La retribución supone en la actualidad una de las funciones con mayor valor estratégico dentro de las empresas y de las áreas de recursos humanos.
El diseño y la implantación de sistemas de retribución es una necesidad actual que tienen las empresas que se ven en la obligación de ofrecer a sus empleados paquetes de retribución cada vez más atractivos y competitivos que sirvan para recompensar su contribución.
La retribución se convierte, probablemente, en la herramienta de gestión más potente que tienen hoy día las empresas para dirigir los esfuerzos de sus empleados hacia la consecución de sus objetivos de negocio.
Una adecuada estrategia retributiva tendría que responder las siguientes preguntas:
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- ¿Los incrementos salariales están vinculados con el desempeño y la contribución de la persona al crecimiento y desarrollo de la empresa?
- ¿Existe una equidad interna que discrimine los diferentes niveles de responsabilidad?
- ¿La retribución variable está ligadas a objetivos de rendimiento que sean medibles?
- ¿Somos capaces de adecuar nuestras políticas retributivas a los cambios de coyuntura externa?
- ¿Existe el salario emocional en la empresa? ¿Sabemos vender correctamente este salario?
- ¿Reconocemos el talento y somos capaces de retenerlo a largo plazo?
Cualquier empresa debería de tener una estrategia retributiva que le permita ser eficaz y coherente en la aplicación de sus decisiones.
Habría que destacar que el salario de cada puesto de la organización engloba una serie de factores importantes y medibles:
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- Tipología de organización, pequeña, mediana o gran empresa. A medida que las empresas crecen en volumen el nivel retributivo de sus responsables y directivos crecen también.
- Política salarial de la organización o bases sobre las que se asienta la empresa para establecer su política retributiva: fijos, variables, incentivos, objetivos, …
- Capacidad financiera de la empresa.
- Situación del mercado de trabajo, determinados puestos pueden tener escasez de demanda laboral lo que puede ocasionar retribuciones por encima de otros puestos de igual responsabilidad. Así mismo, cuando los mercados de trabajo están débiles y con poca actividad (actualidad) disminuyen las oportunidades fuera de la empresa y la tendencia salarial es a ajustar o no subir salarios.
- Legislación laboral, convenios colectivos de referencia.
- Situación geográfica de la empresa, determinadas zonas pueden verse influidas por cualquiera de los factores anteriores en mayor medida que otros; zonas geográficas con escasa actividad industrial o empresarial pueden condicionar el sistema de retribución salarial.
Mejorar o cambiar una política retributiva supone algunos pasos previos:
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- Análisis interno o equidad interna. Supone el análisis de los diferentes puestos, su contribución y responsabilidad y el nivel retributivo.
- Análisis externo o competitividad salarial. ¿Cómo está la situación salarial de empresas del entorno o de mi competencia…?
- Propuesta retributiva en base a los análisis anteriores realizados y a la situación de partida de la empresa.
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