恒昌涂料人力資源咨詢?nèi)?0mb崗位評估training ipe3chinese

InternationalPositionEvaluationSystem國際職位評估體系

培訓手冊

崗位基本工資勝職能力能力工資基于工作目標的設定與績效評估體系浮動獎金績效表現(xiàn)崗位基本工資基于職位評估的職位體系崗位基于能力評估的評估體系崗位基本工資能力工資

薪酬管理理念$級別體系崗位標準工資對個人能力的評估對崗位自身價值的評估人力資源三條管理的道路

ThreeManagementPaths對個人業(yè)績的評估機構領導部門領導下一層員工美世的3P人力資源管理模式目標確定工作表現(xiàn)審核薪酬政策人力資源開發(fā)職位說明職位評估UnclearRankingofPositions

不清晰的職位等級

LL-1L-2L-2L-3L-3L-1L-2L-2L-1L-2L-2L-1L-2L-2ClearRankingofPositions

清晰的職位等級

L-1LL-1L-2L-2L-3L-3L-1L-2L-2L-1L-2L-2L-2L-24Factors因素InnovationCommunicationKnowledgeImpactImpact影響Innovation創(chuàng)新Communication溝通Knowledge知識10Dimensions緯度

InnovationComplexityCommunicationFrameKnowledgeTeamsBreadthContributionImpactOrganizationImpactInnovationCommunicationKnowledge影響溝通創(chuàng)新知識溝通框架創(chuàng)新復雜性知識團隊寬廣度貢獻影響組織

104Degrees刻度

EachDimensionhasadifferentsetofDegrees

每個維度有不同的刻度InnovationComplexityCommunicationFrameKnowledgeTeamsBreadthContributionImpactOrganizationImpactInnovationCommunicationKnowledge影響溝通創(chuàng)新知識溝通框架創(chuàng)新復雜性知識團隊寬廣度貢獻影響組織

11510130102601057011,206Points點ContributionImpactOrganizationCommunicationFrameInnovationComplexityTeamsKnowledgeBreadth

48PositionClasses職位級別總點數(shù)范圍職位級別JobDescriptionFactor1Factor2Factor3Factor4+++運用國際崗位評估體系評估從上至下遵循從上至下的評估原則對評估結果進行總體平衡，建立崗位級別體系審核崗位職責說明書￡建立相應的崗位工資結構 -分析市場工資 -分析內(nèi)部工資體系職位評估工作流程計算出各崗位的評估分值BeforeYouStart……在評估開始之前１．DefineOrganization確定組織２．ReviewOrganizationChart審核組織機構圖３．ReviewPosition’sRole職位角色澄清OrganizationswithinCorporation

確定集團中的組織BusinessUnit1SalesManufacturingR&DFinanceBudgetingAccountingTaxationTreasuryOrganizationAOrganizationBSalesProductAProductionFinanceHRProductBManufacturingDesignQualityControlOrganizationCOrganizationsA,BandCWithinaCorporationSalesProductAProductionFinanceHRProductBManufacturingDesignQualityControlSizeIsBasedon規(guī)模是基于...OrganizationRevenues營業(yè)額TypeofOrganization組織類型NumberofEmployees員工數(shù)目DegreeLevelisDeterminedBy...

刻度級別的確定．．．AdjustedRevenuesbasedonTypeofOrganization根據(jù)不同的組織類型調整營業(yè)額范圍NumberofEmployees員工數(shù)目Factor1:Impact

