國(guó)際職位評(píng)估體系(IPE3.1)培訓(xùn)

國(guó)際職位評(píng)估體系(IPE3.1)培訓(xùn)2006年11月目錄TableOfContent關(guān)于職位評(píng)估WhatIsJobEvaluationIPE簡(jiǎn)介InternationalPositionEvaluation(IPE)IPE結(jié)果的用途ApplicationOfIPEResults職位評(píng)估的方法和原則ProcessAndPrinciplesOfJobEvaluationIPE因素介紹FactorsAndDimensionsOfIPE2關(guān)于職位評(píng)估

WhatIsJobEvaluationRoleClarification崗位澄清PositionEvaluation崗位評(píng)估ObjectiveSetting目標(biāo)設(shè)定PerformanceReview業(yè)績(jī)?cè)u(píng)估Compensation薪酬P(guān)ersonDevelopment人才發(fā)展美世的人力資源管理模型-3PModel

PositionEvaluation崗位評(píng)估PerformanceEvaluation業(yè)績(jī)?cè)u(píng)價(jià)PersonEvaluation人才評(píng)價(jià)4職位評(píng)估的定義

DefinitionOfJobEvaluation通過考查職位內(nèi)容和組織結(jié)構(gòu)，用一套連續(xù)的、有序的、清晰的方式，在一個(gè)組織內(nèi)部確定不同職位相對(duì)重要性大小的方法 JobEvaluationisanapproachtoobjectivelydeterminetherelativerankingofpositionswithinanorganizationbyconsideringthecontentofthepositionsandtheorganizationstructure.職位內(nèi)容Contentoftheposition：職位的存在目的、應(yīng)負(fù)職責(zé)和任職資格等Purposeoftheposition,jobresponsibility,andjobrequirements,etc.組織結(jié)構(gòu)Organizationstructure：職位在組織中的位置、影響范圍和角色定位等Jobrelationship,positionimpact,andtheroles,etc.5職位評(píng)估的特點(diǎn)KeyPointsOfJE職位評(píng)估是一個(gè)確定職位相對(duì)重要性的過程 JEistodeterminetherelativerankingofthepositions 職位評(píng)估涉及到的是在同一個(gè)組織內(nèi)職位與職位之間的相對(duì)價(jià)值，而不是一個(gè)絕對(duì)性的考察職位評(píng)估是一個(gè)對(duì)職位進(jìn)行分析的過程

JEisbasedontheobjectiveanalysisonthejobrolesandresponsibilities.

評(píng)估本身雖然是一個(gè)判斷的過程，但是這種判斷是建立在對(duì)職位職責(zé)和職位內(nèi)容進(jìn)行系統(tǒng)，客觀的分析基礎(chǔ)上的職位評(píng)估是一個(gè)對(duì)職位價(jià)值進(jìn)行判斷的過程

EvaluatorisrequiredtomakethejudgmentaccordingtothejobresponsibilitybyusingtheJobEvaluationTool. 職位評(píng)估被描述為一個(gè)衡量職位大小的科學(xué)方法，但是它要求人們?cè)趯?duì)職位職責(zé)理解和應(yīng)用的基礎(chǔ)上進(jìn)行判斷6職位評(píng)估的特點(diǎn)（續(xù)）KeyPointsOfJE(Cont.)職位評(píng)估是一個(gè)結(jié)構(gòu)明確的過程

JEisasystematicalprocesswhichhasaveryclearframework. 職位評(píng)估是一個(gè)結(jié)構(gòu)非常清晰的過程，因?yàn)樵u(píng)估方法本身是系統(tǒng)的，連續(xù)性的和理性的職位評(píng)估是一個(gè)以職位為中心的過程

JEistoevaluatetheposition’svalue,butnottheincumbents. 職位評(píng)估的核心是職位的應(yīng)負(fù)職責(zé)的相對(duì)大小，它關(guān)注的是職位本身，而不是職位上任職者的業(yè)績(jī)表現(xiàn)7企業(yè)在何時(shí)需要進(jìn)行職位評(píng)估？

