某咨詢國際的中英文雙語作品國際職位評估系統(tǒng)

國際職位評估系統(tǒng)

InternationalPositionEvaluation貝恩管理咨詢公司bain不清晰的職位等級

UnclearRankingofPositionsLL-1L-2L-2L-3L-3L-1L-2L-2L-1L-2L-2L-1L-2L-2清晰的職位等級

ClearRankingofPositionsL-1LL-1L-2L-2L-3L-3L-1L-2L-2L-1L-2L-2L-2L-2Organization組織

Function/unit部門Position職位++Size

規(guī)模Impact影響Supervision

監(jiān)督管理Areaofresponsibility職責(zé)范圍Interaction溝通技巧Qualification任職資格Problemsolving解決問題Environment環(huán)境職位評估系統(tǒng)因素

PositionEvaluationFactors職位評估系統(tǒng)分數(shù)

TheIPEPoints12345675105101010154681051901809030130

SIZEOFRESPONSIBILITY職責(zé)規(guī)模SCOPEOFRESPONSIBILITY職責(zé)范圍對企業(yè)的影響Impactonorganization監(jiān)督管理Supervision責(zé)任范圍Areaofresponsibility

溝通技考Interaction

任職資格

Qualification

解決問題難度Problemsolving環(huán)境條件EnvironmentalconditionsJOBCOMPLEXITY

工作復(fù)雜程度人數(shù)Number類別Kind影響Impact規(guī)模Size營業(yè)知識面

Businessunderstanding廣度Diversity獨立性Independence內(nèi)外用處Organizationframe技考Ability頻率Frequency學(xué)歷Education經(jīng)驗Experience創(chuàng)造性Innovative復(fù)雜性O(shè)perational風(fēng)險Risk環(huán)境Environment職位評估系統(tǒng)七個因素的比重

TheWeightingofIPEFactors解決問題難度任職資格溝通技巧環(huán)鏡條件對企業(yè)的影響監(jiān)督管理責(zé)任范圍總分數(shù)TotalPoints:65-1193因素一：對企業(yè)的影響

ImpactonOrganization

heavilyweightedinthePositionEvaluation

在職位評估中占很大比重themorepositionsthereareonthesameorganizationlevel,thelessimpactthepositionshave

在機構(gòu)的同一層次,職位越多,職位的影響則越小measuretheinfluencethepositionhasonorganization’sresultbothintheshort-andlong-term

量度一個職位對企業(yè)短期及長期的影響evaluatingtheimpactfromthetopoftheorganizationdownwards

由上而下進行評估機構(gòu)規(guī)模

SizeofOrganization

Theimpactofapositionvarymuchdependsonthesizeoftheorganization職位對企業(yè)的影響隨著機構(gòu)的規(guī)模不同,而有明顯的不同Whatdoweconsiderasanorganization?如何定義組織機構(gòu)?alinefunction(e.g.sales,production)+twosupportfunctions(e.g.finance,humanresources)

一個前線功能組別

(例如:銷售,生產(chǎn))+兩個支援功能組別

(例如:財政,人力資源)Thesizeoforganizationtablesareinlocalcurrencyandareupdatedeachyear,takingintoaccountlocalinflationandexchangeratefluctuations(inrelationtoUS$)

考慮地方通脹率和匯率浮動(兌美金)的因素,機構(gòu)規(guī)模查表以 地方貨幣為單位,并且每年更新一次

機構(gòu)的性質(zhì)

Natureoftheorganization

SemiFinished半完成RawMaterials原料Finished完成Wholesale批發(fā)FinalCustomer顧客Value-addedChain增值鏈TableATableCTableBIdeas構(gòu)思Concepts概念Solutions方案Systems系統(tǒng)Application應(yīng)用Packages包裝DeliverytoNetwork通過銷售網(wǎng)絡(luò)FinalUser最終用戶對企企業(yè)業(yè)的的影影響響ImpactonOrganizationOrganizationSize機構(gòu)規(guī)模HeadofOrganization

