國際職位評估系統(tǒng)ppt課件

1、國際職位評價(jià)系統(tǒng) IPE International Position Evaluation羅靜2021.課程目的了解職位評價(jià)的重要性及根本方法了解職位評價(jià)的相關(guān)知識掌握職位評價(jià)的方法及步驟.課程內(nèi)容崗位評價(jià)的意義和作用崗位評價(jià)與崗位分析的關(guān)系崗位評價(jià)采用的方法國際職位評價(jià)系統(tǒng)引見崗位評價(jià)誤區(qū).崗位評價(jià)與崗位分析區(qū)別.職位評價(jià).崗位評價(jià)的意義.職位評價(jià)的作用.崗位評價(jià)的常用方法.職位評價(jià)特點(diǎn)及原那么.具有代表性的國際職位評價(jià)方法-HAY 法.具有代表性的國際職位評價(jià)方法美世崗位評價(jià)體系 美世人力資源咨詢公司W(wǎng)illiamMercer是世界上分布最廣的人力資源管理咨詢機(jī)構(gòu)，2000年將其評價(jià)工具

2、晉級到第三版，成為目前市場上最為簡便、適用的評價(jià)工具國際職位評價(jià)系統(tǒng)IPE V3.0，International Position Evaluation,它不但可以比較全球不同行業(yè)不同規(guī)模的企業(yè)，還適用于大型集團(tuán)企業(yè)中各個(gè)分子公司的職位比較。 這套職位評價(jià)系統(tǒng)共有4個(gè)要素，10個(gè)緯度，104個(gè)級別，總分1225分。評價(jià)的結(jié)果可以分成48個(gè)級別。其中這套評價(jià)系統(tǒng)的4個(gè)要素是指：影響Impact、溝通Communication、創(chuàng)新Innovation和知識Knowledge、危險(xiǎn)性可選。這是在原先這個(gè)系統(tǒng)第二版7個(gè)評價(jià)要素對企業(yè)的影響、監(jiān)視管理、責(zé)任范圍 、溝通技巧、任職資歷、處理問題、環(huán)境條件

3、的根底上經(jīng)過大量科學(xué)提煉簡化的結(jié)果。 .本次課程內(nèi)容是基于IPE V2.0七大評價(jià)要素，結(jié)合公司組織形狀，經(jīng)第三方華新惠悅、貝恩等咨詢公司研發(fā)而來的改良版涵蓋組織、部門、崗位三個(gè)層面包括規(guī)模、影響、監(jiān)視管理、職責(zé)范圍、溝通技巧、任職資歷、處理問題、環(huán)境八個(gè)要素國際職位評價(jià)方法.Organization組織 Function / unit部門Position職位+Size 規(guī)模Impact 影響Supervision 監(jiān)視管理Area of responsibility職責(zé)范圍Interaction 溝通技巧Qualification 任職資歷Problem solving 處理問題Enviro

4、nment 環(huán)境職位評價(jià)系統(tǒng)要素Position Evaluation Factors.職位評價(jià)系統(tǒng)分?jǐn)?shù) The IPE Points12345675105101010154681051901809030130 SIZE OF RESPONSIBILITY 職責(zé)規(guī)模SCOPE OF RESPONSIBILITY 職責(zé)范圍對企業(yè)的影響Impact on organization監(jiān)視管理Supervision責(zé)任范圍Area of responsibility 溝通技考Interaction 任職資歷 Qualification 處理問題難度Problem solving環(huán)境條件Environme

5、ntal conditionsJOB COMPLEXITY 任務(wù)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 Business understanding廣度Diversity獨(dú)立性Independence內(nèi)外用途Organization frame技考Ability頻率Frequency學(xué)歷Education閱歷Experience發(fā)明性Innovative復(fù)雜性O(shè)perational 風(fēng)險(xiǎn)Risk環(huán)境Environment.職位評價(jià)系統(tǒng)七個(gè)要素的比重 The Weighting of IPE Factors處理問題難度任職資歷溝通技巧環(huán)鏡條件對企業(yè)的影響監(jiān)視管

6、理責(zé)任范圍總分?jǐn)?shù)Total Points:65-1193.要素一：對企業(yè)的影響 Impact on Organization heavily weighted in the Position Evaluation 在職位評價(jià)中占很大比重the more positions there are on the same organization level, the less impact the positions have 在機(jī)構(gòu)的同一層次,職位越多,職位的影響那么越小measure the influence the position has on organizations result

7、both in the short- and long-term 量度一個(gè)職位對企業(yè)短期及長期的影響evaluating the impact from the top of the organization downwards 由上而下進(jìn)展評價(jià).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)?a

