國際職位評估系統(tǒng)

國際職位評定系統(tǒng)

InternationalPositionEvaluation貝恩管理咨詢企業(yè)bain第1頁不清楚職位等級

UnclearRankingofPositionsLL-1L-2L-2L-3L-3L-1L-2L-2L-1L-2L-2L-1L-2L-2第2頁清楚職位等級

ClearRankingofPositionsL-1LL-1L-2L-2L-3L-3L-1L-2L-2L-1L-2L-2L-2L-2第3頁Organization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處理問題Environment環(huán)境職位評定系統(tǒng)原因

PositionEvaluationFactors第4頁職位評定系統(tǒng)分?jǐn)?shù)

TheIPEPoints12345675105101010154681051901809030130

SIZEOFRESPONSIBILITY職責(zé)規(guī)模SCOPEOFRESPONSIBILITY職責(zé)范圍對企業(yè)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

處理問題難度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第5頁職位評定系統(tǒng)七個原因比重

TheWeightingofIPEFactors處理問題難度任職資格溝通技巧環(huán)鏡條件對企業(yè)影響監(jiān)督管理責(zé)任范圍總分?jǐn)?shù)TotalPoints:65-1193第6頁原因一：對企業(yè)影響

ImpactonOrganization

heavilyweightedinthePositionEvaluation

在職位評定中占很大比重themorepositionsthereareonthesameorganizationlevel,thelessimpactthepositionshave

在機(jī)構(gòu)同一層次,職位越多,職位影響則越小measuretheinfluencethepositionhasonorganization’sresultbothintheshort-andlong-term

量度一個職位對企業(yè)短期及長久影響evaluatingtheimpactfromthetopoftheorganizationdownwards

由上而下進(jìn)行評定第7頁機(jī)構(gòu)規(guī)模

SizeofOrganization

Theimpactofapositionvarymuchdependsonthesizeoftheorganization職位對企業(yè)影響隨著機(jī)構(gòu)規(guī)模不一樣,而有顯著不一樣Whatdoweconsiderasanorganization?怎樣定義組織機(jī)構(gòu)?alinefunction(e.g.sales,production)+twosupportfunctions(e.g.finance,humanresources)

一個前線功效組別

(比如:銷售,生產(chǎn))+兩個支援功效組別

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

考慮地方通脹率和匯率浮動(兌美金)原因,機(jī)構(gòu)規(guī)模查表以 地方貨幣為單位,而且每年更新一次第8頁

機(jī)構(gòu)性質(zhì)

Natureoftheorganization

SemiFinished半完成RawMaterials原料Finished完成Wholesale批發(fā)FinalCustomer用戶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經(jīng)過銷售網(wǎng)絡(luò)FinalUser最終用戶第9頁第10頁第11頁對企業(yè)影響

ImpactonOrganization

OrganizationSize機(jī)構(gòu)規(guī)模HeadofOrganization

機(jī)構(gòu)領(lǐng)導(dǎo)(A-levelpositionsA級職位)StaffFunction

功效組別(B-levelpositions

B級職位)Function/

功效組別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)第12頁對企業(yè)影響

ImpactonOrganization

機(jī)構(gòu)Organization職位Position121110967893456BLevelPositionsB級職位CLevelPositionsC級職位DLevelPositionsD級職位功效/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第13頁第14頁原因二：監(jiān)督管理

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)...+功效匯報Communication=Inform/Exchangeideas/Cooperate/Workingroups...溝通=通知/交換意見/合作/團(tuán)體工作...Headcount人數(shù):44Directsubordinates直接下屬:9Indirectsubordinates間接下屬:34Totalsubordinates總下屬人數(shù):43Headcountofsubordinates:43下屬人數(shù):43第15頁下屬人數(shù)(直接和間接)

NumberofSubordinates(directandindirect)

givesanindicationofthemanagementqualificationsrequired

明確管理者所具備資格considerthetotalnumberofemployeesforwhichthepostionisresponsible,bothdirectlyreportingandthosereportingthroughsubordinates

包含全部監(jiān)督職員,直接匯報和經(jīng)過下屬間接匯報人也計算在內(nèi)whensubordinatesclearlyhavetworeportinglines,thenthenumberofsuchsubordinatesshouldbedividedbytwo

當(dāng)下屬清楚地向兩方上級匯報,將這類下屬人數(shù)除二第16頁correctdegreelevel

下屬類別

KindofSubordinates

S:Subordinateswithspecializedactivities:analyses,techniques..下屬擔(dān)任專門活動:分析,技術(shù)H:Subordinateswithhomogeneousactivities:currentandbasic…下屬擔(dān)任相同活動:現(xiàn)今,基本42S123SSSHHHHHHHHSSHH第17頁第18頁原因三：責(zé)任范圍

AreaofResponsiblity

Thediversityandrangesofactivitiesrequiredfortheposition.職位所要求活動范圍和多樣性Thedegreeofindependencerequiredtomakedecisionsandinfluenceownandsubordinates’work.

