双减之后，K12教育公司纷纷转战成人教育，成人培训业务竞争激烈，S公司作为一家专注于成人学历提升、资格证考试和兴趣培训的在线教育培训机构，为了应对竞争衍生出了先试听后购买的线上试听课模式。由此，S公司的讲师由原本只上正课的交付型讲师逐渐转变成通过提供免费试听课，然后卖课的销售型讲师。销售型讲师承担业绩压力，需要不断进行课改，提升转化效率。但是，讲师们因为对薪酬感到不满意，改课动力不足，导致转化率不稳定。因此，为了更好的激励讲师，提升课改绩效，也为了S公司能够吸引和留住优秀讲师，笔者对S公司讲师的薪酬制度进行分析并提出了优化建议。

首先，本文分析了S公司的现状以及现有的讲师薪酬制度，其中包含讲师的基本工资、课酬、绩效奖金的核算方式和员工福利的基本情况等，充分了解了S公司的薪酬管理制度细节和算法。

其次，使用文献研究法、问卷调查法和访谈法，了解和分析了S公司讲师对现行薪酬制度的满意度，发现S公司的薪酬制度在一定程度上能够满足讲师们的期望，但在薪酬水平的竞争力、透明度和公平性、基本工资和薪酬增长、经济性福利以及激励措施等方面仍有改进空间。

最后，基于薪酬制度设计的目标与原则，结合公平理论、期望理论和强化理论等薪酬管理理论，笔者提出了一系列薪酬优化方案，包括提升薪酬水平以增强市场竞争力、完善职级晋升体系以提高内部公平性、丰富福利项目以增加员工福利感以及设计多元化的激励机制以提升员工工作积极性等。通过实施这些优化措施，S公司有望构建更加公平、合理和具有竞争力的薪酬制度，提高S公司讲师的薪酬满意度，激励讲师持续迭代和优化课程，吸引和留住优秀讲师，促进公司的持续发展与创新。

此外，本研究也希望通过对S公司讲师薪酬制度的优化研究，为在线教育行业在制定更有效的讲师激励机制方面提供借鉴和启示，从而促进整个行业的进步和创新。

After the "double reduction" policy, K12 education companies have turned to adult education, leading to intense competition in the adult training business. As a company focused on online education for adult degree enhancement, certification exams, and interest training, S Company introduced a trial-before-purchase model to cope with the competition. Consequently, S Company’s instructors transitioned from delivery-oriented instructors who only taught regular classes to sales-oriented instructors who provide free trial classes to attract students and promote course sales. These sales-oriented instructors face significant performance pressure and must continuously improve their courses to enhance conversion efficiency. However, due to dissatisfaction with their compensation, instructors lack motivation to revise courses, resulting in unstable conversion rates. Therefore, to better incentivize instructors and improve course revision performance, and to attract and retain excellent instructors, this paper analyzes and proposes optimization suggestions for S Company's instructor compensation system.

First, this paper analyzes S Company's current situation and existing instructor compensation system, including basic salary, class fees, performance bonuses, and employee benefits, to fully understand the details and algorithms of S Company's compensation management system.

Second, through literature research, questionnaire surveys, and interviews, the satisfaction of S Company’s instructors with the current compensation system was investigated and analyzed. The findings indicate that while S Company's compensation system meets instructors' expectations to some extent, there are areas for improvement in terms of competitiveness, transparency, fairness, base salary and compensation growth, economic benefits, and incentive measures.

Finally, based on the goals and principles of compensation system design and combined with compensation management theories such as equity theory, expectancy theory, and reinforcement theory, a series of compensation optimization plans are proposed. These include raising compensation levels to enhance market competitiveness, improving the promotion system to increase internal fairness, enriching benefit programs to enhance employee well-being, and designing diversified incentive mechanisms to boost employee motivation. By implementing these optimization measures, S Company is expected to build a fairer, more reasonable, and competitive compensation system, improve instructor satisfaction, motivate instructors to continuously iterate and optimize courses, attract and retain outstanding instructors, and promote sustained development and innovation of the company.

Additionally, this research aims to provide insights and references for the online education industry in formulating more effective instructor incentive mechanisms, thereby promoting progress and innovation across the industry.