8、 line function (e.g. sales, production) + two support functions (e.g. finance, human resources) 一個(gè)前線功能組別 (例如:銷售,消費(fèi)) + 兩個(gè)援助功能組別 (例如: 財(cái)政, 人力資源)The size of organization tables are in local currency and are updated each year, taking into account local inflation and exchange rate fluctuations (in relatio

9、n to US$) 思索地方通脹率和匯率浮動(dòng)(兌美金)的要素, 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 Semi Finished 半完成Raw Materials原料Finished 完成Wholesale 零售Final Customer 顧客Value-added Chain 增值鏈Table ATable CTable BIdeas 構(gòu)思Concepts 概念Solutions 方案Systems 系統(tǒng)Application 運(yùn)用Packages 包裝Delivery to Network 經(jīng)過銷售網(wǎng)絡(luò)Fina

10、l User 最終用戶.對企業(yè)的影響 Impact on Organization Organization Size機(jī)構(gòu)規(guī)模Head of Organization 機(jī)構(gòu)指點(diǎn)(A-level positions A級職位)Staff Function 功能組別(B-level positions B級職位)Function/ 功能組別Business Unit 業(yè)務(wù)組別(B-level positions B級職位)Job Area 任務(wù)范圍(C-level positions C級職位)(D-level positions and below D級或以下職位).對企業(yè)的影響 Impact

11、on Organization 機(jī)構(gòu)Organization職位Position121110 967893456B Level PositionsB級職位C Level PositionsC級職位D Level Positions D級職位功能/業(yè)務(wù)組別Function/Business Unit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.要素二：監(jiān)視管理 SupervisionSupervisio

12、n 監(jiān)視Supervision 監(jiān)視Communication溝通 Communication溝通 Supervision=Recruit/Train/Develop/Control/Guide/Advise+Functional reporting 監(jiān)視=招聘/培訓(xùn)/開發(fā)/控制/指點(diǎn)/輔導(dǎo). +功能報(bào)告Communication=Inform/Exchange ideas/Cooperate/Work in groups. 溝通=通知/交換意見/協(xié)作/團(tuán)體任務(wù).Headcount 人數(shù) : 44Direct subordinates 直接下屬 : 9Indirect subordinates

13、 間接下屬 : 34Total subordinates 總下屬人數(shù) : 43Headcount of subordinates : 43下屬人數(shù) : 43.下屬人數(shù) (直接和間接的) Number of Subordinates (direct and indirect) gives an indication of the management qualifications required 明確管理者所具備的資歷consider the total number of employees for which the postion is responsible, both directl

14、y reporting and those reporting through subordinates 包括一切監(jiān)視的職員,直接報(bào)告的和經(jīng)過下屬間接報(bào)告的人也計(jì)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(bào)告, 將這類下屬的人數(shù)除二.correct degree level 下屬類別 Kind of Subordinates S: Subordinates with speciali

15、zed activities: analyses, techniques . 下屬擔(dān)任專門的的活動(dòng):分析,技術(shù)H: Subordinates with homogeneous activities: current and basic 下屬擔(dān)任類似的活動(dòng):現(xiàn)今的,根本的42S123SSSHHHHHHHHSSHH.要素三：責(zé)任范圍 Area of ResponsiblityThe diversity and ranges of activities required for the position. 職位所要求的活動(dòng)范圍和多樣性 The degree of independence requi

16、red to make decisions and influence own and subordinates work. 對職位本身和下屬任務(wù)作出決議和影響的獨(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!Contact=Activity=Responsibility/接觸 活動(dòng)責(zé)任Diverse activities within a function/unit 在同一功能組別內(nèi),擔(dān)任不同的任務(wù)Several similar activ

17、ities within a function/unit 在同一功能組別內(nèi),擔(dān)任幾個(gè)類似的任務(wù)Same activities within a function/unit 在同一功能組別內(nèi),擔(dān)任反復(fù)性的任務(wù)Similar activities within a function/unit 在同一功能組別內(nèi),擔(dān)任類似的任務(wù)Diverse activities within different functions/units 在不同功能組別內(nèi),擔(dān)任不同的任務(wù)Leads an organization 指點(diǎn)機(jī)構(gòu)Leads a function/unit 指點(diǎn)一個(gè)功能組別Leads several f

18、unction/unit 指點(diǎn)幾個(gè)功能組別87654231 Organization 機(jī)構(gòu) 功能組別 Function 責(zé)任范圍 Area of Responsibility Position 職位 Position 職位 Position 職位 Position 職位 功能組別 Function 業(yè)務(wù)組別 Business Unit級別Degree.獨(dú)立性 IndependencePosition holder plans how to attain the goal set and is responsible for independent implementation of resul