對職位本身和下屬工作作出決定和影響?yīng)毩⒊潭萒hedegreeofknowledgerequiredregardingthecompany/themarket.企業(yè)、市場所要求知識程度。第19頁廣度

Diversity!Contact=Activity=Responsibility//接觸活動責(zé)任Diverseactivitieswithinafunction/unit

在同一功效組別內(nèi),擔(dān)任不一樣工作Severalsimilaractivitieswithinafunction/unit

在同一功效組別內(nèi),擔(dān)任幾個相同工作Sameactivitieswithinafunction/unit

在同一功效組別內(nèi),擔(dān)任重復(fù)性工作Similaractivitieswithinafunction/unit

在同一功效組別內(nèi),擔(dān)任相同工作Diverseactivitieswithindifferentfunctions/units

在不一樣功效組別內(nèi),擔(dān)任不一樣工作Leadsanorganization

領(lǐng)導(dǎo)機(jī)構(gòu)Leadsafunction/unit

領(lǐng)導(dǎo)一個功效組別Leadsseveralfunction/unit

領(lǐng)導(dǎo)幾個功效組別87654231

Organization機(jī)構(gòu)

功效組別

Function

責(zé)任范圍AreaofResponsibility

Position職位

Position職位

Position職位

Position職位

功效組別

Function

業(yè)務(wù)組別

BusinessUnit級別Degree第20頁獨立性

IndependencePositionholderplanshowtoattainthegoalsetandisresponsibleforindependentimplementationofresults

主管制訂目標(biāo)后,任職人獨立實施和負(fù)責(zé)實施結(jié)果Superiordecideswhat-andwhentodo,andchecksatcertainstages

主管制訂作什么和何時作并在主要步驟進(jìn)行監(jiān)督What-,why-,when-,where-andhowtodothejobareclearlydefinedandsupervised

工作過程分明-作什么,為何作,何時作,那里作,怎樣作都很清楚說明并受監(jiān)督Superiordecideswhat-,when-andhowtodo,andcontrolfromtimetotime

主管制訂作什么,何時作和怎樣作并在每一步驟進(jìn)行監(jiān)督Positionholderdecideswhat-,why-,when-,where-andhowtodowithinthefunction

在功效組別內(nèi),任職人制訂作什么,為何作,何時作,那里作和怎樣作Positionholderdecideswhat-,why-,when-,where-andhowtodofortheorganization

任職人為機(jī)構(gòu)制訂作什么,為何作,何時作,那里作和怎樣作PositionholdersetsoveralltargetsandpoliciesforthecorporationinconsultationwiththeCorporateBoard

諮詢集團(tuán)董事會后,任職人為集團(tuán)制訂全方面目標(biāo)和政策

7654231級別

Degree第21頁

獨立性

Independence

CorporateBoardofDirectorscontrol集團(tuán)董事會控制X7645321outsidetheorganization

企業(yè)外CorporateCEOcontrol

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

企業(yè)內(nèi)Controlafterdelivery

以效果控制Controlthroughcheckpoints

檢驗控制Stepbystepcontrol

一步一步控制Permanentcontrol時時刻刻受控制級別

Degree第22頁營業(yè)知識面

BusinessUnderstandingMarket市場Organization機(jī)構(gòu)1234345/correctdegreelevelBusinessunderstanding=Professionalunderstanding營業(yè)知識面專業(yè)知識面!第23頁第24頁原因四：溝通技巧

Interaction溝通CommunicationAbility技巧Frame范圍Frequency頻率談判Negotiation決議Decision312天天Daily偶然Occasional時常Frequent321321321121212121212121212天天Daily偶然Occasional時常Frequent天天Daily偶然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外部第25頁InteractionAbility溝通技巧1 Normal Basiccourtesy&exchangeofinformation

普通 普通性禮節(jié)和交換信息交流2 Important Moredemandingnature吃力交流

主要 Cooperation&influencingpeople

要求與人合作,對人施加影響

Negotiations,interviews,salesand purchasingdecisions

談判,面試,銷售,說服等3 Maximum Negotiationsanddecisionsofhigh

極大

importancefortheWHOLEorganization

對整個企業(yè)有重大影響談判和決議第26頁WhichdegreeofContactFrequency?溝通頻率Daily天天Afewtimesaweek時常Afewtimesamonth偶然第27頁第28頁因素五：任職資格