WhenTheJobEvaluationIsNeeded?在企業(yè)快速發(fā)展一段時(shí)間后，需要對(duì)組織結(jié)構(gòu)和職位體系進(jìn)行規(guī)范 Itisrequiredtooptimizetheorganizationstructureandjobsysteminordertocooperatewiththedevelopmentoftheorganization公司經(jīng)過合并或收購(gòu)之后，重新審視新的組織體系

Afterthemergeroracquisition,theorganizationsystemisneededtobereviewed組織為適應(yīng)未來發(fā)展的需要而對(duì)薪酬體系進(jìn)行改革時(shí)

Itisrequiredtoreviewthepositionswhenthecompensationsystemneedstobeimproved…….8國(guó)際職位評(píng)估體系版本3.1

InternationalPositionEvaluationSystem,(IPE3.1)國(guó)際職位評(píng)估體系(IPE3.1)國(guó)際職位評(píng)估體系（IPE3.1）是美世人力資源咨詢公司與數(shù)十家世界一流跨國(guó)公司合作，經(jīng)過數(shù)十年的研究，所開發(fā)出來的一套科學(xué)的職位評(píng)估工具。迄今為止，它根據(jù)用戶使用情況和經(jīng)濟(jì)環(huán)境變化已經(jīng)過不斷的更新與維護(hù)。當(dāng)前使用的版本3.1，是美世咨詢公司在2005年根據(jù)最新的研究成果修訂而來自1995年進(jìn)入中國(guó)，美世已運(yùn)用IPE幫助數(shù)百家中國(guó)的一流外企、大型國(guó)企和優(yōu)秀的民營(yíng)企業(yè)建立起職位體系，并與他們一起分享職位評(píng)估方面的經(jīng)驗(yàn)作為美世提供的完整的人力資源解決方案的一部分，IPE3.1與美世的其他人力資源工具和方法論緊密地結(jié)合在一起TheMercerInternationalPositionEvaluation(IPE)SystemisadynamicapproachtopositionevaluationdevelopedandenhancedbyusersincooperationwithMercerHumanResourceConsulting.Itisbuiltonmanypersonnelexecutives'longexperienceinpositionevaluationandthebaseapproachhasbeentodevelopaneasytousesystemwhichincludesthenecessaryfactorstocompareallkindsofpositionswithinmostindustries.MercerHumanResourceConsultingseekstocontinuouslyimprovethesystemandmakeitrelevanttothechangingneedsoforganizations.104Factors因素InnovationCommunicationKnowledgeImpactImpact影響Innovation創(chuàng)新Communication溝通Knowledge知識(shí)1110Dimensions緯度

InnovationComplexityCommunicationFrameKnowledgeTeamsBreadthContributionImpactOrganizationImpactInnovationCommunicationKnowledge影響溝通創(chuàng)新知識(shí)溝通框架創(chuàng)新復(fù)雜性知識(shí)團(tuán)隊(duì)寬廣度貢獻(xiàn)影響組織

1263Degrees刻度

EachDimensionhasadifferentsetofDegrees每個(gè)維度有不同的刻度InnovationComplexityCommunicationFrameKnowledgeTeamsBreadthContributionImpactOrganizationImpactInnovationCommunicationKnowledge影響溝通創(chuàng)新知識(shí)溝通框架創(chuàng)新復(fù)雜性知識(shí)團(tuán)隊(duì)寬廣度貢獻(xiàn)影響組織

1311510130102601057051,210Points點(diǎn)ContributionImpactOrganizationCommunicationFrameInnovationComplexityTeamsKnowledgeBreadth1448PositionClasses職位級(jí)別總點(diǎn)數(shù)范圍職位級(jí)別15IPE的應(yīng)用

ApplicationOfIPE明確分出職位的級(jí)別Accuratelydeterminepositionrankingwithinvirtuallyanytypeoforganization

一種組織結(jié)構(gòu)分析的工具Tooltocomparetherelativeimportanceofdifferentunits作為一個(gè)公平的崗位職等體系的可靠依據(jù)Reliablebasisforjoblevelingsystem解決職稱問題的客觀參考Objectivereferenceforsolvingtitlingissues作為一個(gè)公平的工資結(jié)構(gòu)的可靠依據(jù)Reliablebasisfordeterminingpayforpositions人崗匹配分析的基礎(chǔ)Objectivereferenceforevaluatingpeople’scompetenciesrelativetotherequirementsoftheirpositions職業(yè)發(fā)展與晉升的基礎(chǔ)FrameworkforpromotionandsuccessionplanningApplications