機構(gòu)領(lǐng)導(dǎo)(A-levelpositionsA級職位)StaffFunction

功能組別(B-levelpositions

B級職位)Function/

功能組別BusinessUnit

業(yè)務(wù)組別(B-levelpositions

B級職位)JobArea

工作范圍(C-levelpositionsC級職位)(D-levelpositionsandbelow

D級或以下職位)對企企業(yè)業(yè)的的影影響響ImpactonOrganization機構(gòu)Organization職位Position121110967893456BLevelPositionsB級職位CLevelPositionsC級職位DLevelPositionsD級職位功能/業(yè)務(wù)組別Function/BusinessUnit有限

Limited一些

Some相當(dāng)Significant主要Major有限

Limited一些

Some相當(dāng)Significant主要Major有限

Limited一些

Some相當(dāng)Significant主要Major級別

Degree因素素二二：：監(jiān)監(jiān)督督管管理理SupervisionSupervision監(jiān)督Supervision監(jiān)督Communication溝通Communication溝通Supervision=Recruit/Train/Develop/Control/Guide/Advise…+Functionalreporting監(jiān)督=招聘/培訓(xùn)/開發(fā)/控制/指導(dǎo)/輔導(dǎo)...+功能報告Communication=Inform/Exchangeideas/Cooperate/Workingroups...溝通=通知/交換意見/合作/團體工作...Headcount人數(shù)數(shù):44Directsubordinates直接接下下屬屬:9Indirectsubordinates間接接下下屬屬:34Totalsubordinates總下下屬屬人人數(shù)數(shù):43Headcountofsubordinates:43下屬屬人人數(shù)數(shù):43下屬屬人人數(shù)數(shù)(直直接接和和間間接接的的)NumberofSubordinates(directandindirect)givesanindicationofthemanagementqualificationsrequired明確確管管理理者者所所具具備備的的資資格格considerthetotalnumberofemployeesforwhichthepostionisresponsible,bothdirectlyreportingandthosereportingthroughsubordinates包括括所所有有監(jiān)監(jiān)督督的的職職員員,直直接接報報告告的的和和通通過過下下屬屬間間接接報報告告的的人人也也計計算算在在內(nèi)內(nèi)whensubordinatesclearlyhavetworeportinglines,thenthenumberofsuchsubordinatesshouldbedividedbytwo當(dāng)下下屬屬清清楚楚地地向向兩兩方方上上級級報報告告,將將這這類類下下屬屬的的人人數(shù)數(shù)除除二二correctdegreelevel下屬類別KindofSubordinatesS:Subordinateswithspecializedactivities:analyses,techniques..下屬擔(dān)任專專門的的活活動:分析析,技術(shù)H:Subordinateswithhomogeneousactivities:currentandbasic…下屬擔(dān)任相相似的活動動:現(xiàn)今的的,基本的的42S123SSSHHHHHHHHSSHH因素三：責(zé)責(zé)任范圍AreaofResponsiblityThediversityandrangesofactivitiesrequiredfortheposition.職位所要求求的活動范范圍和多樣樣性Thedegreeofindependencerequiredtomakedecisionsandinfluenceownandsubordinates’’work.對職位自身身和下屬工工作作出決決定和影響響的獨立程程度Thedegreeofknowledgerequiredregardingthecompany/themarket.公司、市場場所要求的的知識程度度。廣度Diversity!Contact=Activity=Responsibility//接觸活動責(zé)任Diverseactivitieswithinafunction/unit在同一功能能組別內(nèi),擔(dān)任不同同的工作Severalsimilaractivitieswithinafunction/unit在同一功能能組別內(nèi),擔(dān)任幾個個相似的工工作Sameactivitieswithinafunction/unit在同一功能能組別內(nèi),擔(dān)任重復(fù)復(fù)性的工作作Similaractivitieswithinafunction/unit在同一功能能組別內(nèi),擔(dān)任相似似的工作Diverseactivitieswithindifferentfunctions/units在不同功能能組別內(nèi),擔(dān)任不同同的工作Leadsanorganization領(lǐng)導(dǎo)機構(gòu)Leadsafunction/unit領(lǐng)導(dǎo)一個功功能組別Leadsseveralfunction/unit領(lǐng)導(dǎo)幾個功功能組別87654231

Organization機構(gòu)

