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[管理资源库] 如何设计员工福利方案？
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成为首席执行官没有捷径可走，这要看你是否拥有渊博的知识和广泛的社会关系，以及你的领导才能达到了怎样的水平。时间和可能数亿美元的薪酬福利会让你知道你是否通过了考验。
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怎样通过绩效考核提高员工工作的积极性？
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要让高薪带出好业绩，就要找到最应激励的员工，并保证薪酬方案紧密联系业务目标。
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战略性高管降薪，进可攻，退可守，端看企业大旗指向何方。
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艺术的薪酬组合应具备连接战略、多元结构、内外兼顾、刚柔相济、长短结合五因素。
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年终调薪和奖金发放方案需强调公平，关心细节，展现体贴。
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员工出现肥胖、抑郁、焦虑等亚健康状态，企业将面临严重的压力。
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A big part of hiring success rests on your ability to ascertain the worth of the position to the company. Know what that is and then find someone whose expectations are aligned with that amount to establish the parameters for bargaining.
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公开薪酬范围有利有弊，协商而非争论追求双赢。
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世界经理人网站用户，专家和编辑聚首一堂，共同讨论解决激励经理人的薪酬难题的良策。
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2002年中国经理人薪酬涨幅低于经济增长，给有效的薪酬策略出了一道难题。
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Time and again, open-book management has proven its power to transform organizations and enhance morale and productivity.
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Executive salaries around the region drop drastically for the first time in years. And the worst is yet to come.
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They are the new managerial elite. Armed with world-class skills, they are crossing industries and borders. And they are becoming the first recipients of “global salaries.”
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The regional crisis has forced companies and employees alike to change their concept of benefits. Perks are out. Incentives are in. And pay them out in cash, please.
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中国经济在世界经济衰退的暗淡景象中一枝独秀。面对全球化趋势， 中国企业必须重新思考其薪酬战略。
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随着越来越多的公司与其它公司合并或者从其它公司分立，经理们面临着越来越复杂的重新设计员工福利方案的问题。解决这一问题的一个重要准则是：为员工提供连续性。
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深得人心的福利，比高薪更能有效地激励员工。上海贝尔有限公司总裁谢贝尔（Gunther Strobel）先生谈上海贝尔的福利政策。
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亚洲地区经济危机迫使企业和员工一道转变有关福利的观念。固定奖金没有了，激励性奖金大行其道。不过，请记住要付现金。亚洲地区福利调查
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