Year-end award scheme

Part 1: Year-end award scheme

1. Purpose and significance

In order to standardize the company's year-end bonus distribution operation and fully mobilize the enthusiasm of employees, this method is specially formulated.

2, the scope of application

2.1 Formal employees who have worked for more than one year.

3. Duties

3.1 Work Department Personnel Department

3.1.1 Preparation and revision of the year-end award scheme.

3.1.2 List of statistics and audit rewards.

3.2 Finance Department

3.2.1 Bonus accounting. The total amount of the annual bonus does not exceed 5% of the profit realized this year.

3.2.2 Submit the bonus detail report and related analysis report to the general manager for approval.

4, content

4.1 Release time and method

4.1.1 The year-end bonus is distributed twice. The mid-year payment is issued in July of the same year with the salary; the end of the year is issued in January of the following year.

4.2 Calculation method

4.2.1 Year-end award = * 40%

4.2.2 Year-end award = * 60%

4.3 base

4.3.1 Working age ≥ 5 years 100%;

4.3.2 working age ≥ 3, < 5 years 75%;

Year-end bonus management method version / modification 1 / 0

4.3.3 working age ≥ 2, < 3 years 55%;

4.3.4 working age ≥ 1, < 2 years 40%;

Average monthly salary of 4.4

4.4.1 Average monthly salary: The average value of pre-tax wages from January to June.

4.4.2 Average monthly salary: The average value of pre-tax wages from January to December.


Part 2: Year-end award scheme

First, the year-end bonus calculation

1 year-end bonus points, the evaluation of both the seniority and the current year's performance appraisal.

2 The number of bonuses per point is calculated based on 25% of its full salary. The example is as follows: the table employee's full salary is 15us$, the seniority is 2 to 3 years, and the performance is 87 points, then the year-end bonus is:

The bonus amount per point is 15×O 25=3 75

3 75×11.5=43.125≈43.13

Any employee who is dissatisfied with the performance scores assessed by the department manager may sign the general manager's office and report it to the general manager. The general manager's office decides to investigate or maintain the original opinion. The date of the petition is limited to 2 days after the appraisal of the appraisal by the administrative department, and will not be accepted after the deadline.

IX. Supplementary provisions

l The number of fixed year-end bonuses shall be determined by the general manager according to the annual operating conditions;

2 exams for each employee

Year-end bonus totals 43.13uS$

Second, job performance assessment

1 The average score of the performance appraisal of each department shall not exceed 85 points;

2 If the first-level supervisors of each department think that the department's performance is outstanding this year, it is reported to the general manager that it is not subject to an average of 85 points; however, the maximum number must not exceed 88 points;

3 If the total number of personnel in each department is less than 5, the number of special performance appraisals is limited to one; for those with more than 6 persons, the number of special performance appraisals is limited to two. The scores of the special performance appraisal are not included in the calculation of the total average score; 4 the performance appraisal scores of each person are assessed by the top supervisor of the department, and are submitted to the general manager for review.

Third, the seniority regulations

The starting date of the 1st year of capital calculation, based on the date of the company's start of work, including the trial period;

2 If the employee leaves the company halfway through the company and returns to the company, the seniority of the employee shall be calculated as one-fifth of the previous years;

3 Employees are selected and transferred to other related companies of the Company, and their past seniority is still recognized.

Fourth, year-end bonus payment

The payment of the year-end bonus is in principle subject to Article 2. If the company's surplus status is good during the year, it must be decided by the general manager to multiply the original year-end bonus amount by 1~1.

3 times calculation.

V. Supplementary provisions

l The performance appraisal shall be handled according to the performance appraisal method;

2 year-end bonuses will be issued on the 3rd before the Spring Festival;

3 After the submission of the branch secretary to the general manager for approval, it will be officially executed from the year of the year, and the same will be given when the amendment is made.


Part 3: Year-end award scheme

In the form of year-end awards, enterprises pay special rewards for the performance of all employees for one year. This practice has formed a convention in the world. At present, all kinds of domestic enterprises also have this "rule." In the past, the company's year-end awards were issued in a relatively simple manner, usually based on the business conditions of the company in the current year, and several levels were simply divided according to different job levels. Generally, managers or technicians at the middle level or above receive a bonus, while the average employee receives the same amount of bonuses. It should be said that the question of whether the year-end awards should be made public is not very prominent. One of the reasons is that the autonomy of enterprises in the distribution of bonuses at that time is not very large. Apart from the differences in duties, there are no other factors that lead to the difference in bonuses. There is no question of comparison. The second reason is that the enterprise management level is actually in the extensive stage, especially the lack of a relatively objective and scientific judgment standard for the value created by different employees for the enterprise. Therefore, even if a company clearly knows that some employees contribute more than one year to other employees, it is often difficult to measure them with a clear standard. Therefore, companies tend to be pretending to be confused and happy.