IPE系統(tǒng)的應(yīng)用

17UnclearRankingofPositions

不清晰的職位等級(jí)LL-1L-2L-2L-3L-3L-1L-2L-2L-1L-2L-2L-1L-2L-2ClearRankingofPositions

清晰的職位等級(jí)L-1LL-1L-2L-2L-3L-3L-1L-2L-2L-1L-2L-2L-2L-2IPE職級(jí)明確分出職位的級(jí)別Accuratelydeterminepositionrankingwithinvirtuallyanytypeoforganization一種組織結(jié)構(gòu)分析的工具Tooltocomparetherelativeimportanceofdifferentunits作為一個(gè)公平的崗位職等體系的可靠依據(jù)Reliablebasisforjoblevelingsystem解決職稱問題的客觀參考Objectivereferenceforsolvingtitlingissues作為一個(gè)公平的工資結(jié)構(gòu)的可靠依據(jù)Reliablebasisfordeterminingpayforpositions人崗匹配分析的基礎(chǔ)Objectivereferenceforevaluatingpeople’scompetenciesrelativetotherequirementsoftheirpositions職業(yè)發(fā)展與晉升的基礎(chǔ)FrameworkforpromotionandsuccessionplanningApplications

IPE系統(tǒng)的應(yīng)用

20通過IPE職級(jí)呈現(xiàn)的組織結(jié)構(gòu)圖進(jìn)行組織結(jié)構(gòu)分析L-1LL-1L-2L-2L-3L-3L-1L-2L-2L-1L-2L-2L-2L-2IPE職級(jí)明確分出職位的級(jí)別Accuratelydeterminepositionrankingwithinvirtuallyanytypeoforganization一種組織結(jié)構(gòu)分析的工具Tooltocomparetherelativeimportanceofdifferentunits作為一個(gè)公平的崗位職等體系的可靠依據(jù)Reliablebasisforjoblevelingsystem解決職稱問題的客觀參考Objectivereferenceforsolvingtitlingissues作為一個(gè)公平的工資結(jié)構(gòu)的可靠依據(jù)Reliablebasisfordeterminingpayforpositions人崗匹配分析的基礎(chǔ)Objectivereferenceforevaluatingpeople’scompetenciesrelativetotherequirementsoftheirpositions職業(yè)發(fā)展與晉升的基礎(chǔ)FrameworkforpromotionandsuccessionplanningApplications

IPE系統(tǒng)的應(yīng)用

22JEResults

職位評(píng)估結(jié)果23明確分出職位的級(jí)別Accuratelydeterminepositionrankingwithinvirtuallyanytypeoforganization一種組織結(jié)構(gòu)分析的工具Tooltocomparetherelativeimportanceofdifferentunits作為一個(gè)公平的崗位職等體系的可靠依據(jù)Reliablebasisforjoblevelingsystem解決職稱問題的客觀參考Objectivereferenceforsolvingtitlingissues作為一個(gè)公平的工資結(jié)構(gòu)的可靠依據(jù)Reliablebasisfordeterminingpayforpositions人崗匹配分析的基礎(chǔ)Objectivereferenceforevaluatingpeople’scompetenciesrelativetotherequirementsoftheirpositions職業(yè)發(fā)展與晉升的基礎(chǔ)FrameworkforpromotionandsuccessionplanningApplications

IPE系統(tǒng)的應(yīng)用

24通過職位評(píng)估結(jié)果確定內(nèi)部的職位頭銜Position

ClassGradeManagerial/General

StaffTitlesTechnicalStaffTitles61-639Director

58-608DeputyDirector

55-577SeniorManagerPrincipalConsultant52-546ManagerSeniorConsultant50-515ProjectManagerConsultant48-494TeamLeader46-473SeniorOfficerSeniorAnalyst/Engineer43-452OfficerAnalyst/Engineer40-421AssistantTechnician25明確分出職位的級(jí)別Accuratelydeterminepositionrankingwithinvirtuallyanytypeoforganization一種組織結(jié)構(gòu)分析的工具Tooltocomparetherelativeimportanceofdifferentunits作為一個(gè)公平的崗位職等體系的可靠依據(jù)Reliablebasisforjoblevelingsystem解決職稱問題的客觀參考Objectivereferenceforsolvingtitlingissues作為一個(gè)公平的工資結(jié)構(gòu)的可靠依據(jù)Reliablebasisfordeterminingpayforpositions人崗匹配分析的基礎(chǔ)Objectivereferenceforevaluatingpeople’scompetenciesrelativetotherequirementsoftheirpositions職業(yè)發(fā)展與晉升的基礎(chǔ)FrameworkforpromotionandsuccessionplanningApplications

