二零二零年初新冠疫情的出现,对各行各业形成重大冲击。二零二一年国家陆续出台了关于民办教育行业的政策。河北省保定市飞度教育培训有限公司是一家成立于2013年的初高中学科培训教育公司。疫情和国家新政策颁布之后，公司决定调整战略，向素质教育领域拓展项目。对于教育行业来说知识型员工就是核心生产力。所以建立合理的薪酬体系，留住知识型员工，激励知识型员工，就是这类中小企业面临的问题。
本文以S公司知识型员工薪酬体系为研究对象，梳理了薪酬体系的相关理论以及国内外对知识型员工薪酬体系的研究。通过结构性访谈和薪酬满意度问卷调查法对S公司知识型员工的薪酬满意度进行了调查，分析了S公司目前薪酬体系的主要问题。针对知识型员工的自身特点，结合现代企业薪酬体系的设计方法对现有的薪酬体系提出了优化的建议。
通过结构性访谈和薪酬满意度调查，分析得出S公司现阶段薪酬体系的主要问题是员工对薪酬体系公平性不满意，对薪酬水平不满意，以及对薪酬构成和结构不满意。针对调查结果，本文分析了其产生的原因，主要是公司的战略制定缺乏长期性，以及公司制度不健全。针对薪酬体系目前发现的问题，结合知识型员工的特点，本文提出了优化方案。通过完善职位价值评估和建立建全双轨道晋升制度解决薪酬体系内部不公平的问题，通过调高薪酬水平并且建立宽带薪酬的方式解决薪酬水平不满意的问题，通过调整固定薪酬与浮动薪酬的比例并且建立长期期权制度解决薪酬结构和构成不满意的问题。最后，本文结合公司目前薪酬体系产生问题的原因，提出加强战略性薪酬引导、完善薪酬体系制度、对薪酬体系进行动态管理三个措施为薪酬体系优化方案的实施提供保障。

The emergence of COVID-19 in early 2020 has a major impact on all walks of life. In 2021, the state successively issued policies on the private education industry. Hebei Baoding Feidu Education and Training Co., Ltd. is a junior high school discipline training institution established in 2013. After the epidemic and the promulgation of the new national policy, the company decided to adjust its strategy and expand its projects in the field of quality education. For the education industry, knowledge workers are the core productivity. Therefore, establishing a reasonable salary system, retaining and motivating knowledge workers are the problems faced by such small and medium-sized enterprises.
Through structural interview and salary satisfaction survey, it is analyzed that the main problems of the current salary system of S company are that employees are not satisfied with the fairness of the salary system, the salary level, and the salary composition and structure. According to the survey results, this paper analyzes the causes, which are mainly the lack of long-term strategy formulation and imperfect company system. In view of the problems found in the salary system, combined with the characteristics of knowledge workers, this paper puts forward an optimization scheme. Solve the internal unfairness of the salary system through job value evaluation and the establishment of a complete dual track promotion system, solve the problem of dissatisfaction with the salary level by raising the salary level and establishing broadband salary, and solve the problem of dissatisfaction with the salary structure and composition by adjusting the proportion of fixed salary and floating salary and establishing a long-term option system. Finally, combined with the reasons for the problems of the company's current salary system, this paper puts forward three measures to strengthen the strategic salary guidance, improve the salary system and dynamically manage the salary system, so as to provide guarantee for the implementation of the salary system optimization scheme.