[經(jīng)管營(yíng)銷(xiāo)]國(guó)際職位評(píng)估系統(tǒng)PPT課件

國(guó)際職位評(píng)估系統(tǒng)IIInternationalPositionEvaluationII,偉世顧問(wèn)有限公司2002/3/31,不清晰的職位等級(jí)UnclearRankingofPositions,清晰的職位等級(jí)ClearRankingofPositions,L-1,Organization組織,Function/unit部門(mén),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(wèn)題Environment環(huán)境,職位評(píng)估系統(tǒng)因素PositionEvaluationFactors,職位評(píng)估系統(tǒng)分?jǐn)?shù)TheIPEPoints,SIZEOFRESPONSIBILITY職責(zé)規(guī)模,SCOPEOFRESPONSIBILITY職責(zé)范圍,對(duì)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(wèn)題難度Problemsolving,環(huán)境條件Environmentalconditions,JOBCOMPLEXITY工作復(fù)雜程度,職位評(píng)估系統(tǒng)七個(gè)因素的比重TheWeightingofIPEFactors,解決問(wèn)題難度,任職資格,溝通技巧,環(huán)鏡條件,對(duì)企業(yè)的影響,監(jiān)督管理,責(zé)任范圍,總分?jǐn)?shù)TotalPoints:65-1193,因素一：對(duì)企業(yè)的影響ImpactonOrganization,heavilyweightedinthePositionEvaluation在職位評(píng)估中占很大比重themorepositionsthereareonthesameorganizationlevel,thelessimpactthepositionshave在機(jī)構(gòu)的同一層次,職位越多,職位的影響則越小measuretheinfluencethepositionhasonorganizationsresultbothintheshort-andlong-term量度一個(gè)職位對(duì)企業(yè)短期及長(zhǎng)期的影響evaluatingtheimpactfromthetopoftheorganizationdownwards由上而下進(jìn)行評(píng)估,機(jī)構(gòu)規(guī)模SizeofOrganization,Theimpactofapositionvarymuchdependsonthesizeoftheorganization職位對(duì)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Whatdoweconsiderasanorganization?如何定義組織機(jī)構(gòu)?alinefunction(e.g.sales,production)+twosupportfunctions(e.g.finance,humanresources)一個(gè)前線功能組別(例如:銷(xiāo)售，生產(chǎn))+兩個(gè)支援功能組別(例如:財(cái)政，人力資源)Thesizeoforganizationtablesareinlocalcurrencyandareupdatedeachyear,takingintoaccountlocalinflationandexchangeratefluctuations(inrelationtoUS$)考慮地方通脹率和匯率浮動(dòng)（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)Natureoftheorganization,對(duì)企業(yè)的影響ImpactonOrganization,對(duì)企業(yè)的影響ImpactonOrganization,因素二：監(jiān)督管理Supervision,Headcount人數(shù):44Directsubordinates直接下屬:9Indirectsubordinates間接下屬:34Totalsubordinates總下屬人數(shù):43,Headcountofsubordinates:43下屬人數(shù):43,下屬人數(shù)(直接和間接的)NumberofSubordinates(directandindirect),givesanindicationofthemanagementqualificationsrequired明確管理者所具備的資格considerthetotalnumberofemployeesforwhichthepostionisresponsible,bothdirectlyreportingandthosereportingthroughsubordinates包括所有監(jiān)督的職員,直接報(bào)告的和通過(guò)下屬間接報(bào)告的人也計(jì)算在內(nèi)whensubordinatesclearlyhavetworeportinglines,thenthenumberofsuchsubordinatesshouldbedividedbytwo當(dāng)下屬清楚地向兩方上級(jí)報(bào)告,將這類(lèi)下屬的人數(shù)除二,correctdegreelevel,下屬類(lèi)別KindofSubordinates,S:Subordinateswithspecializedactivities:analyses,techniques.