However, as market competition and corresponding talent competition become more and more fierce, many companies have begun to make the year-end awards a very important part of the human resources management policy and compensation system in order to enhance the attractiveness of talents, retain core and key employees. The links not only greatly improved the distribution of the year-end awards, but also raised higher and higher requirements for the distribution of the year-end awards. In addition to considering the performance factors of the company and the department, the year-end award distribution plan also takes the employee's performance in the current year or the contribution to the company as an important variable to determine the number of individual year-end awards. In other words, the current year-end awards will be more personal than in the past, and the year-end award gap between employees at the same level may be large. In this case, a year-end bonus distribution scheme that is not well thought out or has an unreasonable design tends to have many negative effects in the enterprise. Once a defective year-end bonus scheme is put into practice, and employees clearly know the difference in the amount of bonuses between them, then some employees who feel unfairly treated will inevitably make some unfavorable reactions to the company, such as It is a big noise, spreading opinions that are unfavorable to the company, feeling depressed, complaining, negative work in the coming year, and even resigning. I think it is precisely because of this concern that many companies are hesitant about whether the amount of personal payment for the year-end award should be made public.

On the question of whether the release of the year-end award should be made public, the author first has the following basic judgments:

First, the year-end awards are not publicly available. The only benefit is the reduction of the problems caused by the mutual comparison between employees and the low morale of employees who have suffered setbacks.

Second, the release of year-end awards is not open, and it is more likely to lead to suspicion among employees, which is not conducive to employees' trust and loyalty to the company, but also to the democratization of management and the participation of employees and teams advocated by modern enterprise management. Cooperation runs counter to the concept of strong corporate culture.

Third, even if the year-end award is issued during the operation of the secrecy system, in reality, it may not be able to achieve true secrecy. In the unique cultural context of China, when the company lacks good formal communication with employees, the “small message” "Not only will it be pervasive, but sometimes its effect is quite "amazing".

Based on the above judgments, the author has the following conclusions and recommendations for your reference:

First, whether the release of the year-end award should be publicly depends to a large extent on the level of human resource management of the enterprise, especially whether there is a scientific and perfect job performance evaluation system in the enterprise. Because the objective performance evaluation results to judge the contribution and value of employees to the company, and based on this result to open the year-end award gap between each employee, this is acceptable for everyone, the year-end award is not open There will be too many negative effects. Therefore, in the enterprise with a relatively sound human resource management system and relatively standardized management, at least the calculation and distribution plan of the year-end bonus should be disclosed. However, the specific personal award amount is not necessarily publicly announced, but employees should be allowed to communicate privately or to the human resources management department for enquiry and comparison. In a word, a company with a more reasonable "program" should be able to open the program; the program is fair and open, and it is an important source of employee justice.

Second, in the case of a small enterprise, companies can issue year-end bonuses in the form of red envelopes without having to publicize bonus results. This is because, on the one hand, in smaller companies, business managers or bosses have a clearer understanding and a more comprehensive perceptual understanding of the performance, performance and abilities of each subordinate employee, so It is relatively objective and fair to determine the amount of each person's bonus by his personal experience judgment. On the other hand, because smaller enterprises are limited by resources, they do not have complete human resource management systems or means like large enterprises, or even specialized human resource management personnel. It is unlikely to be as detailed as large enterprises. Formulate a scientific and reasonable year-end awards program. In addition, in small businesses, employees tend to view the year-end award as a reward for the boss or manager personally, rather than treating it as an organizational behavior, so the year-end award itself is in the eyes of employees. With subjective ingredients, they are also more likely to accept a variety of possible outcomes. "

Third, whether the release of the year-end award should be made public depends on the acceptance of the bonus gap by the employees. In China's current period of change, employees in different companies have different levels of acceptance of the gap in year-end awards. If the company lacks a good job performance evaluation system and does not want to continue the practice of eating big pots, then the company can try to determine and distribute the amount of bonuses that the individual deserves in a confidential manner.


Part 4: Year-end award scheme

First, the purpose of assessment

In order to regulate the management of the employee's year-end bonus payment, the amount of the year-end bonus is reasonably calculated. In line with the enthusiasm and enthusiasm of employees to enhance their loyalty and sense of belonging; the distribution of bonuses according to the principle of performance priority and fairness.

