合理的薪酬体系对于企业发展具有十分重要的作用：一是作为激励的重要手段，可以激发员工的工作热情和创造性；二是作为企业现代化管理的重要组成，可以提升企业劳动生产率和盈利能力。企业管理者需要对薪酬体系有准确的认知，明确管理对象，掌握实施手段，科学地建立与企业发展目标相匹配的薪酬体系，并根据企业战略变化及时进行优化，才能在日趋激烈的市场竞争环境下吸引优秀人才、留住核心人才，充分发挥人力资本效能，提升企业的核心竞争力。

进入21世纪以来，我国国有企业改革加速落地，逐步融入了国际化市场竞争。在供给侧改革的大背景下，国有企业人力资源管理，特别是落后的薪酬体系诱发的一系列问题阻碍了企业的高质量发展。本文以北京RQ集团为研究对象，以国内外专家学者对薪酬体系研究的相关结果为基础，运用实地调查法等科学的研究方法，在深入了解北京RQ集团经营状况和人力资源薪酬体系现状的基础上，分析其薪酬体系存在的问题。这些问题主要表现为：薪酬水平缺乏竞争性、薪酬晋升通道单一、各薪酬层级之间档差不合理、薪酬与绩效关联性有待提升等。

本文在注重公平性的前提下，针对上述问题，结合北京RQ集团的行业性质、业务特点、人员构成等要素，提出薪酬体系优化方案，主要包括：一是确定公司总体薪酬策略，二是确定薪酬的构成，三是在进行岗位价值评估的基础上确定薪级标准，四是对比外部薪酬数据划分各薪级内部薪档，五是设计薪酬组合及比例。

本文对薪酬体系落地实施保障环节特别提出了建议，包括促进薪酬体系与企业文化的融合发展、提高薪酬体系与人力资源其他环节的相互匹配度等方面。优化后的薪酬体系较为完整，具有很强的灵活性和公平性，可以快速适应北京RQ集团企业战略和外部环境的变化，基本实现了预期目标。本文在对北京RQ集团薪酬体系优化的同时，也希望对其他类似的国有企业在进行薪酬体系的设计或优化时，起到一定的借鉴和指导作用。

A good compensation system plays an important role in the development of an enterprise. First, as an important means of motivation, it can stimulate employees' enthusiasm and creativity. Second, as an important component of modern enterprise management, it can improve labor productivity and profitability of enterprises. Managers need to systematically understand the positioning, management objects and implementation means of the compensation system. On this basis, enterprises should establish a scientific compensation system and optimize it at the right time, so as to continuously attract outstanding talents and retain core talents, give full play to the efficiency of human capital and improve the competitiveness of enterprises.

Since the beginning of the 21st century, the reform of China's state-owned enterprises has been accelerated and gradually integrated into the international market competition. In the context of supply-side reform, many problems in human resource management and compensation system of state-owned enterprises have seriously hindered their development. This paper takes Beijing RQ group as the research object, based on the relevant research of the compensation system by experts and scholars, uses the methods of field investigation and etc. Under deep understanding of Beijing RQ group human resources compensation system, this paper analysis of the problems existing in the compensation system. These problems are mainly manifested as: lack of competitiveness in compensation level, single salary promotion channel, unreasonable gap between different compensation levels, and the insufficient correlation between compensation and performance.

On the premise of paying attention to fairness, aiming at the above problems, combined with the industry nature, business characteristics, personnel composition and other elements of Beijing RQ group, this paper puts forward the optimization scheme of compensation system, which mainly includes: first, determining the overall compensation strategy of the company, second, determining the composition of compensation, third, determining the compensation level standard on the basis of post value evaluation, fourth, defining the division of internal compensation levels by comparing with the external compensation amount, the fifth is to design the compensation mix and proportion.

This paper also puts forward some suggestions for the implementation of compensation system, including promoting the integration of compensation  system  and corporate culture, and improving the matching degree between compensation system and other aspects of human resources. The optimized compensation system is relatively complete, with strong flexibility and fairness, which can quickly adapt to the changes of corporate strategy and external environment of Beijing RQ group, and basically achieve the expected goal. This paper not only optimizes the compensation system of Beijing RQ group, but also hopes to provide some reference and guidance for other similar state-owned enterprises in the design or optimization of the compensation system.