Page 22 - 2015 brochure-AmCham's CHRMA
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伟迪捷珠海工厂的目标是成为丹纳赫全球 130 余家工厂里最富有竞争力的工厂之一，成为兄弟公司在中国首选
的生产供应商。为了达到该战略目标，工厂对一线工人的要求是掌握多个工位技能且态度积极的工人。
而他们 2014 年初的现状是薪酬与绩效管理、人才培养处于初级水平，管理人员无法调动员工的积极性。例如除
了 1% 的工人可以做组长、主管外，其它无论做了多少年都是普通工人，因此缺乏成长动力；工人依靠工龄增长工资，
因此，老员工的薪酬水平相当于主管的工资，却还是一线工人的能力与职责，随着人工成本的增长，公司的投资回
报率逐年降低；绩效管理每年做一次，由主管与经理主观打分，分数 99% 集中在合格线。因此绩效管理只是形式。
因此，2014 年他们设计员工星级管理制度，目的是打造一套人力资源管理制度来激励积极上进的工人。从而提
升生产品质，且入职 1 年或以上的工人能操作 2 个或以上工位。
VJ Zhuhai’ s target is to be one of the most competitive factories in Danaher Global, to be the first option as OEM
in China. So they need our operators with multiple skills.
But their C&B and performance management is at junior level at the beginning of 2014, so their managers were not
able to motivate associates.
They initiated Star Grading Program for operators in order to incentive them with HR management system in 2014,
targeted to improve the performance of quality and insure that all associates with more than one year of service
were qualified for at least two positions.
对于一线员工最核心的是收入，对于企业最关注的是员工能为公司创造多少价值，而创造价值必须要有好的态
度和好的能力，两者缺一不可，因此设计思路从“学得多，做得好，收入高”开始。为员工设计上升通道，通过公
平公正公开的考星级制度，评估员工掌握的技能等级，不同等级对应不同收入。同时考试资格与员工日常表现挂钩。
从而让员工利益与企业利益相结合。
Operators concern incomes, enterprise concern how much value the associate can create for the company, good
attitude and ability are both essential factor to create value. So they design from the theory of “learn more, perform
better then higher income” . They design career path to operators with the fair and transparency star grading
program to assess skill level of operators, then they gain corresponding salary level. Therefore, the qualification of
examination links together with their daily performance, as well as the interest of company link with operators’ .
的生产供应商。为了达到该战略目标，工厂对一线工人的要求是掌握多个工位技能且态度积极的工人。
而他们 2014 年初的现状是薪酬与绩效管理、人才培养处于初级水平，管理人员无法调动员工的积极性。例如除
了 1% 的工人可以做组长、主管外，其它无论做了多少年都是普通工人，因此缺乏成长动力；工人依靠工龄增长工资，
因此，老员工的薪酬水平相当于主管的工资，却还是一线工人的能力与职责，随着人工成本的增长，公司的投资回
报率逐年降低；绩效管理每年做一次，由主管与经理主观打分，分数 99% 集中在合格线。因此绩效管理只是形式。
因此，2014 年他们设计员工星级管理制度，目的是打造一套人力资源管理制度来激励积极上进的工人。从而提
升生产品质，且入职 1 年或以上的工人能操作 2 个或以上工位。
VJ Zhuhai’ s target is to be one of the most competitive factories in Danaher Global, to be the first option as OEM
in China. So they need our operators with multiple skills.
But their C&B and performance management is at junior level at the beginning of 2014, so their managers were not
able to motivate associates.
They initiated Star Grading Program for operators in order to incentive them with HR management system in 2014,
targeted to improve the performance of quality and insure that all associates with more than one year of service
were qualified for at least two positions.
对于一线员工最核心的是收入，对于企业最关注的是员工能为公司创造多少价值，而创造价值必须要有好的态
度和好的能力，两者缺一不可，因此设计思路从“学得多，做得好，收入高”开始。为员工设计上升通道，通过公
平公正公开的考星级制度，评估员工掌握的技能等级，不同等级对应不同收入。同时考试资格与员工日常表现挂钩。
从而让员工利益与企业利益相结合。
Operators concern incomes, enterprise concern how much value the associate can create for the company, good
attitude and ability are both essential factor to create value. So they design from the theory of “learn more, perform
better then higher income” . They design career path to operators with the fair and transparency star grading
program to assess skill level of operators, then they gain corresponding salary level. Therefore, the qualification of
examination links together with their daily performance, as well as the interest of company link with operators’ .
