为了减少宏观经济对房地产的过分依赖，政府加强针对房地产行业的宏观调控，并提出“房子是用来住的，不是用来炒的”国家战略目标。随着政策的逐步落实，房地产公司的融资成本和拿地成本涨幅呈现陡增的态势，影响了房地产行业整体的利润水平；此外由于城镇化进程放缓及人口红利的逐渐减退，也对行业整体利润水平下滑产生了直接的影响。

面对行业变革带来的上述挑战，LH公司提出“空间即服务”的战略，利用数字化平台，帮助企业降本增效；建立地产开发和资产运营体系，通过数据赋能服务业务的全流程；利用物联网技术，加速地产领域的万物互联，释放IoT潜力。通过地产与互联网的结合，推进原有业务发展，并开拓新的利润增长点。

本文结合LH公司战略转型背景，运用战略性薪酬管理、战略转型背景下薪酬体系构建等理论依据进行分析。采用Heneman的PSQ薪酬满意度量表，针对数字科技部员工进行问卷调查，收取有效样本75份。并通过与8位不同职能、不同级别的员工进行一对一访谈，更全面、客观的呈现LH公司数字科技部门薪酬体系遇到的问题。诊断出目前薪酬体系存在：人力资源管理缺乏战略规划；岗位评价体系不健全、流于形式；薪酬水平缺乏外部竞争力；考核指标设定不合理，导致部门内推诿现象频发；绩效奖金支付形式未考虑时效性，激励作用不明显的问题。

通过诊断结果，根据薪酬体系诊断框架，本文提出以下对策建议：薪酬策略方面，根据公司战略目标匹配符合公司现阶段发展需要的薪酬策略。薪酬水平方面，依据薪酬策略对公司薪酬水平进行优化，参考行业外部数据，明确岗位薪酬标准、增强薪酬外部竞争力。薪酬结构方面，通过季度预提的方式，将一部分年底奖金作为季度奖金，按季度发放。在奖金总金额不变的情况下，增加支付次数，即时激励员工达成季度、年度目标，帮助公司战略转型尽快落地。本文对战略转型背景下LH公司遇到的薪酬问题，提出有针对性的解决对策，同时为其他公司在战略转型过程中薪酬体系设计提供思路。

In order to lower the excessive dependence of macroeconomics on real estate, the government has strengthened macro-control over the real estate industry and proposed a national strategic goal of "houses are for living, rather than for speculation." With the gradual implementation of the policy, financing costs and land acquisition costs of real estate companies have increased sharply, affecting the overall profit of the real estate industry. Moreover, demographic dividend brought by the slowdown of urbanization has also been decelerated, which has been a major cause of the declining profit in the whole industry. In face of the above challenges brought by the industrial changes, LH Company has actively sought for the new drive of business growth and promoted business innovation and digital transformation. By means of informatization, digitalization and intelligentization, it helps enterprises to reduce costs and increase efficiency, and explore new points of business growth.

In response to the above challenges resulted from industry changes, the company has proposed a strategy titled that “space is service”, so as to strengthen its capabilities in manufacturing and managing space, customer insight and data empowerment, and service integration. In the process of business productization, digital twinning, and function centralizing, it has achieved intelligence through digitalizing business, and forming platform capacity via scene business.

On the occasion of strategic transformation of LH Company, this study was conducted in light of strategic remuneration management and remuneration system construction under strategic transformation. By adopting Heneman’s pay satisfaction questionnaire (PSQ), the author made a questionnaire survey among the personnel of the digital technology department and got back 75 valid samples. In addition, through a one-on-one interview with eight employees at different positions and job grades, the author deepened the understanding of the remuneration system of the digital technology department, and made a thorough and objective presentation of the existing problems. Based on his analysis, there are the following flaws: 1) lack of strategic planning for human resources management; 2) ineffective performance evaluation system; 3) lack of competitiveness of the remuneration; 4) unreasonable evaluation indicators, as a result evasion of responsibilities inside the department; 5) late payment of bonus, lack of incentive.

Based on the result of investigation and analysis, the author proposed the following suggestions. Speaking of the remuneration strategy, the company should make the remuneration system matching the company’s strategic goal. With regard to the remuneration level, it should be optimized in accordance with the remuneration strategy, while referring to the external data, the company could establish the position remuneration criteria in order to enhance the company’s remuneration competitiveness. In terms of the remuneration strategy, the author suggested to withdraw part of the year-end bonus and issue to the personnel on a quarterly basis. On the premise of keeping the total amount of bonus unchanged, it’s advised to increase the times of payment to motivate the staff working harder to realize the quarterly goal and annual goal and facilitate the company’s strategic transformation jointly. This article has a positive significance for solving the compensation problem encountered by the LH Company in the context of strategic transformation, and also provides some suggestions for other companies to design their compensation systems in the process of strategic transformation.