因素１：影響Nature&scopeofinfluenceapositionhasonitsareaofresponsibility/operation一個職位對其職責／運作區(qū)域的影響范圍和本質Bymeasuring:通過衡量SizeofOrganization組織的規(guī)模ImpactwithintheOrganizationContext在組織內(nèi)的影響DetermineNatureofImpact確定影響本質NATUREOFIMPACT影響層次Delivery交付性Operational操作性Tactical戰(zhàn)術性Strategic策略性Visionary遠見性AreaofImpact影響區(qū)域How如何?Deliveraccordingtospecificstandardsandguidelines根據(jù)特定的標準和說明交付Specifynewproducts,processes,standardsbasedonorganizationstrategyorsetsoperationalplans根據(jù)組織策略或制定運作計劃，明確新產(chǎn)品、工藝和標準Establishandimplementsbusinessstrategieswithalonger-termfocusbasedontheorganization'svision根據(jù)組織的遠見，建立和實施著眼于長遠的經(jīng)營策略Leadanorganizationtodevelopandachieveitsmission,visionandvalues領導一個組織發(fā)展和達到它的使命、遠見和價值Workwithinoperationaltargetorservicestandards在操作目標和服務標準范圍內(nèi)工作JobArea職位區(qū)域JobArea(s)相關職位區(qū)域BusinessUnit/Function業(yè)務單元／部門Organization組織Corporation集團+=WhichDegreeofImpact?影響的層次Organization組織Major14Significant13Direct12Some11Strategic策略性Limited10Function/BusinessUnit部門Major11Significant10Direct9Some8Tactical戰(zhàn)術性Limited7JobArea職位區(qū)域Major8Significant7Direct6Some5Operational操作性Limited4TakeallpositionswithastrategicimpactontheorganizationAttributeaweighttoeachimpactlevel(intotal100%)Identifylevelofimpact對組織中所有有戰(zhàn)略影響的職位，給出在影響方面的權重，并保證權重總和為100%.分明．根據(jù)權重，確定影響的層次Example例:Sevenpositionswithstrategicimpactontheorganization一組織中有７個有策略性影響層次的職位AWaytoCalculateImpact

計算影響層次的方式

TotalBusiness總業(yè)務>30%20-30%15-20%10-15%Oneormoreposition(s)atsamehierarchicallevelmayhaveabiggerorsmallerimpactonthetotalbusiness...…Sizingthepositionimpactwithinagroupwithoutconsideringperformanceorperson.在一個群體內(nèi)衡量職位影響，不要考慮業(yè)績或任職者的影響ImpactAnalysis影響層次分析

<10%SelectLevelofContribution選擇貢獻級別LevelofContribution貢獻級別Some部分Limited有限Significant重要Direct直接Major主要Hardtodiscerncontributiontoachievementofconcreteresults難于辨別對完成具體結果的貢獻Steerthecourseofactionthatdeterminestheachievementofresults指引行動路線，導致結果的取得Quitemarkedcontributionwithauthorityofafrontlineorprimarynature第一線或根本的，權威性的顯著貢獻Predominantauthorityindeterminingtheachievementofkeyresults對於主要結果的取得起著決定性權威作用Easilydiscerniblecontributionthatusuallyleadsindirectlytoachievementofresults容易辨別的貢獻，對結果的取得通常有間接影響32145Or,SimplyChoosefromDefinitions

或，直接從定義選擇NATUREOFIMPACTDelivery交付Operational操作性Tactical戰(zhàn)術性Strategic策略性Visionary遠見性Establishandimplementbusinessstrategieswithsignificantimpactonbusinessunit/functionresults建立和實施業(yè)務策略，對於事業(yè)部/職能部門結果有重大影響12345Some部分Limited有限Significant重要Direct直接Major主要LevelofContribution貢獻級別Size/Impactpoints規(guī)模／影響點數(shù)1234567891011121314151617181920155555555555555555555215151515151515151515151515151515151515153252525252525252525252525252525252525252543638404244464850525456586062646668707779542475257626772778287929710210711211712213213714265360677481889510210911612313013714415115817518218919675967758391991071151231311391471551631711891972052132218768594103112121130139148157166175184193217226235244253262983931031131231331431531631731831932032282382482582682782881010011212413614816017218419620822023226427628830031232433634811107121135149163177191205219233247281295309323337351365379393121241401561721882042202362522683093253413573733894054214374531313114916718520322123925727531833635437239040842644446248049814143163183203223243263283333353373393413433453473493513533553151511731952172392612833353573794014234454674895115335555775991616418821223626028430836739141543946348751153555958360763165517172198224250276302328389415441467493519545571597623649675701DeliveryOperationalTacticalStrategicVisionaryImpact影響Organization‘sSize組織規(guī)模FinalPointScoreforImpact影響因素最終的點數(shù)Factor2:Communications

因素２：溝通Position’sresponsibilityforcommunicationsbothwithinandoutsidetheorganization職位的對內(nèi)和對外的溝通職責Bymeasuring通過衡量:Communications溝通Frame范圍Ability能力Frame范圍Interests利益WhichDegreeofCommunication?

