and strive to improve product quality, create better benefits for the company, and share the results of hard work, the following programs are proposed:

1. When the following production and quality indicators meet the standards, the company can calculate the bonus under certain premise:

1. The amount of orders received by the monthly business is sufficient to ensure the target output of each production workshop in the factory.

2. Each workshop has reached the target output.

3. The quality indicators are based on the monthly indicators determined in the “Quality Control Targets for July-December ****”, and 80% of the targets are up to standard.

4. The external customer's deduction will not exceed 100,000 yuan in the month.

5. The person who has calculated the floating salary in the production department does not calculate this bonus.

Second, evaluation:

1. Appraisal is the basis of reward. The rules for appraisal of employees in various departments have been issued and have been signed and confirmed by various departments. The top supervisors of each department are responsible for evaluating the subordinates according to the appraisal rules.

2. Each department has quantifiable indicators, but the data of some indicators may need to be provided by other departments. . Therefore, each department must provide accurate data on relevant indicators to the personnel department before the 8th of each month.

3. The personnel department reviews the evaluation results of the personnel of each department according to the collected index data of each department. The evaluation is not true. The inaccurate personnel department has the right to increase or decrease the number of examination scores, and calculate the bonus according to the evaluation results.

Third, the source of bonuses:

1. To encourage everyone to reduce costs, increase production, and increase efficiency. The bonus consists of two parts: one is the benefit bonus, the monthly benefit reaches the company's goal, the company proposes 8,000 yuan as the bonus; the other part of the bonus needs to be extracted from the production savings, the production should improve the quality, reduce the scrap, the less the scrap, the more the bonus .

2. According to the actual process capability of the factory, the scrap rate of each workshop is set as follows: *** scrap rate ≤ 1.5 ‰; *** scrap rate ≤ 1.1 ‰; *** scrap rate ≤ 0.9 ‰; external customer scrap rate ≤ 0.4% ;

3. If the scrap in the actual production is lower than the set scrapped area, the excess unrecovered area is multiplied by the cost price of the company into the savings amount, and 50% is used as the bonus distribution.

4, the total bonus = × cost price × 50% + benefit bonus

This program shows that the better the benefits, the better the quality, the fewer bonuses are scrapped.

Example: The total production of the *** department is ***, the production is scrapped ** million, and the scrap rate is set to 1.1, indicating that the actual production is reduced by 10,000 yuan. According to the cost price, this 10,000 yuan is calculated as cost saving and 50% is used for reward.

4. If the scrapping area of ​​a workshop in the current month is higher than the workshop management personnel who set the scrapped area to bear the quality deduction, the deduction standard shall be subject to the evaluation rules. In the current month, the external customer deduction and the client's scrap rate exceed the standard according to the evaluation rules, each person needs to deduct.

5. Bonus calculation:

Total prize

A, test score =

Total score of the bonus personnel

B. Individual bonus = individual test score × personal level coefficient × score

C. The different grade factors are set to:

Clerk level factor: 1

Assistant Engineer Level Coefficient: 1.5

Engineer-level coefficient: 2

Supervisor level coefficient: 3

Managerial coefficient: 4


Part 3: Departmental bonus distribution plan

Step 1: Determine the corporate bonus package.

According to the overall economic benefits of the enterprise, the bonuses that can be issued are determined. There are three ways to determine the company's bonus package.

The first way is to use the profit of the company as a base to share a certain percentage of the total profit between the organization and the employees.

For example: a company's year-end profit is 10 million, according to the provisions to extract 10% of the proportion as the employee's year-end bonus. As shown in the table below.

The second way is to adopt the method of progressive sharing ratio, that is, to stipulate a number of profit segments, and to use different sharing ratios in different profit segments, and the higher the profit, the higher the extraction ratio.

For example: a company's specified profit amount is up to 3 million, the share of 3 million profit is 6%, the share of 3 million to 8 million is 12%, and the share of 8 million to 15 million is 16 %, the sharing ratio of more than 15 million is 22%. As shown in the table below.

The third way is to adopt a method of sharing according to the profit margin segment, that is, to stipulate a certain profit margin segment. The higher the profit margin, the stronger the profitability of the company, and the higher the profit margin segment, the higher the proportion of net profit extracted. .

For example, if a company's profit margin is less than 2.5%, no bonus will be paid; between 2.5% and 5.0%, 8% of the net profit will be drawn to pay the bonus; when the company's profit margin is between 5.0% and 7.5% At the time, 10% of the net profit is extracted to pay the bonus; and so on.