IPE系統(tǒng)的應(yīng)用

26設(shè)計(jì)與級(jí)別相聯(lián)的薪資結(jié)構(gòu)薪酬崗位等級(jí)薪酬曲線崗位薪酬幅度4445464748495,00010,00015,000評(píng)估結(jié)果不是決定薪酬的唯一因素27明確分出職位的級(jí)別Accuratelydeterminepositionrankingwithinvirtuallyanytypeoforganization一種組織結(jié)構(gòu)分析的工具Tooltocomparetherelativeimportanceofdifferentunits作為一個(gè)公平的崗位職等體系的可靠依據(jù)Reliablebasisforjoblevelingsystem解決職稱問題的客觀參考Objectivereferenceforsolvingtitlingissues作為一個(gè)公平的工資結(jié)構(gòu)的可靠依據(jù)Reliablebasisfordeterminingpayforpositions人崗匹配分析的基礎(chǔ)Objectivereferenceforevaluatingpeople’scompetenciesrelativetotherequirementsoftheirpositions職業(yè)發(fā)展與晉升的基礎(chǔ)FrameworkforpromotionandsuccessionplanningApplications

IPE系統(tǒng)的應(yīng)用

28進(jìn)行人崗匹配的對(duì)比分析，確定公司崗位要求和現(xiàn)有人員的能力差異IPEPositionClassPersonScorePositionScore29明確分出職位的級(jí)別Accuratelydeterminepositionrankingwithinvirtuallyanytypeoforganization一種組織結(jié)構(gòu)分析的工具Tooltocomparetherelativeimportanceofdifferentunits作為一個(gè)公平的崗位職等體系的可靠依據(jù)Reliablebasisforjoblevelingsystem解決職稱問題的客觀參考Objectivereferenceforsolvingtitlingissues作為一個(gè)公平的工資結(jié)構(gòu)的可靠依據(jù)Reliablebasisfordeterminingpayforpositions人崗匹配分析的基礎(chǔ)Objectivereferenceforevaluatingpeople’scompetenciesrelativetotherequirementsoftheirpositions職業(yè)發(fā)展與晉升的基礎(chǔ)FrameworkforpromotionandsuccessionplanningApplications

IPE系統(tǒng)的應(yīng)用

30管理層級(jí)Management專業(yè)層級(jí)ProfessionalP3P2P1I1I2I3I4I5M1M2M3M4M5M6PC42-4344-4650-5152-5455-5758-63職業(yè)發(fā)展與晉升的基礎(chǔ)Frameworkforpromotionandsuccessionplanning47-4964-6631評(píng)估步驟和原則

JobEvaluationProcessAndPrinciple1. Selectbenchmarkpositions選擇典型標(biāo)準(zhǔn)職位2. Gatherdataonbenchmarkpositions標(biāo)準(zhǔn)職位信息收集3. Formevaluationcommittee建立評(píng)估委員會(huì)5. Trainevaluationcommittee培訓(xùn)評(píng)估委員會(huì)7. Evaluatepositions職位評(píng)估8. Puttheevaluationresultstouse應(yīng)用評(píng)估結(jié)果評(píng)估步驟

EvaluationProcess331. EvaluateTopDown職位評(píng)估由上至下2. Noonemayevaluateownposition不可評(píng)估個(gè)人職位3. Checkinternalequity檢驗(yàn)內(nèi)部平衡Rankallpositionsevaluatedaccordingtosize 按照被評(píng)估職位的級(jí)別排列Compareacrossalldivisionsordepartments 跨部門對(duì)比職位Calibratetoensureequityacrosstheboard 校正異常職位以確保內(nèi)部平衡評(píng)估原則