功能組別

Function

責(zé)任范圍AreaofResponsibility

Position職位

Position職位

Position職位

Position職位

功能組別

Function

業(yè)務(wù)組別

BusinessUnit級別Degree獨立性IndependencePositionholderplanshowtoattainthegoalsetandisresponsibleforindependentimplementationofresults主管制定目目標(biāo)后,任任職人獨立立實施和負負責(zé)實施的的結(jié)果Superiordecideswhat-andwhentodo,andchecksatcertainstages主管制定作作什么和何何時作并在在主要環(huán)節(jié)節(jié)進行監(jiān)督督What-,why-,when-,where-andhowtodothejobareclearlydefinedandsupervised工作過程分分明-作什什么,為何何作,何何時作,那那里作,如如何作都很很清楚說明明并受監(jiān)督督Superiordecideswhat-,when-andhowtodo,andcontrolfromtimetotime主管制定作作什么,何何時作和如如何作并在在每一環(huán)節(jié)節(jié)進行監(jiān)督督Positionholderdecideswhat-,why-,when-,where-andhowtodowithinthefunction在功能組別別內(nèi),任任職人制定定作什么,為何作,何時作作,那里作作和如何作作Positionholderdecideswhat-,why-,when-,where-andhowtodofortheorganization任職人為機機構(gòu)制定作作什么,為為何作,何何時作,那里作和和如何作PositionholdersetsoveralltargetsandpoliciesforthecorporationinconsultationwiththeCorporateBoard諮詢集團董董事會后,任職人人為集團制制定全面的的目標(biāo)和政政策7654231級別Degree獨立性IndependenceCorporateBoardofDirectorscontrol集團董事會會控制X7645321outsidetheorganization

公司外CorporateCEOcontrol

集團總裁控制Strategicachievementcontrol戰(zhàn)略目標(biāo)成就控制XXXXXXXXXXXXXXXXXXwithintheorganization

