Standardization of governance

Construction consulting 3P Salary System

Our experienced labor and payroll experts will help you build your payroll system. Clear, Consistent, and Compatible with relevant legal regulations

The human resources and payroll problem

It's not a lack of management, but rather... lack of a salary management method

This is the most common symptom in growing businesses: the total payroll increases steadily year after year, but the CEO doesn't feel the organization is growing proportionally. Talented people leave. Average people stay. And no one in the company can explain why person A earns more than person B.

Without design logic, compensation ceases to be a signal—it becomes a record of impulsive decisions. And that history is difficult to erase once it has accumulated over a long period.

"Salary is a mechanism for distributing value between an organization and its people — not a cost to be minimized."

The salary system has no design.

Salary increases based on emotion or pressure.
Exceptional salaries are higher than regular salaries.
It is not possible to explain why A is better than B.
Talented people feel they are not being properly recognized.
Costs are increasing without measurable performance.

The salary system is properly designed.

The salary increase is logical and explainable.
Each position has a salary scale based on the value created.
CEOs have control over the total compensation budget based on size.
Talented people understand their career development path.
The payroll fund is a strategic tool, not a burden.

Salary system in businesses

System
What is 3P salary?

3P is not a salary template. 3P is a modern salary management methodology built on the combination of three groups of human resource factors as the basis for organizational design.

P

Position

What value does this position create for the organization?

It's not about the job title on the business card—it's about the actual role: what decisions are made for that position, what responsibilities they have, and what value the organization loses if that position is left vacant. This is the foundation for determining a sound salary framework.

"How much is this position worth to the organization — independently of the person currently holding it?"

P

Person

Does the person currently holding the position have the appropriate skills?

In the same position, different people create different value. This level assesses actual capabilities—experience, skills, level of autonomy—and determines that person's position within the salary range for the position. It's not about evaluating people, but about placing the right person in the right place within the system.

"To what extent do this person's skills match the value required for that position?"

P

Performance

What were the actual measured results?

Competence is potential — results are proof. This layer connects compensation to measurable actual performance, not the subjective perception of management. This is what makes the compensation system a tool for motivating the organization — rather than just a fixed cost.

"How much more recognition does this achievement deserve beyond just the base salary?"

Why is the 3P model misunderstood? Many people only see the output—the three-column payroll—without seeing the thought process behind it. The 3Ps are not a template to fill in. The 3Ps are a set of questions that organizations must have clear answers to before deciding who to pay how much.

Salary system development services

From diagnosis
until the system is operational.

We design systems that enable businesses to operate autonomously — and understand the reasoning behind every salary decision.

Stage XNXX

Diagnosing and identifying the current wage system.

Review the current compensation system to understand how it's operating and identify deviations from organizational goals.

Read through all salary data by position, seniority, and department — find patterns: who is being paid according to what logic, and does that logic reflect actual value?

Simultaneously check the legal aspects of the system: labor classification, social insurance contribution levels, contract structure — identify legal risks before designing a new system.

The results are clearly presented: the inconsistencies, the level of legal risk, and the priority order for handling them based on the company's resources and objectives.

Stage XNXX

Develop and standardize the 3P compensation system.

Based on the diagnosis and specific characteristics of the organization, Expertis designs a compensation system using the 3P framework — equally important is synchronizing the compensation system with the organization's financial management system and human resource strategy.

We provide consulting services for salary systems based on the 3P framework — not by applying pre-made templates, but by building them from the specific realities of each business: industry, size, human resource strategy, and current financial capabilities.

The 3P compensation system documents are developed into specific documents during this phase, such as: Salary scales; Job title, department, and position systems; Collaboration with the unit to build a personnel evaluation system (depending on scale, simple, standardized, or advanced); Salary and bonus regulations; Labor regulations, etc.

The system is designed to serve both administrative objectives and fully comply with labor, social insurance, and personal income tax regulations — these two requirements are not mutually exclusive.

Stage XNXX

Deploy and operate the model

After completing the construction of the salary structure system, we established and trained personnel on calculating salaries corresponding to the established salary system, including:

Support the transition from the old model to the new one and provide advice on resolving any difficulties or obstacles.

Implementing the model according to the established system — not just typical payroll outsourcing, but ensuring the system runs correctly according to the original architecture.

payroll management system

Result

What does the organization receive? when the salary system is designed correctly.

It's not about a more attractive salary scale — it's about the ability to manage salaries and foster genuine employee development.

EFFECTIVE MANAGEMENT

Salary becomes a strategic tool.