EvaluationRules34ProperEvaluations

正確的評(píng)估方法Allevaluationsaretentativeuntilthefinallistisprepared

在評(píng)估結(jié)果最終確定以前，所有的評(píng)估都是暫定的TheevaluationisofthePOSITIONnotthepositionholder

評(píng)估的是職位而不是任職者Theevaluatorsarelookingforthepositionatacompetent,acceptablelevelofperformance

評(píng)估是基于被評(píng)估職位是勝任的、績(jī)效是可接受的條件下進(jìn)行的Themembersoftheevaluationteamrepresentthemanagementduringtheprocess,exceptwhentheirowndepartment’sjobsarebeingevaluated

在評(píng)估過程中，除了在評(píng)估他們自己部門的職位的時(shí)候，評(píng)估小組的成員代表著公司管理層的意見Thefinalevaluationrepresenttheteam’sdecisionandtheyareexpectedtodefendittogetherasateamandnotkeepadissentingopinion

最終的評(píng)估結(jié)果代表了整個(gè)評(píng)估小組的意見，小組成員不應(yīng)在最終結(jié)果出臺(tái)后還提出不同的意見Evaluationsarecorrectatthepresentoftime.Allevaluationstakeintoaccountthecurrentsituationasitexiststoday.Iforganizationalchangesareanticipated,theevaluationswillberedone

評(píng)估結(jié)果是根據(jù)現(xiàn)時(shí)情況得出的。如果機(jī)構(gòu)發(fā)生了變化，則需要重新進(jìn)行評(píng)估35IPE因素解釋

FactorsAndDimensionsOfIPEFactor1:Impact

因素1：影響ThisfactorisafunctionoftheorganisationsSize,theNatureofImpactassignedtothepositionandmodifiedbyitsrelativeContributiontotheorganisationoverallresults.

這個(gè)因素通過綜合考慮“組織規(guī)?！?、“職位所被賦予的影響屬性”及“職位對(duì)組織的貢獻(xiàn)大小”三個(gè)方面對(duì)職位進(jìn)行評(píng)估ThisfactorisheavilyweightedintheIPESystem.

在IPE系統(tǒng)中，這個(gè)因素的權(quán)重非常大Process

評(píng)估流程：Identifytheorganisationanddetermineitssize

確認(rèn)組織和確定組織的規(guī)模Identifytheposition’snatureofImpact確定該職位的影響本質(zhì)ModifyImpactbythelevelofContribution根據(jù)貢獻(xiàn)大小調(diào)整影響層次Considercombinedresultwithinthecontextoforganisationsize結(jié)合組織規(guī)模計(jì)算職位在影響方面的綜合得分組織規(guī)模貢獻(xiàn)影響屬性O(shè)rganisationNatureofImpactContribution37ReviewtheStructureanddefineOrganisations

審核組織架構(gòu)確定組織Tobeconsideredan“organization”forthepurposeofpositionevaluation,abusinessentityneedstomeetthreecriteria.Itmust:

在職位評(píng)估中，“組織”必須滿足三個(gè)條件：Includeatleastone“primary”function,suchasproduction,service,research,ormarketingandsales

包括至少一個(gè)“核心”部門，例如，生產(chǎn)、服務(wù)、研發(fā)、市場(chǎng)或銷售Includeatleasttwo“supporting”functions,suchasinformationsystems,financeand/orhumanresources,and

至少包括兩個(gè)“支持”部門，例如，信息系統(tǒng)，財(cái)務(wù)和/或人力資源等Beoperationalenoughtoproduceaddedvalue.

其運(yùn)營(yíng)能帶來增值Ifareviewofthestructureresultsinthedefinitionofmorethanoneorganization,Mercerrecommendsevaluatingapositionwithinthemostspecificorganizationalcontextthatthepositionimpacts.

