美世-國際職位評估系統(tǒng)-54頁

1、國際職位評估系統(tǒng)International Position Evaluation,不清晰的職位等級Unclear Ranking of Positions,清晰的職位等級Clear Ranking of Positions,L-1,Organization組織,,Function / unit部門,,Position職位,+,+,,,,Size 規(guī)模Impact 影響Supervision 監(jiān)督管理,Area of r

2、esponsibility職責(zé)范圍Interaction 溝通技巧,Qualification 任職資格Problem solving 解決問題Environment 環(huán)境,職位評估系統(tǒng)因素Position Evaluation Factors,職位評估系統(tǒng)分?jǐn)?shù) The IPE Points,SIZE OF RESPONSIBILITY 職責(zé)規(guī)模,SCOPE OF RESPONSIBILITY 職責(zé)范圍,,對企業(yè)的影響Im

3、pact on organization,監(jiān)督管理Supervision,責(zé)任范圍Area of responsibility,溝通技考Interaction,任職資格 Qualification,解決問題難度Problem solving,環(huán)境條件Environmental conditions,JOB COMPLEXITY 工作復(fù)雜程度,職位評估系統(tǒng)七個因素的比重 The Weighting of IPE Fact

4、ors,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?jǐn)?shù)Total Points:65-1193,因素一：對企業(yè)的影響 Impact on Organization,heavily weighted in the Position Evaluation 在職位評估中占很大比重the more positions there are on the same organization le

5、vel, the less impact the positions have 在機(jī)構(gòu)的同一層次,職位越多,職位的影響則越小measure the influence the position has on organization’s result both in the short- and long-term 量度一個職位對企業(yè)短期及長期的影響evaluating the impact from the top o

6、f the organization downwards 由上而下進(jìn)行評估,機(jī)構(gòu)規(guī)模 Size of Organization,The impact of a position vary much depends on the size of the organization 職位對企業(yè)的影響隨著機(jī)構(gòu)的規(guī)模不同,而有明顯的不同What do we consider as an organization? 如何定義組織機(jī)構(gòu)?

7、a line function (e.g. sales, production) + two support functions (e.g. finance, human resources) 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)The size of organization tables are in local currency and are updated

8、each year, taking into account local inflation and exchange rate fluctuations (in relation to US$) 考慮地方通脹率和匯率浮動(兌美金)的因素, 機(jī)構(gòu)規(guī)模查表以地方貨幣為單位,并且每年更新一次,機(jī)構(gòu)的性質(zhì) Nature of the organization,對企業(yè)的影響 Impact on Organization,對企業(yè)的

9、影響 Impact on Organization,因素二：監(jiān)督管理 Supervision,Headcount 人數(shù) : 44Direct subordinates 直接下屬 : 9Indirect subordinates 間接下屬 : 34Total subordinates 總下屬人數(shù) : 43,Headcount of subordinates : 43下屬人數(shù) : 43,,下屬人數(shù) (直接和間接的) Numb

10、er of Subordinates (direct and indirect),gives an indication of the management qualifications required 明確管理者所具備的資格consider the total number of employees for which the postion is responsible, both directly reporting an

11、d those reporting through subordinates 包括所有監(jiān)督的職員,直接報告的和通過下屬間接報告的人也計算在內(nèi)when subordinates clearly have two reporting lines, then the number of such subordinates should be divided by two 當(dāng)下屬清楚地向兩方上級報告, 將這類下屬的人數(shù)除二,corre

12、ct degree level,下屬類別 Kind of Subordinates,S: Subordinates with specialized activities: analyses, techniques .. 下屬擔(dān)任專門的的活動:分析,技術(shù),H: Subordinates with homogeneous activities: current and basic … 下屬擔(dān)任相似的活動:現(xiàn)今的,基本的,,因素三：責(zé)任

13、范圍 Area of Responsiblity,The diversity and ranges of activities required for the position. 職位所要求的活動范圍和多樣性 The degree of independence required to make decisions and influence own and subordinates’ work. 對職位自身和下

14、屬工作作出決定和影響的獨(dú)立程度The degree of knowledge required regarding the company / the market. 公司、市場所要求的知識程度。,廣度 Diversity,!,Diverse activities within a function/unit 在同一功能組別內(nèi),擔(dān)任不同的工作,Several similar activities within a fu