Second, the scope of assessment and issuance

Applicable to ** all employees

Third, the assessment program

The year-end assessment cycle is once a year;

Year-end award calculation cycle: Employees who have not been transferred for one year are counted from the beginning of the month, and employees who have completed the first-year or higher are counted from January.

The financial management center provides the financial statements of each operation network and operation platform to provide the profitability of each department. The manpower management center provides the attendance data, service age and job movement details of each department personnel. The performance office provides ABC evaluation data and summarizes the data of each department. Accounting, on the 15th day before the Spring Festival, submitted a financial review, and issued a cross-check by various departments.

On the 6th day before the Spring Festival, the general manager completed the review, and the performance office forwarded the various departments and everyone to know; the 2nd day before the Spring Festival holiday, 50% of the year-end award was issued, and the remaining 50% was issued after the Lantern Festival.

The annual performance appraisal is supervised by the comprehensive office, reviewed by the financial management center, executed by the performance office, and coordinated by various departments.

Fourth, year-end bonus accounting and composition

Year-end awards involve factors

The main factors involved in the year-end bonus accounting are: performance appraisal data, daily performance, attendance, service age, position, superior evaluation, etc.

Year-end award calculation

Year-end award = bonus base * post correspondence coefficient * year-end performance evaluation coefficient * service age corresponding coefficient

Year-end awards relate to project and data correspondence

1. Bonus base

Bonus base = * benefit factor

Among them, the profit coefficient = the completion of the area, the headquarters staff according to the company's completion, the benefit coefficient of 1.2 and above is calculated according to 1.2, 0-0.8 is calculated according to 0.8, 0 is unified according to 0.5 and does not distinguish the post level, all personnel Calculated according to the first-line employee post coefficient.

If there is any change to other departments, the bonus will be calculated according to the department's benefit factor with the longest time in the department. If there is the same working time before and after the change, the highest departmental benefit coefficient will be calculated. For example, after the employee turns to work, he will work at the headquarters for 4 months. After adjusting Shanghai for 5 months and then adjusting to Beijing for 3 months, the annual benefit coefficient is based on Shanghai, and if employee B is working at the headquarters for 5 months, transfer Shenzhen to work for 5 months, then transfer to Wuhan for 2 months, such as If the Shenzhen benefit coefficient is higher than the headquarters, it will be calculated according to Shenzhen's accounting or by the headquarters. The same department can accumulate the same time in the same year. For example, an employee can work in Shenzhen for 5 months, then transfer the headquarters to work for 5 months, and then transfer back to Shenzhen 2 In the month, it is calculated according to Shenzhen).

2. Post correspondence coefficient:

Rank coefficient

Director 8

Senior Manager 6

Department Manager 4.5

Manager 3.5

Supervisor 2.5

Commissioner, mechanic 1.5

Frontline staff 1

Remarks: The probationary period and the reserve period are calculated at the post level, for example, the reserve manager and the trainee manager are accounted for at the supervisor level.

The scope of frontline employees:

General staff of the Finance Department, general staff of the marketing department and operation department, general staff of personnel administration, assistants of various departments and clerks, drivers, security, and kitchen workers.

Commissioner, mechanic division:

Departmental commissioners, IT technicians, repairers, and trainee supervisors.

Supervisor division:

Each department is in charge of assistant general manager, assistant director, trainee manager and reserve manager.

Department manager division: The person in charge of each department manager level.

During the assessment period, for the promotion and downgrade of the employees, the year-end award corresponding to the position is issued according to the actual number of months in different positions. The execution time of the transaction is calculated before the 15th of each month, and the post coefficient after the transaction is changed. After the 15th, the post-transaction post coefficient is calculated from the next month, and the post-transaction of the multiple-transaction in the month is more than half a month. The transaction is based on the initial post factor for more than half a month.

Post coefficient = for example, an employee, 1-3 months is the employee level, April-July is the supervisor level, August-December is the manager level, then his job coefficient is: /12=3.

3. Year-end performance appraisal coefficient

Year-end performance appraisal coefficient = ABC assessment coefficient + attendance coefficient,

ABC assessment coefficient

Assessment level multiple

A1.2

B1

C0.8

Note: a. For employees who have not joined ABC during the assessment period, the coefficient is 0;

b. The department employee who is not included in the assessment defaults to B every month;

C. Employees who were included in the assessment but did not comment on ABC defaulted to C.

Attendance coefficient addition and subtraction:

Accumulated late arrival time, no carding leave completed

-0.02/hour - 0.01 / 3 times - 0.1 / day - 0.3 / day

The upper limit is -6

Remarks: No card puncher is required, and the number of unchecked cards is not counted.