如果審核組織架構(gòu)發(fā)現(xiàn)可以定義出多個(gè)組織，美世建議以被評(píng)估職位所影響的最明確的組織來進(jìn)行評(píng)估。38組織規(guī)模的衡量考慮...營(yíng)業(yè)額/資產(chǎn)員工數(shù)目組織類型39Revieworganisationscomplexityandhowitcreatesadded-value

評(píng)估組織的復(fù)雜性及其如何帶來增值Economicvolume(NetSalesTurnover,Assets)經(jīng)濟(jì)收益（凈銷售額，資產(chǎn)）Numberofemployees(CapitalorPeopleintensive)員工人數(shù)（資產(chǎn)或勞動(dòng)密集型）From

origin從產(chǎn)品鏈源頭Tofinal

consumer到最終消費(fèi)者Basic

R&D基礎(chǔ)性研發(fā)ProcureLogistics采購(gòu)物流AppliedR&D應(yīng)用性研發(fā)Produce生產(chǎn)制造ApplyAssemble應(yīng)用組裝Market市場(chǎng)營(yíng)銷Sales銷售Distri-bution分銷Service客戶服務(wù)Engineer工程技術(shù)Idea&

Concept

OriginationApplySolutionsMarketSalesDistri-buteServiceGenerate

ApplicationManufacturedProductsOrganisation

產(chǎn)品型組織：Tangibleproducts有形產(chǎn)品

-Manufacturedproducts

制造產(chǎn)品ServicesOrganisations

服務(wù)性組織：Intangibleproducts無形產(chǎn)品

-Services

服務(wù)FinancialAssetServicesOrganization金融型組織：FinancialServices金融服務(wù)

-Assetbased

以資產(chǎn)為基礎(chǔ)40SelectlocalSizeofOrganisationtabletodeterminesizedegree

選擇當(dāng)?shù)氐慕M織規(guī)模表來確定組織規(guī)模Currency

單位：

RMB

(000.000)百萬(wàn)人民幣Availableinmore

than60countries.

超過60個(gè)國(guó)家有自己的組織規(guī)模表Updatedeachyearbylocalinflationandcurrency

developments

根據(jù)當(dāng)?shù)氐奈飪r(jià)指數(shù)和貨幣增值情況每年做調(diào)整In2006refertoend2005results

2006年參考2005年年底結(jié)果41Whichtypeoforganisationand

whatvaluestepsareinvolved?

組織是什么類型及參與了哪些價(jià)值鏈環(huán)節(jié)？Economic

SizeTable經(jīng)濟(jì)規(guī)模級(jí)別表SalesVolume

銷售收入：

RMB150million

人民幣1億5千萬(wàn)元Multiplier

規(guī)模乘數(shù)： 6AdjustedRevenue

組織經(jīng)濟(jì)規(guī)模：

RMB900million人民幣9億元LookupintheEconomicSizeTable

按經(jīng)濟(jì)規(guī)模級(jí)別表查找，

=> DegreelevelforSize經(jīng)濟(jì)規(guī)模級(jí)別:3Example:Sales&TechnicalServiceOrganisation舉例：銷售和技術(shù)服務(wù)組織¨Basic

R&D

基礎(chǔ)性研發(fā)4.0Engineer工程技術(shù)¨1.5ProcureLogistics采購(gòu)物流¨2.0¨AppliedR&D應(yīng)用性研發(fā)2.0Produce

生產(chǎn)制造¨2.0ApplyAssemble

應(yīng)用組裝¨2.5Market

市場(chǎng)營(yíng)銷t1.0tSales

銷售1.5tDistri-bution

分銷1.5tService

客戶服務(wù)2.042Thisvalidationalignscapitalintensivevs.peopleintensiveorganisations.這能相應(yīng)地反應(yīng)出該組織是資金密集型組織還是勞動(dòng)力密集型組織。

WhencalculatingSizeofOrganisation,byECONOMICsizedegreeandEMPLOYEEsizedegree,theeconomicsizeshouldcarrythehigherweight.通過經(jīng)濟(jì)規(guī)模級(jí)別和員工人數(shù)級(jí)別來計(jì)算組織規(guī)模時(shí)，經(jīng)濟(jì)規(guī)模級(jí)別占有更大的比重。

Roundadecimalvaluetotheintegerclosesttotheeconomicsize.當(dāng)平均值出現(xiàn)小數(shù)時(shí)，以偏向經(jīng)濟(jì)規(guī)模級(jí)別的方式取整。ValidateSizedegreeagainstthenumberofemployees