15、nction/unit 在同一功能組別內(nèi),擔(dān)任幾個相似的工作,Same activities within a function/unit 在同一功能組別內(nèi),擔(dān)任重復(fù)性的工作,Similar activities within a function/unit 在同一功能組別內(nèi),擔(dān)任相似的工作,Diverse activities within different functions/units

16、 在不同功能組別內(nèi),擔(dān)任不同的工作,Leads an organization 領(lǐng)導(dǎo)機(jī)構(gòu),Leads a function/unit 領(lǐng)導(dǎo)一個功能組別,Leads several function/unit 領(lǐng)導(dǎo)幾個功能組別,8,7,6,5,4,2,3,1,級別Degree,獨(dú)立性 Independence,Position holder plans how to att

17、ain the goal set and is responsible for independent implementation of results 主管制定目標(biāo)后,任職人獨(dú)立實(shí)施和負(fù)責(zé)實(shí)施的結(jié)果,Superior decides what- and when to do, and checks at certain stages 主管制定作

18、什么和何時作并在主要環(huán)節(jié)進(jìn)行監(jiān)督,What-, why-,when-,where- and how to do the job are clearly defined and supervised 工作過程分明-作什么,為何作, 何時作,那里作,如何作都很清楚說明并受監(jiān)督,Superior decides what-, when- and how to do, and control from tim

19、e to time 主管制定作什么,何時作和如何作并在每一環(huán)節(jié)進(jìn)行監(jiān)督,Position holder decides what-, why-,when-,where- and how to do within the function 在功能組別內(nèi), 任職人制定作什么,為何作, 何時作,那里作和如何作,Position holder

20、 decides what-, why-,when-,where- and how to do for the organization 任職人為機(jī)構(gòu)制定作什么,為何作, 何時作,那里作和如何作,Position holder sets overall targets and policies for the corporation in consultation with the Corpo

21、rate Board 諮詢集團(tuán)董事會后, 任職人為集團(tuán)制定全面的目標(biāo)和政策,7,6,5,4,2,3,1,級別 Degree,獨(dú)立性 Independence,Corporate Board of Directors control 集團(tuán)董事會控制,級別 Degree,營業(yè)知識面 Business Understanding,,,Market 市場,Organization 機(jī)構(gòu),1,2,3,4,3,4,5,/,,因素四：溝通技巧

22、Interaction,Interaction Ability 溝通技巧,1NormalBasic courtesy & exchange of information普通一般性禮節(jié)和交換信息的交流2ImportantMore demanding nature吃力的交流重要Cooperation & influencing people要求與人合作,對人施加影響Negotiations

23、, interviews, sales and purchasing decisions談判,面試,銷售,說服等3MaximumNegotiations and decisions of high極大importance for the WHOLE organization對整個公司有重大影響的談判和決策,Which degree of Contact Frequency? 溝通頻率,Daily天天,A

24、few times a week時常,A few times a month偶爾,因 素 五：任職資格 Qualification,Education 學(xué)歷the minimum education normally required by the organization 機(jī)構(gòu)要求的最低學(xué)歷“Mandatory” normally is defined as at least 9-10 years of educa

25、tion 接受最少九至十年的義務(wù)教育Experience 經(jīng)驗(yàn)relevant practical experience 相關(guān)的實(shí)際經(jīng)驗(yàn)should not be evaluated in terms of number of years, but in terms of the extent of knowledge and skills acquired for the position 不按工作年數(shù)評估, 而依據(jù)按職位

26、所需的知識和技巧程度,因 素 六： 解 決 問 題Problem Solving,Analytical and creative abilities required for problem solving and developments 解 決 問 題 所 需 的 分 析 力 和 創(chuàng) 造 性Complexity of operational and administrative problems 處 理

27、問 題 的 復(fù) 雜 性,解決問題的創(chuàng)造性Innovative Problem Solving,3,2,Update - tools, techniques, methods related to a position 在工作范圍內(nèi),更新工具,技巧和方法,Improve - tools, techniques, methods related to a function 在功能組別內(nèi), 改良工具,技巧和方法,7,6,Unique d