Example: An employee is employed for 10 months during the assessment period, of which 1 month is rated as A, 7 months is B, 2 months is C; accumulated late arrival time is 4.5 hours, no card is punched 10 times, leave is 10 days, completed 1 day. then:

Year-end performance appraisal coefficient=1*1.2+7*1+2*0.8-0.02*4.5-0.01*10/3-0.1*10-0.3*1=8.37.

4. The relationship between service age and coefficient

Working age/year correspondence coefficient remarks

1.3

For example: first-line employees, one-and-a-half-year employment, assessment year, leave for 5 days, 10 hours late, 0 days of completion, 20 times without punching, A 2 times for the whole year, B 9 times, C 1 time, the whole company assesses the current year's benefits The coefficient is 1.1 and the year-end bonus is: =1*1.1**1300/12*1.1

=1498.

5. Special case description

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 still in probationary period in December;

6. The probation period is not stipulated in the labor contract, and the employees who work in the company for less than one month are recruited;

7. The employee who has terminated the labor relationship or resigned from the company before the end of the year bonus distribution does not enjoy the year-end award.

8. The employee does not enjoy the year-end award during maternity leave.

9. Intern students of the enterprise or fresh graduates who have signed a tripartite agreement and have been internship;

10. The year-end award is issued twice. After the year, it is not returned to work. The other 50% year-end award is not enjoyed.

V. Assessment of division of labor

1. The personnel administration department is responsible for the information on the attendance assessment of each of the assessed personnel to the performance office 20 days before the Lunar New Year holiday.

2. The manager is responsible for organizing the ABC assessment of department heads and employees.

3. The Performance Office is responsible for the supervision and verification of the year-end assessment coefficient and the accounting for the year-end bonus.

6. Feedback and appeal of year-end bonus accounting results

1. The Performance Office has the authority to supervise the accounting results of all departments.

2. The person in charge of the department must inform the appraisers of the year-end assessment coefficient at the first time.

3. The employee can appeal to the performance office within 2 days after the year-end bonus calculation.

7. Discipline of assessment

1. If the employee does not participate in the monthly ABC assessment in accounting for personal reasons or unjustified reasons, the employee will automatically waive the year-end award and handle it according to the company's relevant regulations.

2. The examiner or the person being assessed is subject to personal malpractice and will be treated seriously once discovered.

8. The right to interpret these Measures belongs to the Performance Office.

9. These regulations shall be implemented from January 20XX.


Part 5: Year-end award scheme

First, the general

In order to standardize the management of employees' year-end bonuses, determine the procedures and quotas for year-end bonuses, and distribute incentives based on the enthusiasm and enthusiasm of employees, improve employees' loyalty and sense of belonging, and fairness and justice. According to the company's operating conditions and development plans, this year's bonus payment plan will be formulated.

This regulation is only applicable to all employees who have been transferred to Changsha Xianchi Investment Consulting Co., Ltd.

Attendance and performance appraisal time is from January 01, 20XX to January 28, 20XX.

Second year bonus distribution plan

The evaluation results are reported to the Board of Directors by the General Department based on the “Company Personnel Time Sheet” and “Xiachi Investment Staff Manual”.

The bonus distribution is calculated based on the standard of working hours of the employees after the correction. The principle of reward distribution is as follows:

Working time limit

3 months ≤ X < 6 months 30% of the monthly salary

6 months ≤ X <12 months 50% of the monthly salary

12 months ≤ X < 24 months 90% of the monthly salary

24 months ≤ X 110% of monthly salary

Three payment methods

Employees with a working time of less than one year will receive 70% of the bonus in the month and 30% of the bonus in the fourth month.

Employees with a working time of more than one year will receive 50% of the bonus in the month and 50% of the bonus in the fourth month.

4. Determine the scope of employees involved in the year-end bonus distribution

Employees who have worked continuously for more than 3 months in the company are eligible to participate in the year-end bonus distribution.

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

1. Company directors, company equity rewards and project equity rewards;

2. Employees who are going to apply for or are in the process of leaving the company;

3. Employees who have been absent for more than 10 days in the year; except for marriage and maternity leave.

4. For employees who leave their posts within five months of the following year, the year-end bonuses are all offset against the payroll.

Five other

After deliberation by the company's board of directors, employees who cannot participate in the year-end bonus distribution can issue 50% of the basic salary in the month in advance.

Six Supplementary Provisions

The right to interpret and modify this regulation belongs to the board of directors.

This regulation shall be implemented as of the date of promulgation.