19、ts 主控制定目的后,任職人獨(dú)立實(shí)施和擔(dān)任實(shí)施的結(jié)果Superior decides what- and when to do, and checks at certain stages 主控制定作什么和何時(shí)作并在主要環(huán)節(jié)進(jìn)展監(jiān)視 What-, why-,when-,where- and how to do the job are clearly defined and supervised 任務(wù)過程清楚-作什么,為何作, 何時(shí)作,那里作,如何作都很清楚闡明并受監(jiān)視Superior decides what-, when- and how to do, and control from tim

20、e to time 主控制定作什么,何時(shí)作和如何作并在每一環(huán)節(jié)進(jìn)展監(jiān)視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(shí)作,那里作和如何作Position holder 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(shí)作,那里作和如何作Position holder sets overall targets

21、and policies for the corporation in consultation with the Corporate Board 諮詢集團(tuán)董事會后, 任職人為集團(tuán)制定全面的目的和政策 7654231級別 Degree. 獨(dú)立性 Independence Corporate Board of Directors control 集團(tuán)董事會控制X7645321outside the organization 公司外 Corporate CEO control 集團(tuán)總裁控制Strategic achievement control 戰(zhàn)略目的成就控制XXXXXXXXXXXXXXXXX

22、Xwithin the organization 公司內(nèi)Control after delivery 以效果控制Control through checkpoints 檢查控制Step by step control 一步一步控制Permanent control 時(shí)時(shí)辰刻受控制級別 Degree.營業(yè)知識面 Business UnderstandingMarket 市場Organization 機(jī)構(gòu)1234345/correct degree levelBusiness understanding=Professional understanding營業(yè)知識面專業(yè)知識面!.要素四：溝通技巧

23、Interaction溝通CommunicationAbility 技巧Frame 范圍Frequency 頻率談判Negotiation決策Decision 31 2每天Daily偶爾Occasional時(shí)常Frequent321321321121212121212121212每天Daily偶爾Occasional時(shí)常Frequent每天Daily偶爾Occasional時(shí)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Ext

24、ernal 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.Interaction Ability 溝通技巧1NormalBasic courtesy & exchange of information普通普通性禮節(jié)和交換信息的交流2ImportantMore demanding nature費(fèi)勁的交流重要Cooperation & influencing people要求與人協(xié)作,對人施加影響Negotiations, interviews, sales an

25、d purchasing decisions談判,面試,銷售,壓服等3MaximumNegotiations and decisions of high極大importance for the WHOLE organization對整個(gè)公司有艱苦影響的談判和決策.Which degree of Contact Frequency? 溝通頻率Daily天天A few times a week時(shí)常A few times a month偶爾. 因 素 五：任職資歷 QualificationEducation 學(xué)歷the minimum education normally required by

26、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 education 接受最少九至十年的義務(wù)教育Experience 閱歷relevant practical experience 相關(guān)的實(shí)踐閱歷should not be evaluated in terms of number of years, but in terms of the extent of knowledge and skills acquired for the position 不按任務(wù)年數(shù)評價(jià), 而根據(jù)按

27、職位所需的知識和技巧程度Should not consider position holders own education and experience since that is not always that same as what is required for job. 不應(yīng)思索任職者個(gè)人的學(xué)歷和閱歷,由于這些通常不等于任務(wù)所需!. 因 素 六： 解 決 問 題Problem SolvingAnalytical and creative abilities required for problem solving and developments 解 決 問 題 所 需 的 分 析

28、 力 和 創(chuàng) 造 性Complexity of operational and administrative problems 處 理 問 題 的 復(fù) 雜 性.處理問題的發(fā)明性Innovative Problem Solving1No improvement necessary 不需求改良32Update - tools, techniques, methods related to a position 在任務(wù)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

29、76Unique development - 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45Create - new techniques, methods with internal support 源至內(nèi)部的協(xié)助,發(fā)明新的技巧和方法Create - new techniques, methods with external support 源至外來的協(xié)助,發(fā)明新的技巧和方法級別 Degree.處理問題的復(fù)雜性O(shè)perational/Administrative Problem Solvin

30、g7645321Routine - follow instructions 按常規(guī)任務(wù) - 跟隨指示Choice - two options 二選一Alternative options - requiring analysis 有選擇的 - 需求分析Forecast - investigation of impact on outcome such as revenue, cost, reactions etc. 預(yù)測 - 研討對結(jié)果的影響,例如,收入,本錢及反響Forecast with uncertain future variables - investigation of compl