28、evelopment - new in the market市場上的新發(fā)明,Invention - more scientific, technical科學(xué)和技術(shù)上的新發(fā)明,4,5,Create - new techniques, methods with internal support 源至內(nèi)部的幫助,創(chuàng)造新的技巧和方法,Create - new techniques, methods with external suppor

29、t 源至外來的幫助,創(chuàng)造新的技巧和方法,,,,級別 Degree,解決問題的復(fù)雜性O(shè)perational/Administrative Problem Solving,7,6,4,5,3,2,1,Routine - follow instructions 按常規(guī)工作 - 跟隨指示,Choice - two options 二選一,Alternative options - requiring analysis 有選擇的 - 需要分

30、析,Forecast - investigation of impact on outcome such as revenue, cost, reactions etc. 預(yù)測 - 研究對結(jié)果的影響,例如,收入,成本及反饋,Forecast with uncertain future variables - investigation of complicated variables and impact on outcome suc

31、h as accuracy, predictions on revenue, cost, position, reactions etc. 預(yù)測未來不確定的因素 - 研究復(fù)雜因素和對結(jié)果的影響,例如,準(zhǔn)確性, 預(yù)測收入,成本,職位及反饋,Across entire organization 橫跨整個機(jī)構(gòu),Across several organizations 橫跨幾個機(jī)構(gòu),The operational/administrative

32、 problem grow with the scope and size of the position whereas this is not the case with innovative problems. 復(fù)雜性問題隨著職位的范圍和規(guī)模增加,但創(chuàng)造性問題卻不一樣,!,因 素 七：環(huán)境條件 Environmental Conditions,Environment 環(huán)境normal 正常 - no/ limited ada

33、ptation 不需/有限的適應(yīng)difficult 非正常 - governed by technical tools and/or mental process and/or requires physical effort 技術(shù)設(shè)備因素及/或精神程序及/或需要體力勞動Risknormal 正常 - only unpredicted events may interrupt the normal course of act

34、ion 基于一些不能預(yù)測的事件妨礙正常運(yùn)作 difficult 非正常 - constantly faces political uncertainty or industrial risk 經(jīng)常面對政局不穩(wěn)或工業(yè)風(fēng)險,分?jǐn)?shù)轉(zhuǎn)換表,IPE 系統(tǒng)的應(yīng)用Applications of IPE System,A clear ranking of positions 明確分出職位的級別A reliable base for an e

35、quitable salary structure 作為一個公平的工資結(jié)構(gòu)的可靠依據(jù)A global overview of relations between positions 宏觀的了解職位的相互關(guān)系A(chǔ) starting point for position/person profiles

36、 職位、任職者形象描述的出發(fā)點(diǎn)A database for career planning and succession 職業(yè)發(fā)展和繼承的數(shù)據(jù)庫An objective reference to solve titling issues 解決職稱

37、問題的客觀參考A means of market comparison 市場比較的手段,清晰的職位等級Clear Ranking of Positions,L-1,IPE 系統(tǒng)的應(yīng)用Applications of IPE System,A clear ranking of positions 明確分出職位的級別A reliable base for an equitable salary structure

38、 作為一個公平的工資結(jié)構(gòu)可靠依據(jù)A global overview of relations between positions 宏觀的了解職位的相互關(guān)系A(chǔ) starting point for position/person profiles 職位、任職者形象

39、描述的出發(fā)點(diǎn)A database for career planning and succession 職業(yè)發(fā)展和繼承的數(shù)據(jù)庫An objective reference to solve titling issues 解決職稱問題的客觀參考A means of market comparis

40、on 市場比較的手段,Salary Structure - Company ZZ 公司工資結(jié)構(gòu),There is no Salary Structure 工資無結(jié)構(gòu) Salaries are decided case by case 工資隨機(jī)性 Obvious internal inequity 內(nèi)部無公平,IPE 系統(tǒng)的應(yīng)用Applications of IPE System,Clear ranking of positi

41、ons 明確分出職位的級別A reliable base for an equitable salary structure 作為一個公平的工資結(jié)構(gòu)的可靠依據(jù)A global overview of relations between positions 宏觀的了解職位的相互關(guān)系A(chǔ) starting point for

