为了加强对分公司一线销售人员的激励力度,提高其工作的积极性和工作效
率,并且有效降低销售人员的流失率,本文选取 TL 公司最具有代表性的分公司作
为研究对象,运用人力资源管理中的绩效薪酬相关理论,对分公司销售人员的绩
效薪酬体系进行优化设计建立一个公正、合理、规范、透明的销售人员绩效薪酬
体系,真实反映销售人员个人贡献,体现销售人员个人价值,营造良好激励文化。
首先,本文回顾了绩效薪酬体系内的相关理论,介绍了 TL 公司所处的行业现
状、公司基本情况,及分公司的人力资源绩效薪酬体系现状等。其次,根据问卷
调查、访谈等方式对分公司销售人员的绩效薪酬制度进行现状分析,找出 TL 公司
目前存在的主要问题。然后,引入现代的科学的管理理念,综合运用平衡计分卡、
KPI、全面薪酬理论、能力素质模型等相关理论与知识,对 TL 公司销售人员的绩
效薪酬体系重新构建提供了解决思路,并提出了具有针对性的优化方案。本次优
化方案,为分公司构建了一套相对更完善,更具激励性的绩效薪酬体系,为销售
人员收入的公平性、激励性与对外竞争性提供了合理的依据,提高了销售人员的
工作满意度,保持公司核心人才的稳定性。
关键词:分公司, 销售人员, 绩效体系, 薪酬体系
ABSTRACT
In order to strengthen the incentive of the branch operations staff , to improve their
work enthusiasm, efficiency, and reduce staff turnover, we choose the sale branch,
which is the most representative of all the business sectors in TL company, as our study
object, by using performance-related theories of human resources management, to
optimize the design of the branch sales staff’s performance and compensation system to
improve the operational staff job satisfaction, thereby maintaining the stability of staff
team to improve the enterprise's core competitiveness.
First, the article describes the status of TL Company and the basic situation of the
industry, as well as status about performance and compensation system, etc. of human
resources in branch. Secondly, to identify the existence of the corresponding problems
of the sales staff in company branches through questionnaires, interviews, etc. Then, we
introduce modern scientific management philosophy, theory, and systematically analyze
the TL sales staff performance and compensation system by the integrated use of
comprehensive competency model and other related knowledge. In the end, we put
forward the relevant targeted optimization proposal.
Consequently, the paper constructs a relatively more incentive performance and
compensation system for the sales in each branch, provides a reasonable basis for
income of equity, incentive and foreign competition.
Keywords: Branch, Sales, Performance System, Compensation System
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