哪個級別的溝通Convey傳達Internal內(nèi)External外121Shared34DivergentShared共享的12Divergent分歧的Adapt接受和交流InternalExternal121Shared34DivergentShared12DivergentInfluence影響InternalExternal121Shared34DivergentShared12DivergentNegotiate商議InternalExternal121Shared34DivergentShared12DivergentNegotiateStrategically策略性的商議InternalExternal121Shared34DivergentShared12DivergentDetermineNatureofCommunication

確定溝通本質COMMUNICATIONS溝通Convey傳達Adapt&Exchange接受和交流Influence影響Negotiate商議NegotiateStrategically策略性商議Nature本質Desirede預期輸出+=Communicatebystatement,suggestion,gesture,orappearance通過表達、建議、手勢或外表來溝通Understandingofinformation理解信息Reachagreementthroughflexibilityandcompromise通過靈活和折中的辦法達成一致Effectchangewithoutdirectexerciseofcommand非直接行使指令，而引起變化Acceptanceofconcept/practice/Approach接受概念／操作／方法Cometoagreementbymanagingcommunicationsthroughdiscussionsandcompromise通過探討和妥協(xié)控制溝通，達成協(xié)議Acceptanceofcompleteproposalbycompromise/discussion通過探討／妥協(xié)等接受整體建議和方案Managecommunicationsofgreatimportancewithinanintegratedframeworkand/orwithlong-termimplications控制非常重要的溝通，且在一個整合的構架內(nèi)和/或具有長期意味．Acceptanceofstrategicagreement接受戰(zhàn)略性協(xié)議Comprehensionoffacts/practices/policies理解事實／操作／政策DetermineFrame確定范圍ExternalShared外部共享InternalShared內(nèi)部共享FRAME范圍ExternalDivergent外部分歧InternalDivergent內(nèi)部分歧First,determinewhetherthecommunicationisinternalorexternal首先確定溝通是對內(nèi)或對外Internal內(nèi)External外Or或Or或DetermineInterests確定利益共享或分歧Then,determinewhethertheinterestsaresharedordivergent然后確定利益是共享的或分歧的SharedDivergentorExternalShared外部共享InternalShared內(nèi)部共享FRAME范圍ExternalDivergent外部分歧InternalDivergent內(nèi)部分歧Or,SimplyChoosefromDefinitions

或者，簡單地從定義選擇Convinceotherswithintheorganizationthatareskepticalorunwillingtoacceptconcepts,practices,andapproaches在同一組織內(nèi)，說服那些持懷疑態(tài)度或不愿接受新概念、慣例和方法的人12345２ExternalShared外部共享１InternalShared內(nèi)部共享FRAME范圍４ExternalDivergent外部分歧３InternalDivergent內(nèi)部分歧COMMUNICATIONS溝通Convey傳達Adapt&Exchange接受和交流Influence影響Negotiate商議NegotiateStrategically策略性商議Factor3:Innovation

因素３：創(chuàng)新Specificrequirementsofthepositiontoidentifyandmakeimprovementstoprocedures,services,orproductsaswellastodevelopnewideas,methods,techniques,servicesandproducts.職位關于確定、開發(fā)和改進新的概念、技術、程序步驟、服務或產(chǎn)品的特定的要求

Bymeasuring通過衡量:Innovation創(chuàng)新性Complexity復雜性Innovation創(chuàng)新DefinedRealignwithDefinedCheck核查OriginalModifiedModify修改OriginalImprovedImprove改進FromabstractideaToanewdirectionCreate創(chuàng)造／概念化New&Unprecedented-totakeaquantumleapBreakthrough突破WhichDegreeofInnovation?

何種程度的創(chuàng)新？6.

Breakthrough突破-majornewadvances–revolutionary

主要的革新5. Create創(chuàng)新 -newtechniques,methods-evolutionary

新技術,方法的改革---------------------------------------------------------------------4. Improve改進 -significantimprovement重大的改進3. Modify修改 -day-to-daymodifications日常的修改---------------------------------------------------------------------2. Check核查 -minimalchange極小的變化1. Follow跟從 -nochange沒有變化DetermineInnovation確定創(chuàng)新INNOVATION創(chuàng)新Follow跟從Improve改進Create/Conceptualize創(chuàng)造/概念化Scientific/TechnicalBreakthrough科學/技術重大突破Modify修改Check核查WhichDegreeofComplexity?

