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每一年的岁末年初,正是企业实施年终分红,进行员工激励的重要时刻。比如近日高盛集团高调宣布,今年为员工开出的工资、红利和津贴总额已经达到165亿美元。平均每名员工收入超过62万美元,其CEO劳埃德·布兰克费恩更是获得5340万美元的天价年终奖。从企业运营的角度看,年终激励是一种具有多重作用与意义的策略手段：首先是回报过去一年中对公司发展做出贡献的员工,激励他们继续努力工作；其次,完善的激励计划,可以稳定部分思想摇摆、有心跳槽的员工；另外,公司良好的激励机制也可以为公司赢得口碑,吸引到更多潜在的优秀人才。所以,正确的年终激励策略,可以使公司保持良好的活力、激发员工创造力,巩固公司的竞争优势。如何制定卓有成效的年终激励策略,使年终激励措施发挥更大的作用,这是每一家公司都必须考虑的问题。
The end of each year, year-end and New Year, is the implementation of year-end bonuses, an important incentive for employees. For example, Goldman Sachs recently announced a high profile, this year for employees out of wages, bonuses and allowances total has reached 16.5 billion US dollars. The average per employee income of more than 620,000 US dollars, its CEO Lloyd Blankfein get 53.4 million US dollars as the highest price year-end bonus. From the point of view of enterprise operation, year-end incentive is a tactical means with multiple roles and meanings. The first is to reward the employees who contributed to the development of the company in the past year and encourage them to continue their hard work. Secondly, a sound incentive plan, In addition, the company’s good incentive mechanism can win the reputation of the company and attract more potential talents. Therefore, the correct year-end incentive strategy can enable the company to maintain a good vitality, stimulate employee creativity, and consolidate the company’s competitive advantage. How to make a fruitful year-end incentive strategy and make the year-end incentive play a bigger role is something that every company must consider.