公司內(nèi)Controlafterdelivery

以效果控制Controlthroughcheckpoints

檢查控制Stepbystepcontrol

一步一步控制Permanentcontrol時時刻刻受控制級別Degree營業(yè)知識面面BusinessUnderstandingMarket市場Organization機構(gòu)1234345/correctdegreelevelBusinessunderstanding=Professionalunderstanding營業(yè)知識面專業(yè)知識面!因素四：溝溝通技巧Interaction溝通CommunicationAbility技巧Frame范圍Frequency頻率談判Negotiation決策Decision312每天Daily偶爾Occasional時常Frequent321321321121212121212121212每天Daily偶爾Occasional時常Frequent每天Daily偶爾Occasional時常FrequentInternal內(nèi)部External外部Internal內(nèi)部External外部Internal內(nèi)部External外部Internal內(nèi)部External外部Internal內(nèi)部External外部Internal內(nèi)部External外部Internal內(nèi)部External外部Internal內(nèi)部External外部Internal內(nèi)部External外部InteractionAbility溝通技巧1Normal Basiccourtesy&exchangeofinformation普通 一般般性禮節(jié)和和交換信息息的交流2Important Moredemandingnature吃力的交流流重要Cooperation&influencingpeople要求與人合合作,對人人施加影響響Negotiations,interviews,salesandpurchasingdecisions談判,面試試,銷售,說服等3MaximumNegotiationsanddecisionsofhigh極大importancefortheWHOLEorganization對整個公司司有重大影影響的談判判和決策WhichdegreeofContactFrequency?溝通頻率Daily天天Afewtimesaweek時常Afewtimesamonth偶爾因素五五：任職資資格QualificationEducation學(xué)歷theminimumeducationnormallyrequiredbytheorganization機構(gòu)要求的的最低學(xué)歷歷“Mandatory”normallyisdefinedasatleast9-10yearsofeducation接受最少九九至十年的的義務(wù)教育育Experience經(jīng)驗relevantpracticalexperience相關(guān)的實際際經(jīng)驗shouldnotbeevaluatedintermsofnumberofyears,butintermsoftheextentofknowledgeandskillsacquiredfortheposition不按工作年年數(shù)評估,而依據(jù)據(jù)按職位所所需的知識識和技巧程程度Shouldnotconsiderpositionholder’sowneducationandexperiencesincethatisnotalwaysthatsameaswhatisrequiredforjob.不應(yīng)考慮任職者個人的學(xué)歷和經(jīng)驗,因為這些通常不等于工作所需!因素六六：解決決問題題ProblemSolvingAnalyticalandcreativeabilitiesrequiredforproblemsolvinganddevelopments解決問問題所所需的的分析析力和和創(chuàng)造造性Complexityofoperationalandadministrativeproblems處理問問題的的復(fù)雜雜性解決問題的的創(chuàng)造性InnovativeProblemSolving1Noimprovementnecessary不需要改良32Update-tools,techniques,methodsrelatedtoaposition在工作范圍圍內(nèi),更新新工具,技技巧和方法法Improve-tools,techniques,methodsrelatedtoafunction在功能組別別內(nèi),改良工具,技巧和方方法76Uniquedevelopment-newinthemarket市場上的新新發(fā)明Invention-morescientific,technical科學(xué)和技術(shù)術(shù)上的新發(fā)發(fā)明45Create-newtechniques,methodswithinternalsupport源至內(nèi)部的的幫助,創(chuàng)造新的技技巧和方法法Create-newtechniques,methodswithexternalsupport源至外來的的幫助,創(chuàng)創(chuàng)造新的技技巧和方法法級別Degree解決問題的的復(fù)雜性O(shè)perational/AdministrativeProblemSolving7645321Routine-followinstructions按常規(guī)工作作-跟跟隨指示Choice-twooptions二選一Alternativeoptions-requiringanalysis有選擇的-需要要分析Forecast-investigationofimpactonoutcomesuchasrevenue,cost,reactionsetc.預(yù)測-研研究對結(jié)結(jié)果的影響響,例如,收入,成成本及反饋饋Forecastwithuncertainfuturevariables-investigationofcomplicatedvariablesandimpactonoutcomesuchasaccuracy,predictionsonrevenue,cost,position,reactionsetc.預(yù)測未來不不確定的因因素-研研究復(fù)雜雜因素和對對結(jié)果的影影響,例如如,準確性性,預(yù)測測收入,成成本,職位及反饋饋Acrossentireorganization橫跨整個機機構(gòu)Acrossseveralorganizations橫跨幾個機機構(gòu)Theoperational/administrativeproblemgrowwiththescopeandsizeofthepositionwhereasthisisnotthecasewithinnovativeproblems.復(fù)雜性問題題隨著職位位的范圍和和規(guī)模增加加,但創(chuàng)造造性問題卻卻不一樣!