Nurses in Wattens are calling for a changeover to the new salary system!

Nurses in Wattens are calling for a changeover to the new salary system!

Wattens, Österreich - In Tyrolean care, a dramatic change is in the corridor: Around 1,400 employees are still employed in the old salary system of the Tyrol Clinics. About half of the approximately 60 old contract employees in Wattens, as personnel representative Maria Sachsenmaier reports, is interested in switching to the new salary system. However, the uncertainty as to whether this step is actually financially profitable causes great resentment among the employees. Many do not know whether they are among the 700 that do better in the old system, or the 350 that would actually benefit from the new salary model, which, according to the central works councilor Birgit Seidl, is considerably stressful.

The location is also tightened by the painful knowledge that the optional window in which employees were able to choose the new system has long been closed. Anyone who stays in the old contract cannot benefit from the increased entry salaries and allowances for night and weekend services since January 1. The Fritz list, represented by Andrea Haselwanter-Schneider, calls for the opening of this window again and complains of a "split" among the nursing staff. In an upcoming petition, the adaptation of the remuneration system is required to give the nursing professions a fair chance in the new salary system.

linking salary and corporate culture

The unclear salary situation in nursing is not only a locally limited problem, but also reflects the challenges that can occur in other industries when introducing new salary systems. This also becomes clear in a project that deals with the design of a new salary system in a company. As mot-hr.de , the goal was pursued to combine salary and corporate culture. The development of a transparent and marketable salary system should focus on personal development and team dynamics instead of on the individual competition for salaries.

In this agile transformation process, the salary components were designed in such a way that they reflect the company's values ​​and actively involve the employees in the development. The iterative approach of the salary project shows that an appreciative corporate culture and an integrative development process are necessary to create a fair and motivating environment in which all employees feel belonging.