42、 position/person profiles 職位、任職者形象描述的出發(fā)點(diǎn)A database for career planning and succession 職業(yè)發(fā)展和繼承的數(shù)據(jù)庫An objective reference to solve titling issues

43、 解決職稱問題的客觀參考A means of market comparison 市場比較的手段,Position Evaluation 職位評估,IPE 系統(tǒng)的應(yīng)用Applications of IPE System,A clear ranking of positions 明確分出職位的級別A reliable base for an equitable sa

44、lary structure 作為一個公平的工資結(jié)構(gòu)的可靠依據(jù)A global overview of relations between positions 宏觀的了解職位的相互關(guān)系A(chǔ) starting point for position/person profiles

45、 職位、任職者形象描述的出發(fā)點(diǎn)A database for career planning and succession 職業(yè)發(fā)展和繼承的數(shù)據(jù)庫An objective reference to solve titling issues 解決職稱問題的客觀參考A m

46、eans of market comparison 市場比較的手段,The Position and The Incumbent職位和任職者比較,,,,,,,,,,,,,,,,,,,,,,,,,,,,CRG 等級,IPE 系統(tǒng)的應(yīng)用Applications of IPE System,A clear ranking of positions 明確分出職位的級別A reliable base for an equitable sal

47、ary structure 作為一個公平的工資結(jié)構(gòu)的可靠依據(jù)A global overview of relations between positions 宏觀的了解職位的相互關(guān)系A(chǔ) starting point for position/person profiles

48、 職位、任職者形象描述的出發(fā)點(diǎn)A database for career planning and succession 職業(yè)發(fā)展和繼承的數(shù)據(jù)庫An objective reference to solve titling issues 解決職稱問題的客觀參考A me

49、ans of market comparison 市場比較的手段,Promotion and Consequences提升和結(jié)果,提升的標(biāo)準(zhǔn)依照公司等級而定Promotion steps follow the internal grading標(biāo)準(zhǔn)工資隨公司等級變化而變化Reference Salaries (Pay for Position) are in line with internal grading提升是由技能決定，

50、而非僅由績效而定Promotion is built on competencies, not on performance only,IPE 系統(tǒng)的應(yīng)用Applications of IPE System,A clear ranking of positions 明確分出職位的級別A reliable base for an equitable salary structure

51、 作為一個公平的工資結(jié)構(gòu)的可靠依據(jù)A global overview of relations between positions 宏觀的了解職位的相互關(guān)系A(chǔ) starting point for position/person profiles 職位、任職者形象描述的出發(fā)點(diǎn)A database

52、 for career planning and succession 職業(yè)發(fā)展和繼承的數(shù)據(jù)庫An objective reference to solve titling issues 解決職稱問題的客觀參考A means of market comparison 市場比較的手段,Positi

53、on Evaluation 職位評估,IPE 系統(tǒng)的應(yīng)用Applications of IPE System,A clear ranking of positions 明確分出職位的級別A reliable base for an equitable salary structure 作為一個公平的工資結(jié)構(gòu)的可靠依據(jù)A global overview of relati

54、ons between positions 宏觀的了解職位的相互關(guān)系A(chǔ) starting point for position/person profiles 職位、任職者形象描述的出發(fā)點(diǎn)A database for career planning and succession

55、 職業(yè)發(fā)展和繼承的數(shù)據(jù)庫An objective reference to solve titling issues 解決職稱問題的客觀參考A means of market comparison 市場比較的手段,Your Position vs. Market,評估原則 Evaluation Rules,1.Eval

56、uate Top Down職位評估由上至下2.No one may evaluate own position不可評估個人職位3.Check internal equity檢驗(yàn)內(nèi)部平衡Rank all positions evaluated according to size按照被評估職位的級別排列Compare across all divisions or departments跨部門對比職位Calibrate

57、 to ensure equity across the board校正異常職位以確保內(nèi)部平衡,評估步驟Evaluation Process,1.Select benchmark positions 選擇標(biāo)準(zhǔn)職位2.Gather data on benchmark positions 標(biāo)準(zhǔn)職位信息收集3.Select position analysts 挑選職位分析員4.Form evaluation commit