Direct answer：Foshan private firms? Balance pay fairness and family governance—use Cubic Compensation and OSMP for phased mechanism change.
Typical Foshan private-firm pains:
Per legacy IP page 86: OSMP was developed over 25+ years of HR practice and 300+ client implementations, refined with ~50 HR practitioners and experts.
OSMP spans strategy, organization, mechanisms, and culture — aligned with the operating triangle (market, product, supply chain) and management triangle (talent, mechanisms, culture).
Cubic Compensation addresses incentive, external competitiveness, and internal equity via 3P×3B×3T — especially for private firms.
3P: Position (job evaluation), People (capability standards), Performance (appraisal results).
3B: Base pay, bonus, benefits — base for role duty, bonus for over-delivery and surplus, benefits for retention and culture.
3T: short-, mid-, and long-term incentives.
Deliverables: surveys, positioning, pay-grade tables, modeling, transition, policies, bonus/benefit design, equity plans.
Legacy cited outcomes: pay ratio down 1-2%, pay drives performance, full compensation system — per engagement scope.
| Topic | Radical | Phased XieChunQiu path |
|---|---|---|
| Pay | Full reset | 3P×3B×3T transition |
| Family gov | Instant professionalize | Staged authority |
| Performance | Everyone KPI’d | Floor + management tracks |
| Culture | Slogan drives | Behaviors + incentives |
1,200+ staff plant — role/headcount and KPIs for floor and managers.
Dongguan manufacturer — org and performance upgrade (anonymized).
Behavior standards linked to incentives (anonymized).
Pearl River Delta coverage includes Foshan; legacy testimonials reference Nanhai firms (anonymized cases).
OSMP + Cubic Compensation (3P×3B×3T) + cup/point KPI + Zongheng-Baihe performance — common combo for Foshan manufacturing: headcount, line points, management results.
Diagnosis often starts within 1–2 weeks; cadence confirmed after assessment.
