Solving PwC labor disputes

The concessions that PricewaterhouseCoopers has made at present can only suspend public anger. To fundamentally solve the problem, we must start to improve the lack of manpower, the lack of salary structure and the weaknesses of corporate culture.

Adjusting the salary structure

From the facts stated in the article, the focus of the dispute between the two parties is that the salary is unreasonable. From the overall level to the internal distribution, PwC employees are dissatisfied. In the analysis, users of the CEConlines website believe that PwC needs to adjust the internal compensation structure so that ordinary employees, senior employees and managers have fair income. Moreover, if there is a big gap between its salary level and other competitors, it should also adjust its salary positioning to avoid serious personnel loss.

"Jiang Chengzi" who implemented the project bonus believed that if the workload of PwC's employees is as stated in the text, it would be inappropriate not to work overtime, but he was worried that it would cause damage to future management. influences. Therefore, he suggested that project commissions should be given according to a certain management level and project size, and the project team members should be assessed according to the completion time and quality. In this way, employees at all levels are motivated to participate in the work, and the project can be completed early so that they can rest, and it will not cause the managers to lose out due to the lack of overtime pay.

"helenwl" of an electronic assembly company also agrees to increase project bonuses on the basis of the original salary plan. The benefits are firstly to promote efficiency and secondly to be flexible. This plan can also be implemented when the business is small. "Zhang Xiaowu" of an automobile manufacturing company suggested: "Different levels of personnel draw different proportions. Managers can consider quarterly project income commissions, and employees can consider monthly income commissions."

Overtime pay and dividends If the project bonus is not implemented, the existing salary structure can also be adjusted, which not only ensures the payment of overtime pay, but also prevents the income of employees at the next level from being higher than that of the previous level. A company's "wanglu0380" believes that salary incentives should be the main focus for senior employees, overtime wages should be paid in full, and dividends can be appropriately distributed, but the proportion of total personal income should not be too large. The salary level of senior employees, including overtime pay, should be higher than that of junior employees. As for the resulting result - senior employees may earn more than managers, "khitan" believes that the gap can be widened in dividends.

"ratring" also believes that overtime pay for senior managers should not only be paid, but also higher than other employees. However, he suggested that there is no need to pay in full, but a discount, "for example, full overtime pay is paid within 36 hours, 30-80% is paid for 36-100 hours, and no additional payment is made for more than 150 hours. Since the year-end dividend is decided by the employer, Therefore, the dividend can be appropriately reduced."

Setting the salary positioning in line with the market conditions "Naughty" of an information technology company in Wuhan believes that PricewaterhouseCoopers should conduct a salary survey for the salary proposed by employees, and then according to the salary survey According to the data and the actual situation of the company, determine your own compensation strategy (industry-leading, on par with competitors, or follow), and the compensation strategy should be matched with supporting employment standards and performance standards.

The "Hometown Niu" of a refrigeration equipment engineering company in Foshan believes that the market will determine the allocation of human resources, regardless of whether the enterprise is willing or not, the price of talents is determined by the market rather than the enterprise. Low, the company's talent is bound to gradually drain.

"helenwl" also said in the discussion: "If PwC has no other features that are particularly superior to the other three firms, such as a comprehensive training program, or an excellent corporate culture, to keep employees, it is recommended PricewaterhouseCoopers should be in line with the market in terms of wages."

Solve the shortage of manpower

Although audit companies are often required to work overtime, people need to be relaxed, otherwise they will lose momentum. "Feby" from Nanjing said: "If everyone has an average of more than 150 hours of overtime per month, we must consider whether human resources are reasonable."

"csmmonkey" from Baoding also believes that if it is indeed a workload It is heavy and requires long-term overtime demand. The best way is to recruit talents and reasonably allocate human resources to solve the problem of excessive overtime wages. At the same time, it also achieves the purpose of reducing labor intensity and improving team cohesion.

Using the 5/4/3 principle to determine the number of people required "Naughty" believes that it is almost impossible not to work overtime in the audit industry, but how to grasp the "degree" is always important. He suggested to use the 5/4/3 method in personnel collocation, that is, 3 people do the work of 5 people and get the salary of 4 people. Therefore, how to reasonably define the workload and staffing needs to be solved first.

In terms of the operation method of defining the workload, an electronic company's "dxz" suggested that the average workload of different cases should be carefully checked (for example, according to the size of the service target company, business complexity, technical content, turnover and other indicators ), formulate standard quotas and inspection methods, determine the number of workers according to the standard quota of cases, balance the workload, and minimize overtime hours.

Setting up temporary staff to increase flexibility In any case, it is definitely not normal for overtime hours to approach or even exceed normal work hours, and no matter how much salary is adjusted, it cannot offset the problem of decreased motivation and efficiency caused by work fatigue," Zhang Xiao said. Wu's suggestion: "Add temporary consultants to take advantage of the big projects and save money when the business volume is small."

"Xiao Shilang" from a technology company also believes that it can be appropriate Temporary staff reduce the overtime burden of employees, and control the overall salary within a certain range of turnover through various methods.

To thoroughly improve labor relations, PwC should not only focus on money, but also gradually cultivate a good corporate culture.

"Little R" of an environmental protection technology company in Shenzhen believes that PwC lacks good communication: "Every enterprise will have problems of one kind or another, and there will be conflicts between labor and management. If there is good communication / Channels to reflect the problem, and the problem can be taken seriously, I don't think it's time to think of a solution when a large-scale 'mutiny' comes."

"Liao Zhuangjia" of a communication equipment company said: "PricewaterhouseCoopers You should also review your own corporate management ideas and management systems, strengthen communication with employees, create an equal, harmonious and cooperative working atmosphere within the company, and gradually establish a corporate culture of warmth, unity, hard work, and cooperation."

"Hometown Cow" suggested that the company should really pay attention to the requirements of employees, realize the principle that employees come first to customers first, pay special attention to the welfare of employees, and care about the life, work, health and development of employees. Pay attention to non-material incentive forms and welfare methods, such as honorary titles, challenging work, job rotation, technical diversification, employee birthday parties, wedding banquets, travel, incentive vacations, training, etc., so that employees have a sense of belonging, these methods More effective than mere salary income. At the same time, it also enhances the cohesion of employees, cultivates team spirit, and creates a good corporate culture.

This article was compiled by Marisa Wang. For more case studies and online discussions, please visit the CEConlines website (www.cec.globalsources.com).