何種程度的復雜性4. Multi-dimensional多維的 –needtolookatallbusinessaspectstoderivesatisfactorysolution

需要考慮所有的業(yè)務方面來得出滿意的解決方案3. Complex復雜的 –needtoanalyzebroadrangeofissuesinmanyareas

需要在許多方面做廣泛的分析2. Difficult困難的 –needtoinvestigateandanalyze

需要調查和分析1. Defined明確的 –noinvestigationrequired不要求調查分析DetermineComplexity確定復雜性Difficult困難的Defined明確的COMPLEXITY復雜性Multi-Dimensional多維的Complex復雜的Eitheroperational,financialorhumaneasilyunderstood可能是操作方面,財務或人力方面之一-容易了解Eitheroperational,financialorhumanNoteasilyunderstood可能是操作方面,財務或人力方面之一-不容易了解Anytwoofthreedimensionsi.e.Operational,FinancialandHuman三個方面中的任意兩個例:運作,財務和人力資源Allthreedimensions-Operational,FinancialandHuman所有三個方面例:運作,財務和人力資源Analyzecomplexissuesandimproveoradaptmethodsandtechniques分析複雜的事情，改善或更新方法和技術Or,SimplyChoosefromDefinitions

或者,簡單地從定義中選擇123456Difficult困難的Defined明確的COMPLEXITY復雜性Multi-Dimensional多維的Complex復雜的INNOVATION創(chuàng)新Follow跟從Improve改進Create/Conceptualize創(chuàng)造/概念化Scientific/TechnicalBreakthrough科學/技術重大突破Modify修改Check核查Factor4:Knowledge

因素4:知識Natureofknowledgerequiredinjobtoplishobjectivesandcreatevalue職位所要求的可以完成目標和創(chuàng)造價值的知識Bymeasuring通過衡量:Knowledge知識Teams團對角色Breadth寬度Knowledge知識LimitedJobKnowledge有限的職位知識BasicJobKnowledge基本的職位知識TechnicalExpertise技術專家RecognizedProfessionalFunctionalPreeminence職能的杰出人材BroadPracticalExperience寬廣的操作經(jīng)驗OrganizationalGeneralist組織通才職能專材FunctionalSpecialist專業(yè)深度FunctionalDepth管理寬度和深度ManagerialBreadthFunctional/managerialbreadthanddepth專業(yè)/管理寬度和深度Broad&DeepPracticalExperience2廣又深的操作經(jīng)驗WhichDegreeofKnowledge?

何種程度的知識?1234568Know-howrestrictedwithinnarrowboundaries技術知識限制在狹窄的範圍Fundamentalknow-how基礎性的技術知識Wide-rangingknowhow寬廣的技術知識Deepknowledgeofone’sownjobarea.專門的技能或知識，代表著能掌握一項特別的課題

Broadknowledgeofmostorallareaswithinafunction

寬廣的技術知識，需要與一個專業(yè)領域技術性或職業(yè)道德水平一致In-depthknowledgeacrossonelineandmanysupportfunctions橫跨一個前線和許多支持部門的深刻的知識Theorganization’sexpertinthefunction組織內(nèi)在某職能方面的專家In-depthknowledgeacrossseverallineandmostsupportfunctions橫跨幾個前線和大多數(shù)支持部門的深刻的知識7Thecorporation’sexpertinthefunction集團內(nèi)某職能方面的專家In-depthknowledgeacrossallmajorfunctionsofthecorporation在組織管理多個層面的應用方面，有豐富而深入的經(jīng)驗Generalist通才Specialist專才DetermineKnowledge確定需要的知識程度KNOWLEDGE知識LimitedJobKnowledge有限的工作知識BasicJobKnowledge基本的工作知識BroadJobKnowledge寬廣的工作知識Expertise專家ProfessionalStandard專業(yè)標準水平FunctionalSpecialist/Org.Generalist職能部門專才/組織通才FunctionalPreeminence/BroadPracticalExperience職能性方面?zhèn)艹?寬廣的實際工作經(jīng)驗BroadandDeepPracticalExperience寬廣和深入的實際經(jīng)驗DetermineContext確定?TeamsManager多團隊經(jīng)理TeamLeader團隊領導TeamMember團隊成員ContextofTeam團隊orandandandExample例子TeamsManager團隊經(jīng)理TeamsManager多團隊經(jīng)理TeamLeader團隊領導TeamMember團隊成員TeamMember團隊成員TeamMembers團隊成員TeamMembers團隊成員TeamLeaders團隊領導TeamMembe團隊成員rTeamMember團隊成員Breadth寬度HongKongChinaNorthAsiaAsiaWorldGeographicalcontextinwhichknowledgeisapplied知識應用的地域性DetermineBreadth確定寬度PositionresponsiblefordevisingmarketpenetrationstrategyforAsia職位負責不同的市場,亞洲的戰(zhàn)略Global全球的Regional洲際Domestic國內(nèi)的BREADTH寬度Or,SimplyChoosefromDefinitions