QualificationEducation學(xué)歷theminimumeducationnormallyrequiredbytheorganization機(jī)構(gòu)要求最低學(xué)歷“Mandatory”normallyisdefinedasatleast9-10yearsofeducation接收最少九至十年義務(wù)教育Experience經(jīng)驗relevantpracticalexperience相關(guān)實際經(jīng)驗shouldnotbeevaluatedintermsofnumberofyears,butintermsoftheextentofknowledgeandskillsacquiredfortheposition

不按工作年數(shù)評定,而依據(jù)按職位所需知識和技巧程度Shouldnotconsiderpositionholder’sowneducationandexperiencesincethatisnotalwaysthatsameaswhatisrequiredforjob.不應(yīng)考慮任職者個人學(xué)歷和經(jīng)驗,因為這些通常不等于工作所需!第29頁第30頁

因素六：解決問題ProblemSolvingAnalyticalandcreativeabilitiesrequiredforproblemsolvinganddevelopments

解決問題所需分析力和創(chuàng)造性Complexityofoperationalandadministrativeproblems

處理問題復(fù)雜性第31頁處理問題創(chuàng)造性

InnovativeProblemSolving1Noimprovementnecessary不需要改良32Update-tools,techniques,methodsrelatedtoaposition在工作范圍內(nèi),更新工具,技巧和方法Improve-tools,techniques,methodsrelatedtoafunction在功效組別內(nèi),改良工具,技巧和方法76Uniquedevelopment-newinthemarket市場上新創(chuàng)造Invention-morescientific,technical科學(xué)和技術(shù)上新創(chuàng)造45Create-newtechniques,methodswithinternalsupport源至內(nèi)部幫助,創(chuàng)造新技巧和方法Create-newtechniques,methodswithexternalsupport源至外來幫助,創(chuàng)造新技巧和方法級別Degree第32頁處理問題復(fù)雜性

Operational/AdministrativeProblemSolving7645321Routine-followinstructions按常規(guī)工作-跟隨指示Choice-twooptions二選一Alternativeoptions-requiringanalysis有選擇-需要分析Forecast-investigationofimpactonoutcomesuchasrevenue,cost,reactionsetc.預(yù)測-研究對結(jié)果影響,比如,收入,成本及反饋Forecastwithuncertainfuturevariables-investigationofcomplicatedvariablesandimpactonoutcomesuchasaccuracy,predictionsonrevenue,cost,position,reactionsetc.預(yù)測未來不確定原因-研究復(fù)雜原因和對結(jié)果影響,比如,準(zhǔn)確性,預(yù)測收入,成本,職位及反饋

Acrossentireorganization橫跨整個機(jī)構(gòu)Acrossseveralorganizations橫跨幾個機(jī)構(gòu)Theoperational/administrativeproblemgrowwiththescopeandsizeofthepositionwhereasthisisnotthecasewithinnovativeproblems.復(fù)雜性問題隨著職位范圍和規(guī)模增加,但創(chuàng)造性問題卻不一樣!第33頁第34頁因素七：環(huán)境條件

EnvironmentalConditions

Environment

環(huán)境normal

正常-no/limitedadaptation不需/有限適應(yīng)difficult非正常-governedbytechnicaltoolsand/ormentalprocessand/orrequiresphysicaleffort 技術(shù)設(shè)備原因及/或精神程序及/或需要體力勞動Risknormal正常-

onlyunpredictedeventsmayinterruptthenormalcourseofaction基于一些不能預(yù)測事件妨礙正常運作difficult非正常-constantlyfacespoliticaluncertaintyorindustrialrisk

經(jīng)常面對政局不穩(wěn)或工業(yè)風(fēng)險第35頁第36頁分?jǐn)?shù)轉(zhuǎn)換表第37頁IPE系統(tǒng)應(yīng)用

ApplicationsofIPESystemAclearrankingofpositions

明確分出職位級別Areliablebaseforanequitablesalarystructure

作為一個公平工資結(jié)構(gòu)可靠依據(jù)Aglobaloverviewofrelationsbetweenpositions

宏觀了解職位相互關(guān)系A(chǔ)startingpointforposition/personprofiles

職位、任職者形象描述出發(fā)點Adatabaseforcareerplanningandsuccession

職業(yè)發(fā)展和繼承數(shù)據(jù)庫Anobjectivereferencetosolvetitlingissues

處理職稱問題客觀參考Ameansofmarketcomparison

市場比較伎倆第38頁清楚職位等級

ClearRankingofPositionsL-1LL-1L-2L-2L-3L-3L-1L-2L-2L-1L-2L-2L-2L-2第39頁IPE系統(tǒng)應(yīng)用