下屬擔(dān)任專(zhuān)門(mén)的的活動(dòng):分析,技術(shù),H:Subordinateswithhomogeneousactivities:currentandbasic下屬擔(dān)任相似的活動(dòng):現(xiàn)今的,基本的,因素三：責(zé)任范圍AreaofResponsibility,Thediversityandrangesofactivitiesrequiredfortheposition.職位所要求的活動(dòng)范圍和多樣性Thedegreeofindependencerequiredtomakedecisionsandinfluenceownandsubordinateswork.對(duì)職位自身和下屬工作作出決定和影響的獨(dú)立程度Thedegreeofknowledgerequiredregardingthecompany/themarket.公司、市場(chǎng)所要求的知識(shí)程度。,廣度Diversity,!,Diverseactivitieswithinafunction/unit在同一功能組別內(nèi),擔(dān)任不同的工作,Severalsimilaractivitieswithinafunction/unit在同一功能組別內(nèi),擔(dān)任幾個(gè)相似的工作,Sameactivitieswithinafunction/unit在同一功能組別內(nèi),擔(dān)任重復(fù)性的工作,Similaractivitieswithinafunction/unit在同一功能組別內(nèi),擔(dān)任相似的工作,Diverseactivitieswithindifferentfunctions/units在不同功能組別內(nèi),擔(dān)任不同的工作,Leadsanorganization領(lǐng)導(dǎo)機(jī)構(gòu),Leadsafunction/unit領(lǐng)導(dǎo)一個(gè)功能組別,Leadsseveralfunction/unit領(lǐng)導(dǎo)幾個(gè)功能組別,8,7,6,5,4,2,3,1,級(jí)別Degree,獨(dú)立性Independence,Positionholderplanshowtoattainthegoalsetandisresponsibleforindependentimplementationofresults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,Superiordecideswhat-andwhentodo,andchecksatcertainstages主管制定作什么和何時(shí)作并在主要環(huán)節(jié)進(jìn)行監(jiān)督,What-,why-,when-,where-andhowtodothejobareclearlydefinedandsupervised工作過(guò)程分明-作什么,為何作,何時(shí)作,那里作,如何作都很清楚說(shuō)明并受監(jiān)督,Superiordecideswhat-,when-andhowtodo,andcontrolfromtimetotime主管制定作什么,何時(shí)作和如何作并在每一環(huán)節(jié)進(jìn)行監(jiān)督,Positionholderdecideswhat-,why-,when-,where-andhowtodowithinthefunction在功能組別內(nèi),任職人制定作什么,為何作,何時(shí)作,那里作和如何作,Positionholderdecideswhat-,why-,when-,where-andhowtodofortheorganization任職人為機(jī)構(gòu)制定作什么,為何作,何時(shí)作,那里作和如何作,PositionholdersetsoveralltargetsandpoliciesforthecorporationinconsultationwiththeCorporateBoard諮詢集團(tuán)董事會(huì)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(jí)別Degree,獨(dú)立性Independence,CorporateBoardofDirectorscontrol集團(tuán)董事會(huì)控制,級(jí)別Degree,營(yíng)業(yè)知識(shí)面BusinessUnderstanding,Market市場(chǎng),Organization機(jī)構(gòu),1,2,3,4,3,4,5,/,因素四：溝通技巧Interaction,InteractionAbility溝通技巧,1NormalBasiccourtesy&exchangeofinformation普通一般性禮節(jié)和交換信息的交流2ImportantMoredemandingnature吃力的交流重要Cooperation&influencingpeople要求與人合作,對(duì)人施加影響Negotiations,interviews,salesandpurchasingdecisions談判,面試,銷(xiāo)售,說(shuō)服等3MaximumNegotiationsanddecisionsofhigh極大importancefortheWHOLEorganization對(duì)整個(gè)公司有重大影響的談判和決策,WhichdegreeofContactFrequency?