随着人力资源服务行业的专业化、知识化程度不断提高，技术含量越来越高，如何构建科学有效的激励管理系统，如何吸引和留住拥有“智力资本”的知识型员工，是企业管理中普遍关注的问题。在新冠疫情反复、传统业务拓展受限、企业用工成本提高、用工形式渐趋灵活的大背景下，全面薪酬模型的引入，有助于丰富薪酬的构成要素，以实现对知识型员工的激励作用。本文以人力资源服务A公司为例，通过分析企业现状以及人力资源管理方面存在的问题，结合全面薪酬模型，为知识型员工的薪酬激励体系提出优化建议。

人力资源服务机构A公司的知识型员工具备一定的专业知识技能，工作成果通过交付的内容与质量来体现。在全面薪酬激励优化方案提出之前， A公司在组织变革期出现了知识型员工主动离职率高、员工对薪酬内部公平性和外部竞争性满意度差、职业发展固定、晋升机会少等管理问题。本文结合对全面薪酬的学习，通过对离职、在职员工及管理人员访谈的形式，有针对性地对A公司知识型员工激励现状进行调查研究，了解到企业目前的激励管理存在问题，包括经济性激励方面的企业薪资水平缺乏保障、缺乏内部公平性与外部竞争力，以及非经济性激励方面不足导致员工晋升困难、参与感与成就感缺失等等。

本文根据货币工资、福利、工作与生活平衡、绩效与认可奖励、发展和职业机会等全面薪酬的五个维度，在匿名填答调查问卷的基础上，从研究对象中选择15%的知识型员工进行逐一访谈，再加上对管理人员的访谈作为补充，深入详细地了解企业激励现状的具体细节和亟待改善的痛点。此次激励方案设计综合考虑了岗位特征和员工需求，针对A公司现有的激励管理措施中的问题，基于全面薪酬激励手段四方面的维度，用调整短期激励、增加长期激励、完善晋升通道、重视知识产出以及补充成就激励等等方式，在“成本友好”的前提下，设计出适合A公司实际情况的激励优化方案，以期望可以有效地提升员工满意度，最大程度帮助企业目标与员工目标形成合力，更有助于企业长期发展。

此外，由于本次全面薪酬激励设计是在了解过员工需求的基础上完成的，重视员工参与、满意度感知和行为倾向，因此为确保全面薪酬激励优化方案的顺利实施，应做好制度保障、企业文化保障和动态调整的准备。

With the continuous improvement of specialization and knowledge in the human resource service industry, how to build a scientific and effective incentive management system and how to attract and retain knowledge-based employees with "intellectual capital" are common concerns in enterprise management. Under the background of COVID-19, restrictions on traditional business expansion, increasing labor costs of enterprises, and increasingly flexible employment forms, the introduction of Total Reward model is conducive to enriching the components of remuneration to achieve the incentive effect of knowledge workers. Taking A human resource service company as an example, this paper analyzes the current situation of enterprise reward incentive and the existing problems in human resource management, and combines the Total Reward model to put forward optimization suggestions for the reward incentive system of enterprise knowledge employees.

The knowledge employees of A Co., Ltd have certain professional knowledge and skills, and the work results are reflected in the content and quality of the delivery. Before the Total Reward incentive optimization plan was proposed, during the organizational change, A Co., Ltd had management problems such as high voluntary turnover rate of knowledge employees, poor satisfaction with internal fairness and external competitiveness of employees, fixed career development, and few promotion opportunities. Combined with the study of Total Reward, this paper conducts targeted research and analysis on the current motivation of knowledge employees of A Co., Ltd through interviews with resigned employees, current employees and managers, and understands the problems existing in the management of corporate incentives, including the low salary level in terms of economic incentives, insufficient fairness and competitiveness, and the lack of non-economic incentives that lead to difficulties in employee promotion, lack of sense of participation and achievement.

According to the five dimensions of Total Reward such as monetary salary, benefits, work-life balance, performance management and recognition reward, development and career opportunities, in addition to satisfaction questionnaires, this paper selects 15% of knowledge employees in the research subjects to conduct interviews one by one, supplemented by interviews with managers, to deeply understand the specific details of the current situation of corporate incentives and the pain points that need to be improved in depth. The design of the incentive scheme comprehensively considers the characteristics of the position and the needs of employees, and in view of the problems in the existing incentive management measures of A Co., Ltd, based on the four dimensions of Total Reward incentive means, by adjusting short-term incentives, increasing long-term incentives, improving promotion channels, attaching importance to knowledge output and supplementing achievement incentives, under the premise of "cost friendly", the incentive optimization scheme suitable for the actual situation of A Co., Ltd is designed to effectively improve employee satisfaction. To maximize the synergy between corporate goals and employee goals, it is more conducive to the long-term development of enterprises.

In addition, since the design of this Total Reward incentive is completed on the basis of understanding the needs of employees, and attaches importance to employee participation, satisfaction perception and behavioral tendency, in order to ensure the smooth implementation of the Total Reward incentive optimization plan, it is necessary to prepare for system guarantee, corporate culture guarantee and dynamic adjustment.