The CEO has control over overall personnel costs across the company, knows exactly what employee performance is like, and is able to make precise adjustments.

Retain the right people.

Talented people understand their own path.

When the compensation system is clear and logical, talented individuals know what they need to do to receive appropriate recognition, contribute to the business, and optimize business results.

Legal safety

Compliant with the legal framework

The system is clear, consistently applied, and compatible with labor market trends and legal regulations.

* Eliminate waste and address the problem at its root.

Salary system development services

Why choose? Expertise

Reputation

Dedicated

Security

For the customer

22+ years of practical experience

Established in 2003 — having handled thousands of cases, we possess a deep understanding of the history of business development and the changing business environment over the years.

Dominance

Applying international standards combined with local expertise and professional management processes.

Strong team of professionals

Auditors, lawyers, tax consultants, payroll specialists — each issue has the right person to handle it.

Experts — Orbits

Top Q&A

Businesses often ask Regarding the 3P salary system

We already have HR and are paying salaries monthly — so what else is a "salary system"?

Paying salaries monthly is an operational matter — addressing the question. "Who receives how much this month?" That is a necessary and indispensable job.

The salary system is the bottom layer — answering the question. "Why is this person receiving that salary, and does it accurately reflect the value they create for the organization?" Without a clear answer to that question, every decision about salary—increases, decreases, adjustments—becomes an emotional one.

Most businesses are operating well at the first tier but lack a second tier. That's why personnel costs increase, but CEOs don't feel the organization is strengthening proportionally.

What is the 3P model — and why is it different from how we currently calculate salaries?

The "3P compensation system" is a modern salary management method built on the combination of three main groups of factors: job position value, job competence/individual performance, and job results.

The 3P compensation system is not a mandatory salary regime or a separate legal framework issued by a state agency, but rather a management tool chosen by businesses to establish a transparent, justifiable, and appropriate salary structure that aligns with their human resource, financial, and operational management goals.

If a new system is implemented, what will happen to those currently being paid above the established salary scale?

This is the most practical question — and why the transition roadmap needs to be carefully designed in advance, not announced and then dealt with afterward.

No one experienced a sudden pay cut. Those whose salaries were already within the established range were allowed to continue working. Keep the current level. And no further adjustments will be made until the salary scale catches up—or until there is a role change. Those currently below the scale have a clear adjustment roadmap over time.

We design a specific transition roadmap before any information is communicated to the team — so that every question has a ready-made answer.

Does the 3P compensation system make recruiting and retaining employees more difficult?

Conversely, a compensation system is clearly one of the most effective tools for retaining talent—because it answers the question that top performers always ask before deciding whether to stay or leave: "What do I need to do to get more recognition?"

When the system doesn't have an answer to that question, the skilled find the answer themselves—often through private negotiation or seeking elsewhere. A transparent system eliminates that ambiguity.

Regarding recruitment: a clear salary framework helps both parties know immediately if there's a good fit — saving time and avoiding false expectations from the start.

We have some very specific positions — would the 3P model be applicable?

The 3Ps are not a rigid template — that's why it's a management methodology, not a form. The same set of questions applies to all positions, but the answers will differ depending on the specifics of each role and industry.

Creative, technically intensive, or hybrid positions—all can be valued once you identify them. specific value that position creates, not a comparison based on market job titles.

We are a foreign direct investment (FDI) company — is the 3P compensation system suitable for the parent company's requirements?

The 3P framework is widely used in international human resource management — many large corporations apply a similar framework globally. This means that when Expertis builds a 3P system for a Vietnamese legal entity, the framework is usually naturally compatible with the parent company's human resource reporting requirements.

The difference lies in ensuring the system fully complies with Vietnamese labor laws while remaining flexible enough to reflect the global HR policies required by the parent company. Expertis has specific experience in balancing these two requirements.

Having worked alongside FDI businesses in Vietnam for over 22 years, this is a familiar problem — not an exceptional case.

Once the system is built, can we operate it ourselves without Expertis?

That's the design goal. The system is built so that businesses can understand the internal logic and operate it—not to create dependencies.

payroll and human resource management system

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Common topics:

Standardization of governance

Construction consulting 3P Salary System

The human resources and payroll problem

It's not a lack of management, but rather... lack of a salary management method

"Salary is a mechanism for distributing value between an organization and its people — not a cost to be minimized."

The salary system has no design.

The salary system is properly designed.

Salary system in businesses

System
What is 3P salary?

P

Position

P

Person

P

Performance

Salary system development services