去年(nian)(nian)招(zhao)收的(de)(de)本(ben)科(ke)生目(mu)(mu)前(qian)(qian)工(gong)(gong)(gong)資(zi)(zi)(zi)四(si)千元(yuan)，今年(nian)(nian)去校招(zhao)發現(xian)本(ben)科(ke)生起薪(xin)(xin)(xin)(xin)都要五(wu)千元(yuan)。工(gong)(gong)(gong)作(zuo)五(wu)年(nian)(nian)的(de)(de)工(gong)(gong)(gong)程(cheng)師(shi)(shi)，目(mu)(mu)前(qian)(qian)工(gong)(gong)(gong)資(zi)(zi)(zi)八千元(yuan)，現(xian)在到(dao)市(shi)場上招(zhao)同(tong)樣工(gong)(gong)(gong)作(zuo)年(nian)(nian)限(xian)的(de)(de)工(gong)(gong)(gong)程(cheng)師(shi)(shi)起薪(xin)(xin)(xin)(xin)要一萬(wan)元(yuan)。這種(zhong)(zhong)(zhong)情況很多(duo)企業都會(hui)遇到(dao)，招(zhao)聘來(lai)的(de)(de)新人比同(tong)等(deng)資(zi)(zi)(zi)歷的(de)(de)老人薪(xin)(xin)(xin)(xin)資(zi)(zi)(zi)要高(gao)，這種(zhong)(zhong)(zhong)現(xian)象就(jiu)是(shi)(shi)薪(xin)(xin)(xin)(xin)資(zi)(zi)(zi)倒掛(gua)，出(chu)(chu)現(xian)薪(xin)(xin)(xin)(xin)資(zi)(zi)(zi)倒掛(gua)，那老人肯定(ding)感覺是(shi)(shi)不舒服的(de)(de)，如果沒有(you)(you)及時處理，老人離(li)開是(shi)(shi)遲早的(de)(de)事兒，降低薪(xin)(xin)(xin)(xin)資(zi)(zi)(zi)招(zhao)不到(dao)人，招(zhao)來(lai)新人又出(chu)(chu)現(xian)薪(xin)(xin)(xin)(xin)資(zi)(zi)(zi)倒掛(gua)這種(zhong)(zhong)(zhong)問題(ti)，到(dao)底應該如何解決？首先分析一下，出(chu)(chu)現(xian)薪(xin)(xin)(xin)(xin)資(zi)(zi)(zi)倒掛(gua)的(de)(de)原因(yin)可能性有(you)(you)兩種(zhong)(zhong)(zhong)：
第一種(zhong)(zhong)(zhong)情況，如(ru)果新人的(de)薪(xin)(xin)酬(chou)仍在設(she)計的(de)薪(xin)(xin)酬(chou)范圍之內，代(dai)表薪(xin)(xin)酬(chou)體系問題(ti)不(bu)大，就(jiu)要重點(dian)審視一下(xia)(xia)是不(bu)是老(lao)人每年薪(xin)(xin)酬(chou)增(zeng)長幅度較低(di)，導(dao)致逐(zhu)年下(xia)(xia)來(lai)，薪(xin)(xin)酬(chou)水平(ping)遠低(di)于(yu)市場水平(ping)，出現這(zhe)(zhe)種(zhong)(zhong)(zhong)情況時(shi)，就(jiu)要考(kao)慮階段性的(de)調整部分老(lao)員工(gong)薪(xin)(xin)酬(chou)，逐(zhu)步貼近市場水平(ping)。注意，是部分老(lao)員工(gong)，這(zhe)(zhe)是指(zhi)希(xi)望保留和激勵的(de)優秀(xiu)員工(gong)，要把(ba)這(zhe)(zhe)種(zhong)(zhong)(zhong)重點(dian)調整，變成(cheng)薪(xin)(xin)酬(chou)普調。如(ru)果是老(lao)員工(gong)因為能(neng)力不(bu)足(zu)，績效欠(qian)佳，導(dao)致薪(xin)(xin)酬(chou)提(ti)不(bu)上來(lai)，這(zhe)(zhe)時(shi)薪(xin)(xin)酬(chou)倒掛(gua)不(bu)失(shi)為一種(zhong)(zhong)(zhong)觸動(dong)手段，再不(bu)努力的(de)話(hua)，離開也不(bu)失(shi)為一種(zhong)(zhong)(zhong)好(hao)事。
第二(er)種情況，如果新(xin)人(ren)的(de)薪(xin)(xin)(xin)酬(chou)(chou)已經超出設(she)計的(de)薪(xin)(xin)(xin)酬(chou)(chou)范(fan)圍，代表薪(xin)(xin)(xin)酬(chou)(chou)體(ti)系(xi)(xi)可能(neng)存在問題(ti)，薪(xin)(xin)(xin)酬(chou)(chou)體(ti)系(xi)(xi)是(shi)(shi)需(xu)要(yao)定(ding)期維護的(de)，最初設(she)計的(de)薪(xin)(xin)(xin)酬(chou)(chou)標(biao)(biao)準，如果沒有根據外部變化進(jin)行更新(xin)，遲早(zao)會落后于市場，這(zhe)時先不要(yao)忙著直接(jie)修改薪(xin)(xin)(xin)酬(chou)(chou)標(biao)(biao)準，或者急著給(gei)老(lao)員工(gong)加薪(xin)(xin)(xin)，否(fou)則可能(neng)導致(zhi)公司人(ren)力成(cheng)本(ben)盲目上漲(zhang)，這(zhe)里首先要(yao)做的(de)是(shi)(shi)對(dui)薪(xin)(xin)(xin)酬(chou)(chou)體(ti)系(xi)(xi)進(jin)行一次維護，重新(xin)審視薪(xin)(xin)(xin)酬(chou)(chou)策(ce)略，再來制定(ding)應對(dui)方案，可能(neng)需(xu)要(yao)上調整(zheng)(zheng)體(ti)薪(xin)(xin)(xin)酬(chou)(chou)標(biao)(biao)準，也可能(neng)僅(jin)僅(jin)只(zhi)是(shi)(shi)針對(dui)部分崗位進(jin)行調整(zheng)(zheng)，或者是(shi)(shi)根本(ben)不做調整(zheng)(zheng)，僅(jin)僅(jin)是(shi)(shi)給(gei)予(yu)個別崗位新(xin)人(ren)特殊待遇，具體(ti)情況具體(ti)分析。
不管是哪種(zhong)情況，招聘環節一旦反饋出這種(zhong)薪酬倒(dao)掛的跡象，就應該(gai)作為專(zhuan)項工(gong)作緊急處理，快速給出應對(dui)方(fang)案，等到(dao)新人已(yi)經進來，薪酬倒(dao)掛已(yi)經發(fa)生才想的來應對(dui)，就為時(shi)已(yi)晚了(le)。
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