或簡單地從定義選擇Leadsateamthroughapplicationofadequateknowledgeofonejobareaorbasicknowledgeofseveraljobareas-Regional通過在一工作範圍內(nèi)足夠知識的應用，或在幾個相關工作範圍內(nèi)基本知識的應用，領導團隊TeamsManager多團隊經(jīng)理TeamLeader團隊領導TeamMember團隊成員TEAMS團隊BREADTH寬度Domestic國內(nèi)Regional洲際Global全球12345678321KNOWLEDGE知識LimitedJobKnowledge有限的工作知識BasicJobKnowledge基本的工作知識BroadJobKnowledge寬廣的工作知識Expertise專家ProfessionalStandard專業(yè)標準水平FunctionalSpecialist/Org.Generalist職能部門專才/組織通才FunctionalPreeminence/BroadPracticalExperience職能性方面?zhèn)艹?寬廣的實際工作經(jīng)驗BroadandDeepPracticalExperience寬廣和深入的實際經(jīng)驗PositionEvaluationSummary職位評估總結SampleEvaluation評估示例Impact影響: 177Communication溝通: 50Innovation創(chuàng)新: 50Knowledge知識: 105PointsScore: 382So,whatdothesepointsmean?這些點數(shù)意味著什么?PositionClassConversionTab

職位評估轉換表

IPE系統(tǒng)的應用

ApplicationsofIPESystemAclearrankingofpositions

明確分出職位的級別Areliablebaseforanequitablesalarystructure

作為一個公平的工資結構的可靠依據(jù)Aglobaloverviewofrelationsbetweenpositions

宏觀的了解職位的相互關系Astartingpointforposition/personprofiles

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

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

解決職稱問題的客觀參考Ameansofmarketcomparison

市場比較的手段清晰的職位等級

ClearRankingofPositionsL-1LL-1L-2L-2L-3L-3L-1L-2L-2L-1L-2L-2L-2L-2IPE系統(tǒng)的應用

ApplicationsofIPESystemAclearrankingofpositions

明確分出職位的級別Areliablebaseforanequitablesalarystructure

作為一個公平的工資結構可靠依據(jù)Aglobaloverviewofrelationsbetweenpositions

宏觀的了解職位的相互關系Astartingpointforposition/personprofiles

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

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

解決職稱問題的客觀參考Ameansofmarketcomparison

市場比較的手段SalaryStructure-CompanyZ

Z公司工資結構

ThereisnoSalaryStructure工資無結構

Salariesaredecidedcasebycase工資隨機性

Obviousinternalinequity內(nèi)部無公平IPE系統(tǒng)的應用

ApplicationsofIPESystemClearrankingofpositions

明確分出職位的級別Areliablebaseforanequitablesalarystructure

作為一個公平的工資結構的可靠依據(jù)Aglobaloverviewofrelationsbetweenpositions

宏觀的了解職位的相互關系Astartingpointforposition/personprofiles

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

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

解決職稱問題的客觀參考Ameansofmarketcomparison

市場比較的手段PositionEvaluation職位評估IPE系統(tǒng)的應用

ApplicationsofIPESystemAclearrankingofpositions

明確分出職位的級別Areliablebaseforanequitablesalarystructure

作為一個公平的工資結構的可靠依據(jù)Aglobaloverviewofrelationsbetweenpositions

宏觀的了解職位的相互關系Astartingpointforposition/personprofiles

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

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

解決職稱問題的客觀參考Ameansofmarketcomparison

市場比較的手段ThePositionandTheIncumbent

職位和任職者比較IPE系統(tǒng)的應用

ApplicationsofIPESystemAclearrankingofpositions

明確分出職位的級別Areliablebaseforanequitablesalarystructure

作為一個公平的工資結構的可靠依據(jù)Aglobaloverviewofrelationsbetweenpositions

宏觀的了解職位的相互關系Astartingpointforposition/personprofiles

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

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

解決職稱問題的客觀參考Ameansofmarketcomparison

市場比較的手段PromotionandConsequences

提升和結果VIVIIIIII290220170130100公司等級InternalGrading標準工資ReferenceSalary應得的報酬

Recognition挑戰(zhàn)Challenge風險Risk烏托邦Utopia提升的標準依照公司等級而定Promotionstepsfollowtheinternalgrading標準工資隨公司等級變化而變化ReferenceSalaries(PayforPosition)areinlinewithinternalgrading提升