因素七七：環(huán)境條條件EnvironmentalConditionsEnvironment環(huán)境normal正常-no/limitedadaptation不需/有限限的適應(yīng)difficult非正常-governedbytechnicaltoolsand/ormentalprocessand/orrequiresphysicaleffort技術(shù)設(shè)備因因素及/或或精神程序序及/或需需要體力勞勞動Risknormal正常-onlyunpredictedeventsmayinterruptthenormalcourseofaction基于一些不不能預(yù)測的的事件妨礙礙正常運作作difficult非正常-constantlyfacespoliticaluncertaintyorindustrialrisk經(jīng)常面對政政局不穩(wěn)或或工業(yè)風(fēng)險險分數(shù)轉(zhuǎn)換表表IPE系統(tǒng)的應(yīng)用用ApplicationsofIPESystemAclearrankingofpositions明確分出職職位的級別別Areliablebaseforanequitablesalarystructure作為一個公公平的工資資結(jié)構(gòu)的可可靠依據(jù)Aglobaloverviewofrelationsbetweenpositions宏觀的了解解職位的相相互關(guān)系A(chǔ)startingpointforposition/personprofiles職位、任職職者形象描描述的出發(fā)發(fā)點Adatabaseforcareerplanningandsuccession職業(yè)發(fā)展和和繼承的數(shù)數(shù)據(jù)庫Anobjectivereferencetosolvetitlingissues解決職稱問問題的客觀觀參考Ameansofmarketcomparison市場比較的的手段清晰的職位位等級ClearRankingofPositionsL-1LL-1L-2L-2L-3L-3L-1L-2L-2L-1L-2L-2L-2L-2IPE系統(tǒng)的應(yīng)用用ApplicationsofIPESystemAclearrankingofpositions明確分出職職位的級別別Areliablebaseforanequitablesalarystructure作為一個公公平的工資資結(jié)構(gòu)可靠靠依據(jù)Aglobaloverviewofrelationsbetweenpositions宏觀的了解解職位的相相互關(guān)系A(chǔ)startingpointforposition/personprofiles職位、任職職者形象描描述的出發(fā)發(fā)點Adatabaseforcareerplanningandsuccession職業(yè)發(fā)展和和繼承的數(shù)數(shù)據(jù)庫Anobjectivereferencetosolvetitlingissues解決職稱問問題的客觀觀參考Ameansofmarketcomparison市場比較的的手段SalaryStructure-CompanyZZ公司工資結(jié)結(jié)構(gòu)ThereisnoSalaryStructure工資無結(jié)構(gòu)構(gòu)Salariesaredecidedcasebycase工資隨機性性O(shè)bviousinternalinequity內(nèi)部無公平平IPE系統(tǒng)的應(yīng)用用ApplicationsofIPESystemClearrankingofpositions明確確分分出出職職位位的的級級別別Areliablebaseforanequitablesalarystructure作為為一一個個公公平平的的工工資資結(jié)結(jié)構(gòu)構(gòu)的的可可靠靠依依據(jù)據(jù)Aglobaloverviewofrelationsbetweenpositions宏觀觀的的了了解解職職位位的的相相互互關(guān)關(guān)系系A(chǔ)startingpointforposition/personprofiles職位位、、任任職職者者形形象象描描述述的的出出發(fā)發(fā)點點Adatabaseforcareerplanningandsuccession職業(yè)業(yè)發(fā)發(fā)展展和和繼繼承承的的數(shù)數(shù)據(jù)據(jù)庫庫Anobjectivereferencetosolvetitlingissues解決決職職稱稱問問題題的的客客觀觀參參考考Ameansofmarketcomparison市場場比比較較的的手手段段PositionEvaluation職位位評評估估IPE系統(tǒng)統(tǒng)的的應(yīng)應(yīng)用用ApplicationsofIPESystemAclearrankingofpositions明確確分分出出職職位位的的級級別別Areliablebaseforanequitablesalarystructure作為為一一個個公公平平的的工工資資結(jié)結(jié)構(gòu)構(gòu)的的可可靠靠依依據(jù)據(jù)Aglobaloverviewofrelationsbetweenpositions宏觀觀的的了了解解職職位位的的相相互互關(guān)關(guān)系系A(chǔ)startingpointforposition/personprofiles職位位、、任任職職者者形形象象描描述述的的出出發(fā)發(fā)點點Adatabaseforcareerplanningandsuccession職業(yè)業(yè)發(fā)發(fā)展展和和繼繼承承的的數(shù)數(shù)據(jù)據(jù)庫庫Anobjectivereferencetosolvetitlingissues解決決職職稱稱問問題題的的客客觀觀參參考考Ameansofmarketcomparison市場場比比較較的的手手段段ThePositionandTheIncumbent職位位和和任任職職者者比比較較CRG等級級IPE系統(tǒng)統(tǒng)的的應(yīng)應(yīng)用用ApplicationsofIPESystemAclearrankingofpositions明確確分分出出職職位位的的級級別別Areliablebaseforanequitablesalarystructure作為為一一個個公公平平的的工工資資結(jié)結(jié)構(gòu)構(gòu)的的可可靠靠依依據(jù)據(jù)Aglobaloverviewofrelationsbetweenpositions宏觀觀的的了了解解職職位位的的相相互互關(guān)關(guān)系系A(chǔ)startingpointforposition/personprofiles職位位、、任任職職者者形形象象描描述述的的出出發(fā)發(fā)點點Adatabaseforcareerplanningandsuccession職業(yè)業(yè)發(fā)發(fā)展展和和繼繼承承的的數(shù)數(shù)據(jù)據(jù)庫庫Anobjectivereferencetosolvetitlingissues解決決職職稱稱問問題題的的客客觀觀參參考考Ameansofmarketcomparison市場場比比較較的的手手段段PromotionandConsequences提升升和和結(jié)結(jié)果果VIVIIIIII290220170130100公司等級InternalGrading標(biāo)準工資ReferenceSalary應(yīng)得的報酬