31、icated variables and impact on outcome such as accuracy, predictions on revenue, cost, position, reactions etc. 預(yù)測未來不確定的要素 - 研討復(fù)雜要素和對結(jié)果的影響,例如,準(zhǔn)確性, 預(yù)測收入,本錢,職位及反響 Across entire organization 橫跨整個(gè)機(jī)構(gòu)Across several organizations 橫跨幾個(gè)機(jī)構(gòu)The operational/administrative problem grow with the scope and size of

32、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)模添加,但發(fā)明性問題卻不一樣!. 因 素 七：環(huán)境條件 Environmental ConditionsEnvironment 環(huán)境normal 正常 - no/ limited adaptation 不需/有限的順應(yīng)difficult 非正常 - governed by technical tools and/or mental process and/or requires physical effort 技術(shù)設(shè)備要素及/或精神

33、程序及/或需求膂力勞動(dòng)Risknormal 正常 - only unpredicted events may interrupt the normal course of action 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(xiǎn).分?jǐn)?shù)轉(zhuǎn)換表.IPE 系統(tǒng)的運(yùn)用Applications of IPE SystemA clear ranking of positions 明確分出職位的級別A reliable base for an

34、 equitable salary structure 作為一個(gè)公平的工資構(gòu)造的可靠根據(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、任職者籠統(tǒng)描畫的出發(fā)點(diǎn)A database for career planning and succession 職業(yè)開展和承繼的數(shù)據(jù)庫An objective reference to solve titling issues 處理職稱問題的客觀參考A means of market co

35、mparison 市場比較的手段.明晰的職位等級Clear Ranking of PositionsL-1LL-1L-2L-2L-3L-3L-1L-2L-2L-1L-2L-2L-2L-2.IPE 系統(tǒng)的運(yùn)用Applications of IPE SystemA 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(gè)公平的工資構(gòu)造可靠根據(jù)A global overview of relations between positions 宏觀的了解職位的相互關(guān)系A(chǔ) start

36、ing point for position/person profiles 職位、任職者籠統(tǒng)描畫的出發(fā)點(diǎn)A database for career planning and succession 職業(yè)開展和承繼的數(shù)據(jù)庫An objective reference to solve titling issues 處理職稱問題的客觀參考A means of market comparison 市場比較的手段.Salary Structure - Company ZZ 公司工資構(gòu)造 There is no Salary Structure 工資無構(gòu)造 Salaries are decided ca

37、se by case 工資隨機(jī)性 Obvious internal inequity 內(nèi)部無公平.IPE 系統(tǒng)的運(yùn)用Applications of IPE SystemClear ranking of positions 明確分出職位的級別A reliable base for an equitable salary structure 作為一個(gè)公平的工資構(gòu)造的可靠根據(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、任職者籠

38、統(tǒng)描畫的出發(fā)點(diǎn)A database for career planning and succession 職業(yè)開展和承繼的數(shù)據(jù)庫An objective reference to solve titling issues 處理職稱問題的客觀參考A means of market comparison 市場比較的手段.Position Evaluation 職位評價(jià).IPE 系統(tǒng)的運(yùn)用Applications of IPE SystemA clear ranking of positions 明確分出職位的級別A reliable base for an equitable salary str

39、ucture 作為一個(gè)公平的工資構(gòu)造的可靠根據(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、任職者籠統(tǒng)描畫的出發(fā)點(diǎn)A database for career planning and succession 職業(yè)開展和承繼的數(shù)據(jù)庫An objective reference to solve titling issues 處理職稱問題的客觀參考A means of market comparison 市場比較的手段.IPE

40、系統(tǒng)的運(yùn)用Applications of IPE SystemA 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(gè)公平的工資構(gòu)造的可靠根據(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、任職者籠統(tǒng)描畫的出發(fā)點(diǎn)A database for career planning and successio

41、n 職業(yè)開展和承繼的數(shù)據(jù)庫An objective reference to solve titling issues 處理職稱問題的客觀參考A means of market comparison 市場比較的手段.Promotion and Consequences提升和結(jié)果VIVIIIIII290220170130100公司等級Internal Grading規(guī)范工資Reference Salary應(yīng)得的報(bào)酬 Recognition挑戰(zhàn)Challenge風(fēng)險(xiǎn)Risk烏托邦Utopia提升的規(guī)范按照公司等級而定Promotion steps follow the internal grading規(guī)范工資隨公司等級變化而變化Reference Salaries (Pay for Position) are in line with internal grading提升是由技藝決議，而非僅由績效而定Promotion is built on competencies, not on performance only.IPE 系統(tǒng)的運(yùn)用Applications of IPE SystemA 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(gè)