Step 2: Determine the strategic contribution coefficient and departmental performance coefficient of each department of the enterprise.

The department's strategic contribution coefficient is a difference indicating the strategic contribution of various departments to the enterprise. It is necessary for the enterprise to evaluate the strategic contribution of each department. Considering the collaboration and solidarity between the departments, try not to make the strategic contribution factors of each department too different. For example, by evaluating the strategic contribution of each department, the strategic contribution coefficient of each department within the organization can be defined between [1.2 and 0.8], and the unit of strategic contribution coefficient is 0.1. Usually the strategic contribution coefficient of each department is related to the enterprise. It is related to the business cycle, corporate strategy, business management focus, corporate culture, the industry in which the company is located, the enterprise marketing model, and the core human capital of the enterprise.

For example: the strategic contribution coefficient of each department of a company.

Step 3: Determine the department bonus package.

For example: If a department A contributes 1.2 to the company's strategy and the department's performance coefficient is 1.1, the bonus coefficient of department A is calculated.

Step 4: Determine the employee performance coefficient.

1. According to the quantitative and qualitative assessment indicators, the results of employee individual performance evaluation are obtained; 2. We can define the proportion of employee performance level according to the ratio of 20%, 70% and 10%; 3. The management design individual performance appraisal according to the actual situation. The correspondence between the results and the individual performance coefficient, for example, the employee who exceeds the expectations, the job performance coefficient is 1.3/1.4.

Step 5: Assign the department bonus package to the post.

Multiply the employee job performance factor by the employee's monthly base salary.


Part 4: Departmental bonus distribution plan

In order to standardize departmental management, improve work enthusiasm and work efficiency, ensure smooth progress of all work, and gradually realize standardized and standardized management, and truly achieve fairness, justice, and remuneration according to work, these measures are formulated.

Scope of application These measures are applicable to the sales department of Inner Mongolia Datang International Xilinhot Mining Company.

According to the principle of “doing all the duties and allocating the effect”, the principle of distribution evaluates the performance of the employee’s position, and links the assessment with the bonus, so that the bonus distribution can truly play its role in the management of the department, so that the staff can establish Encourage and advance the spirit of enterprising, effectively mobilize the enthusiasm of employees and give play to everyone's creativity.

The total monthly bonus of the distribution program is issued by the human resources department of the mining company. According to the monthly economic responsibility system assessment results, the department heads allocate the total amount of bonuses for each major and the prizes of professional leaders. Bonus.

After the distribution is completed, the department head will review the signature and report it to the human resources department.

The assessment method is based on the bonus approved by the human resources department, and 30% of the total bonus is reserved for assessment, and the rest is used as the basic bonus.

All personnel assigned to the rules have reached the required number of attendance days, no absenteeism, late arrival, early leave, no major work mistakes, in principle, the basic bonus can be obtained. If there is a major work error, it will be assessed separately.

On the basis of the basic bonus, plus the departmental and professional assessment bonuses constitute the monthly prize for each employee. The calculation method of the basic bonus is based on the relevant system provisions formulated by the company's human resources department.

Assessment scope of assessment bonus:

Timeliness of completion of monthly work plans;

The quality of the completion of the work task;

Training assessment results;

Timeliness of completion of daily work and quality of completion;

Violation of other regulations of the department;

Evaluation departments or professional awards of various professions:

Outstanding work performance;

Rationalization proposal award;

In accordance with the provisions of the “Measures for the Assessment of the Economic Responsibility System of the Sales Department”, the awards and penalties shall be subject to secondary distribution according to the monthly assessment results.

Other regulations
1. These measures are implemented after discussion and approval by all employees of the sales department.

2. The final interpretation of this distribution method belongs to the sales department. If there is a conflict with the company's assessment system, the company system shall prevail.


Part 5: Departmental bonus distribution plan

One general

The first one is to regulate the management of the employee's year-end bonus payment, determine the program and the amount of the year-end bonus payment; in line with the enthusiasm and enthusiasm of the employee's work, improve the employee's loyalty and sense of belonging; according to the reward, laziness, efficiency, priority, and consideration The principle of fairness is used to distribute bonuses; the year-end bonus distribution plan is formulated according to the operating conditions of the factory and the development plan.