ApplicationsofIPESystemAclearrankingofpositions

明確分出職位級別Areliablebaseforanequitablesalarystructure

作為一個公平工資結(jié)構(gòu)可靠依據(jù)Aglobaloverviewofrelationsbetweenpositions

宏觀了解職位相互關(guān)系A(chǔ)startingpointforposition/personprofiles

職位、任職者形象描述出發(fā)點Adatabaseforcareerplanningandsuccession

職業(yè)發(fā)展和繼承數(shù)據(jù)庫Anobjectivereferencetosolvetitlingissues

處理職稱問題客觀參考Ameansofmarketcomparison

市場比較伎倆第40頁SalaryStructure-CompanyZ

Z企業(yè)工資結(jié)構(gòu)

ThereisnoSalaryStructure工資無結(jié)構(gòu)

Salariesaredecidedcasebycase工資隨機(jī)性

Obviousinternalinequity內(nèi)部無公平第41頁IPE系統(tǒng)應(yīng)用

ApplicationsofIPESystemClearrankingofpositions

明確分出職位級別Areliablebaseforanequitablesalarystructure

作為一個公平工資結(jié)構(gòu)可靠依據(jù)Aglobaloverviewofrelationsbetweenpositions

宏觀了解職位相互關(guān)系A(chǔ)startingpointforposition/personprofiles

職位、任職者形象描述出發(fā)點Adatabaseforcareerplanningandsuccession

職業(yè)發(fā)展和繼承數(shù)據(jù)庫Anobjectivereferencetosolvetitlingissues

處理職稱問題客觀參考Ameansofmarketcomparison

市場比較伎倆第42頁PositionEvaluation職位評定第43頁IPE系統(tǒng)應(yīng)用

ApplicationsofIPESystemAclearrankingofpositions

明確分出職位級別Areliablebaseforanequitablesalarystructure

作為一個公平工資結(jié)構(gòu)可靠依據(jù)Aglobaloverviewofrelationsbetweenpositions

宏觀了解職位相互關(guān)系A(chǔ)startingpointforposition/personprofiles

職位、任職者形象描述出發(fā)點Adatabaseforcareerplanningandsuccession

職業(yè)發(fā)展和繼承數(shù)據(jù)庫Anobjectivereferencetosolvetitlingissues

處理職稱問題客觀參考Ameansofmarketcomparison

市場比較伎倆第44頁ThePositionandTheIncumbent

職位和任職者比較CRG等級第45頁IPE系統(tǒng)應(yīng)用

ApplicationsofIPESystemAclearrankingofpositions

明確分出職位級別Areliablebaseforanequitablesalarystructure

作為一個公平工資結(jié)構(gòu)可靠依據(jù)Aglobaloverviewofrelationsbetweenpositions

宏觀了解職位相互關(guān)系A(chǔ)startingpointforposition/personprofiles

職位、任職者形象描述出發(fā)點Adatabaseforcareerplanningandsuccession

職業(yè)發(fā)展和繼承數(shù)據(jù)庫Anobjectivereferencetosolvetitlingissues

處理職稱問題客觀參考Ameansofmarketcomparison

市場比較伎倆第46頁PromotionandConsequences

提升和結(jié)果VIVIIIIII290220170130100企業(yè)等級InternalGrading標(biāo)準(zhǔn)工資ReferenceSalary應(yīng)得酬勞

Recognition挑戰(zhàn)Challenge風(fēng)險Risk烏托邦Utopia提升標(biāo)準(zhǔn)依照企業(yè)等級而定Promotionstepsfollowtheinternalgrading標(biāo)準(zhǔn)工資隨企業(yè)等級改變而改變ReferenceSalaries(PayforPosition)areinlinewithinternalgrading提升是由技能決定，而非僅由績效而定Promotionisbuiltoncompetencies,notonperformanceonly第47頁IPE系統(tǒng)應(yīng)用

ApplicationsofIPESystemA

clearrankingofpositions

明確分出職位級別Areliablebaseforanequitablesalarystructure

作為一個公平工資結(jié)構(gòu)可靠依據(jù)Aglobaloverviewofrelationsbetweenpositions

宏觀了解職位相互關(guān)系A(chǔ)startingpointforposition/personprofiles