溝通頻率,Daily天天,Afewtimesamonth時(shí)常,Afewtimesayear偶爾,因素五：任職資格Qualification,Education學(xué)歷theminimumeducationnormallyrequiredbytheorganization機(jī)構(gòu)要求的最低學(xué)歷“Mandatory”normallyisdefinedasatleast9-10yearsofeducation接受最少九至十年的義務(wù)教育Experience經(jīng)驗(yàn)relevantpracticalexperience相關(guān)的實(shí)際經(jīng)驗(yàn)shouldnotbeevaluatedintermsofnumberofyears,butintermsoftheextentofknowledgeandskillsacquiredfortheposition不按工作年數(shù)評(píng)估,而依據(jù)按職位所需的知識(shí)和技巧程度,因素六：解決問(wèn)題ProblemSolving,Analyticalandcreativeabilitiesrequiredforproblemsolvinganddevelopments解決問(wèn)題所需的分析力和創(chuàng)造性Coplexityofoperationalandadministrativeproblems處理問(wèn)題的復(fù)雜性,解決問(wèn)題的創(chuàng)造性InnovativeProblemSolving,3,2,Update-tools,techniques,methodsrelatedtoaposition在工作范圍內(nèi),更新工具,技巧和方法,Improve-tools,techniques,methodsrelatedtoafunction在功能組別內(nèi),改良工具,技巧和方法,7,6,Uniquedevelopment-newinthemarket市場(chǎng)上的新發(fā)明,Invention-morescientific,technical科學(xué)和技術(shù)上的新發(fā)明,4,5,Create-newtechniques,methodswithinternalsupport源至內(nèi)部的幫助,創(chuàng)造新的技巧和方法,Create-newtechniques,methodswithexternalsupport源至外來(lái)的幫助,創(chuàng)造新的技巧和方法,級(jí)別Degree,解決問(wèn)題的復(fù)雜性O(shè)perational/AdministrativeProblemSolving,7,6,4,5,3,2,1,Routine-followinstructions按常規(guī)工作-跟隨指示,Choice-twooptions二選一,Alternativeoptions-requiringanalysis有選擇的-需要分析,Forecast-investigationofimpactonoutcomesuchasrevenue,cost,reactionsetc.預(yù)測(cè)-研究對(duì)結(jié)果的影響,例如,收入,成本及反饋,Forecastwithuncertainfuturevariables-investigationofcomplicatedvariablesandimpactonoutcomesuchasaccuracy,predictionsonrevenue,cost,position,reactionsetc.預(yù)測(cè)未來(lái)不確定的因素-研究復(fù)雜因素和對(duì)結(jié)果的影響,例如,準(zhǔn)確性,預(yù)測(cè)收入,成本,職位及反饋,Acrossentireorganization橫跨整個(gè)機(jī)構(gòu),Acrossseveralorganizations橫跨幾個(gè)機(jī)構(gòu),Theoperational/administrativeproblemgrowwiththesocpeandsizeofthepositionwhereasthisisnotthecasewithinnovativeproblems.復(fù)雜性問(wèn)題隨著職位的范圍和規(guī)模增加,但創(chuàng)造性問(wèn)題卻不一樣,!,因素七：環(huán)境條件EnvironmentalConditions,Environment環(huán)境normal正常-no/limitedadaptation不需/有限的適應(yīng)difficult非正常-governedbytechnicaltoolsand/ormentalprocessand/orrequiresphysicaleffort技術(shù)設(shè)備因素及/或精神程序及/或需要體力勞動(dòng)Risknormal正常-onlyunpredictedeventsmayinterruptthenormalcourseofaction基于一些不能預(yù)測(cè)的事件妨礙正常運(yùn)作difficult非正常-constantlyfacespoliticaluncertaintyorindustrialrisk經(jīng)常面對(duì)政局不穩(wěn)或工業(yè)風(fēng)險(xiǎn),分?jǐn)?shù)轉(zhuǎn)換表,IPE系統(tǒng)的應(yīng)用ApplicationsofIPESystem,Aclearrankingofpositions明確分出職位的級(jí)別Areliablebaseforanequitablesalarystructure作為一個(gè)公平的工資結(jié)構(gòu)的可靠依據(jù)Aglobaloverviewofrelationsbetweenpositions宏觀的了解職位的相互關(guān)系A(chǔ)startingpointforposition/personprofiles職位、任職者形象描述的出發(fā)點(diǎn)Adatabaseforcareerplanningandsuccession職業(yè)發(fā)展和繼承的數(shù)據(jù)庫(kù)Anobjectivereferencetosolvetitlingissues解決職稱問(wèn)題的客觀參考Ameansofmarketcomparison市場(chǎng)比較的手段,清晰的職位等級(jí)ClearRankingofPositions,L-1,IPE系統(tǒng)的應(yīng)用ApplicationsofIPESystem,Aclearrankingofpositions明確分出職位的級(jí)別Areliablebaseforanequitablesalarystructure作為一個(gè)公平的工資結(jié)構(gòu)可靠依據(jù)Aglobaloverviewofrelationsbetweenpositions宏觀的了解職位的相互關(guān)系A(chǔ)startingpointforposition/personprofiles職位、任職者形象描述的出發(fā)點(diǎn)Adatabaseforcareerplanningandsuccession職業(yè)發(fā)展和繼承的數(shù)據(jù)庫(kù)Anobjectivereferencetosolvetitlingissues解決職稱問(wèn)題的客觀參考Ameansofmarketcomparison市場(chǎng)比較的手段,SalaryStructure-CompanyZZ公司工資結(jié)構(gòu),ThereisnoSalaryStructure工資無(wú)結(jié)構(gòu)Salariesaredecidedcasebycase工資隨機(jī)性O(shè)bviousinternalinequity內(nèi)部無(wú)公平,IPE系統(tǒng)的應(yīng)用ApplicationsofIPESystem,Clearrankingofpositions明確分出職位的級(jí)別Areliablebaseforanequitablesalarystructure作為一個(gè)公平的工資結(jié)構(gòu)的可靠依據(jù)Aglobaloverviewofrelationsbetweenpositions宏觀的了解職位的相互關(guān)系A(chǔ)startingpointforposition/personprofiles職位、任職者形象描述的出發(fā)點(diǎn)Adatabaseforcareerplanningandsuccession職業(yè)發(fā)展和繼承的數(shù)據(jù)庫(kù)Anobjectivereferencetosolvetitlingissues解決職稱問(wèn)題的客觀參考Ameansofmarketcomparison市場(chǎng)比較的手段,PositionEvaluation職位評(píng)估,Aclearrankingofpositions明確分出職位的級(jí)別Areliablebaseforanequitablesalarystructure作為一個(gè)公平的工資結(jié)構(gòu)的可靠依據(jù)Aglobaloverviewofrelationsbetweenpositions宏觀的了解職位的相互關(guān)系A(chǔ)startingpointforposition/personprofiles職位、任職者形象描述的出發(fā)點(diǎn)Adatabaseforcareerplanningandsuccession職業(yè)發(fā)展和繼承的數(shù)據(jù)庫(kù)Anobjectivereferencetosolvetitlingissues解決職稱問(wèn)題的客觀參考Ameansofmarketcomparison市場(chǎng)比較的手段,IPE系統(tǒng)的應(yīng)用ApplicationsofIPESystem,ThePositionandTheIncumbent職位和任職者比較,MERCER等級(jí),Aclearrankingofpositions明確分出職位的級(jí)別Areliablebaseforanequitablesalarystructure作為一個(gè)公平的工資結(jié)構(gòu)的可靠依據(jù)Aglobaloverviewofrelationsbetweenpositions宏觀的了解職位的相互關(guān)系A(chǔ)startingpointforposition/personprofiles職位、任職者形象描述的出發(fā)點(diǎn)Adatabaseforcareerplanningandsuccession職業(yè)發(fā)展和繼承的數(shù)據(jù)庫(kù)Anobjectivereferencetosolvetitlingissues解決職稱問(wèn)題的客觀參考Ameansofmarketcomparison市場(chǎng)比較的手段,IPE系統(tǒng)的應(yīng)用ApplicationsofIPESystem,PromotionandConsequences提升和結(jié)果,提升的標(biāo)準(zhǔn)依照公司等級(jí)而定Promotionstepsfollowtheinternalgrading標(biāo)準(zhǔn)工資隨公司等級(jí)變化而變化ReferenceSalaries(PayforPosition)areinlinewithinternalgrading提升是由技能決定，而非僅由績(jī)效而定Promotionisbuiltoncompetencies,notonperformanceonly,IPE系統(tǒng)的應(yīng)用ApplicationsofIPESystem,Aclearrankingofpositions明確分出職位的級(jí)別Areliablebaseforanequitablesalarystructure作為一個(gè)公平的工資結(jié)構(gòu)的可靠依據(jù)Aglobaloverviewofrelationsbetweenpositions宏觀的了解職位的相互關(guān)系A(chǔ)startingpointforposition/personprofiles職位、任職者形象描述的出發(fā)點(diǎn)Adatabaseforcareerplanningandsuccession職業(yè)發(fā)展和繼承的數(shù)據(jù)庫(kù)Anobjectivereferencetosolvetitlingissues解決職稱問(wèn)題的客觀參考Ameansofmarketcomparison市場(chǎng)