Article 2 These Provisions apply to all employees except the management team of Liuzhou XXXXX General Factory.

Article 3 This regulation is only used as the basis for the total amount of year-end bonuses allocated by the factory. All departments under the factory shall, within the total amount of bonuses allocated, formulate a detailed allocation plan for the year-end bonuses issued by the department.

Article 4 The year-end bonus payment plan formulated by the various subordinate departments of the factory shall take into account the interests of core employees and ordinary employees, and make internal relative fairness.

Article 5 The year-end bonus plan formulated by each subordinate department of the factory shall be reported to the general office for record.

The extraction of the total amount of the second year bonus and the determination of the coefficient

Article 6 The total amount of year-end bonus withdrawals is drawn from the total annual profit of Liuzhou City XXXXXXX General Factory. The specific ratio depends on the factory operation status and development plan of the year.

Article 7 The amount of the year-end bonus withdrawal shall be discussed and decided by the leading members of the Leading Group of the Plant Performance Evaluation.

Article 8 The year-end bonus coefficient shall be discussed and determined by the leading members of the Business Performance Assessment Leading Group.

Article 9 The year-end bonus factor is generally set to [0, 2]. If the factory operating performance is outstanding, it can also be greater than 2.

Article 10 The year-end bonus factor is the average of the year-end bonus coefficient of the factory.

Three-year bonus distribution plan

Article 11: Distribution process of year-end bonuses

Grading stage

1. The relevant departments of the factory shall, in light of their own circumstances, carry out self-assessment according to the Personnel Assessment System, the Quality and Punishment Regulations, and the Staff Code, and report the results to the comprehensive office;

2. The comprehensive office refers to the self-assessment results reported by various departments as the reference, and scores the department according to the comprehensive information obtained;

Data analysis phase

1. The comprehensive office will summarize the scores reported by each department as the annual performance of the factory;

2. The comprehensive office is sorted according to the grades of the subordinate departments of the factory in descending order; the binning according to the sorting result;

3. Report the results of the sub-levels to the leadership of the Business Performance Assessment Leading Group.

Formation plan

1. The leader of the operational performance appraisal leading group finalizes the different levels of the various departments of the factory within the same grade;

2. Finally, different year-end bonus factors are assigned to different grades and different levels of employees;

The functions of the four integrated offices

Article 12: Formulating the method for allocating the total amount of year-end bonuses

The year-end bonus total allocation is determined by the following formula:

F=Q×N×M Where: F is the total amount of total year-end bonuses for the year.

Q=The average monthly salary of the factory in the 12 months of the year/12

N is the actual number of employees in the factory in December

M is the year-end bonus factor

Article 13 Principles for determining the grade of factory allocation

The factory allocation grade is executed as follows:

According to the order from high to low, it is divided into three grades, and the first grade is the best;

If the factory profit is 0 or negative, it must be the third gear;

If the factory has a veto indicator, it shall not be included in the first gear;

If the factory profits decrease in the current year, it shall not be included in the first gear;

The year-end bonus factor is allowed to be different in the same grade;

According to the scores of financial indicators, development indicators and management indicators, different departments in the same grade determine the number of grades in the grade or lower a grade, and the department that lowers the grade ranks the first grade in the new grade.

Article 14: Determination of the range of year-end bonus factors for different grades

According to the division of different grades, the year-end bonus coefficient is divided into the following categories:

Third gear [0,0.5]

Second gear

Article 15 Determine the scope of employees involved in the distribution of year-end bonuses

Employees who have worked continuously for more than 6 months in this unit are eligible to participate in the year-end bonus distribution.

The following employees are not involved in year-end bonus distribution

1. Temporary workers;

2. Employees in the medical period;

3. Experts and consultants employed by the company;

4. Staff members waiting for posts;

5. Employees who are in the probationary period when performing year-end bonus distribution;

6. The labor contract does not stipulate a probationary period, and the society recruits employees who work in the factory for less than one month;

7. The employee who terminates the labor relationship or the abnormally resigned employee before the end of the year-end bonus distribution;

8. Internship students in the enterprise at the end of the year-end bonus distribution or recent graduates who have signed an agreement between the two parties and have been internships;

9. Employees who the factory believes should not participate in the year-end bonus distribution.

Five Supplementary Provisions

Article 16 The power of interpretation and modification of these Provisions shall be enforced by the General Office.

Article 17 These Provisions shall be implemented as of the date of promulgation.