Recognition挑戰(zhàn)Challenge風(fēng)險Risk烏托邦Utopia提升升的的標(biāo)標(biāo)準準依依照照公公司司等等級級而而定定Promotionstepsfollowtheinternalgrading標(biāo)準準工工資資隨隨公公司司等等級級變變化化而而變變化化ReferenceSalaries(PayforPosition)areinlinewithinternalgrading提升升是是由由技技能能決決定定，，而而非非僅僅由由績績效效而而定定Promotionisbuiltoncompetencies,notonperformanceonlyIPE系統(tǒng)的應(yīng)用ApplicationsofIPESystemAclearrankingofpositions明確分出職位位的級別Areliablebaseforanequitablesalarystructure作為一個公平平的工資結(jié)構(gòu)構(gòu)的可靠依據(jù)據(jù)Aglobaloverviewofrelationsbetweenpositions宏觀的了解職職位的相互關(guān)關(guān)系A(chǔ)startingpointforposition/personprofiles職位、任職者者形象描述的的出發(fā)點Adatabaseforcareerplanningandsuccession職業(yè)發(fā)展和繼繼承的數(shù)據(jù)庫庫Anobjectivereferencetosolvetitlingissues解決職稱問題題的客觀參考考Ameansofmarketcomparison市場比較的手手段PositionEvaluation職位評估IPE系統(tǒng)的應(yīng)用ApplicationsofIPESystemAclearrankingofpositions明確分出職位位的級別Areliablebaseforanequitablesalarystructure作為一個公平平的工資結(jié)構(gòu)構(gòu)的可靠依據(jù)據(jù)Aglobaloverviewofrelationsbetweenpositions宏觀的了解職職位的相互關(guān)關(guān)系A(chǔ)startingpointforposition/personprofiles職位、任職者者形象描述的的出發(fā)點Adatabaseforcareerplanningandsuccession職業(yè)發(fā)展和繼繼承的數(shù)據(jù)庫庫Anobjectivereferencetosolvetitlingissues解決職稱問題題的客觀參考考Ameansofmarketcomparison市場比較的手手段YourPositionvs.Market評估原則EvaluationRules1.EvaluateTopDown職位評估由上上至下2. Noonemayevaluateownposition不不可評估個人人職位3. Checkinternalequity檢驗驗內(nèi)部平衡Rankallpositionsevaluatedaccordingtosize按照被評估職職位的級別排排列Compareacrossalldivisionsordepartments跨部門對比職職位Calibratetoensureequityacrosstheboard校正異常職位位以確保內(nèi)部部平衡評估步驟EvaluationProcess1.Selectbenchmarkpositions選擇標(biāo)準職位位2.Gatherdataonbenchmarkpositions標(biāo)準職位信息息收集3.Selectpositionanalysts挑選職位分析析員4.Formevaluationcommittee建立評估委員員會5.Communicatetheprocesstothoseinvolved與評估參與者者進行溝通6.Trainevaluationcommittee培訓(xùn)評估委員員會7.Evaluatepositions職位評估8.Puttheevaluationresultstouse應(yīng)用評估估結(jié)果9、靜夜四四無鄰，，荒居舊舊業(yè)貧。。。12月-2212月-22Tuesday,December13,202210、雨中黃黃葉樹，，燈下白白頭人。。。23:59:2723:59:2723:5912/13/202211:59:27PM11、以我獨獨沈久，，愧君相相見頻。。。12月-2223:59:2723:59Dec-2213-Dec-2212、故人江江海別，，幾度隔隔山川。。。23:59:2723:59:2723:59Tuesday,December13,202213、乍見見翻疑疑夢，，相悲悲各問問年。。。12月月-2212月月-2223:59:2723:59:27December13,202214、他鄉(xiāng)生白發(fā)發(fā)，舊國見青青山。。13十二月月202211:59:27下午午23:59:2712月-2215、比不了得就就不比，得不不到的就不要要。。。十二月2211:59下下午12月-2223:59December13,202216、行行動動出出成成果果，，工工作作出出財財富富。。。。2022/12/1323:59:2723:59:2713December202217、做前，，能夠環(huán)