結(jié)合員工人數(shù)確定組織規(guī)模

Example:TechnicalSalesandServiceorganisation140employees舉例：技術(shù)銷售和服務(wù)組織140名員工1Economictabledegreelevel經(jīng)濟(jì)規(guī)模級(jí)別：3(866–1731

百萬(wàn)人民幣)2Employeetabledegreelevel員工人數(shù)級(jí)別：5(100–200)3Average平均值：

4DegreelevelforSizeofOrganisation組織規(guī)模：443DetermineNatureofImpact

確定影響屬性NatureofImpact影響本質(zhì)Delivery交付性O(shè)perational操作性Tactical戰(zhàn)術(shù)性Strategic策略性Visionary遠(yuǎn)見性AreaofImpact影響區(qū)域How如何？JobArea職位區(qū)域JobArea(s)相關(guān)職位區(qū)域BusinessUnit/Function業(yè)務(wù)單元／部門Organization組織Corporation集團(tuán)+=Deliveraccordingtospecificstandardsandguidelines根據(jù)特定的標(biāo)準(zhǔn)和說明交付Specifynewproducts,processes,standardsbasedonorganizationstrategyorsetsoperationalplans根據(jù)組織策略或制定運(yùn)作計(jì)劃，明確新產(chǎn)品、工藝和標(biāo)準(zhǔn)Establishandimplementsbusinessstrategieswithalonger-termfocusbasedontheorganization'svision根據(jù)組織的遠(yuǎn)見，建立和實(shí)施著眼于長(zhǎng)遠(yuǎn)的經(jīng)營(yíng)策略Leadanorganizationtodevelopandachieveitsmission,visionandvalues領(lǐng)導(dǎo)一個(gè)組織發(fā)展和達(dá)到它的使命、遠(yuǎn)見和價(jià)值Workwithinoperationaltargetorservicestandards在操作目標(biāo)和服務(wù)標(biāo)準(zhǔn)范圍內(nèi)工作44Whocanchangeoftheorganizationsoverallphilosophy.

(vision/mission/values)能改變組織的整體價(jià)值體系（愿景/使命/價(jià)值觀）Whocanchangeoflong-termstrategyandcompanygoals.(strategicdevelopment)能改變企業(yè)長(zhǎng)期的策略和目標(biāo)（策略性發(fā)展）Whocanchangeoftacticalplanfornewdevelopmentsbasedoncorporatedecisionsandplans.(milestones)能基于企業(yè)決策和發(fā)展計(jì)劃改變新的發(fā)展戰(zhàn)術(shù)計(jì)劃（里程碑）Whoissettingobjectivesandsecuringoperationalresults.(checkpoints)制定操作性目標(biāo)并實(shí)現(xiàn)此目標(biāo)Whodeliver

ownresultsaccordingtospecifictargetsandservicestandardswithinownareaofactivity.在自身工作領(lǐng)域內(nèi)，根據(jù)詳盡的工作目標(biāo)和服務(wù)標(biāo)準(zhǔn)完成工作Visionary遠(yuǎn)見性

Strategic策略性

Tactical戰(zhàn)術(shù)性

Operational操作性

Delivery交付性ReviewAreasofResponsibility

審核職責(zé)范圍LevelofContribution

貢獻(xiàn)級(jí)別Limited有限Some部分Direct直接Significant顯著Major首要Hardtodiscerncontributiontoachievementofconcreteresults難于辨別對(duì)完成具體結(jié)果的貢獻(xiàn)Easilydiscerniblecontributionthatusuallyleadsindirectlytoachievementofresults容易辨別的貢獻(xiàn)，對(duì)結(jié)果的取得通常有間接影響Steerthecourseofactionthatdeterminestheachievementofresults指引行動(dòng)路線，導(dǎo)致結(jié)果的取得Quitemarkedcontributionwithauthorityofafrontlineorprimarynature第一線或根本的，權(quán)威性的顯著貢獻(xiàn)Predominantauthorityindeterminingtheachievementofkeyresults對(duì)于主要結(jié)果的取得起著決定性權(quán)威作用÷÷÷=+++ModifyImpactbyContributionLevel

確定在相應(yīng)影響層級(jí)的貢獻(xiàn)大小Decide

決策Propose

建議46ContributiontoOrganisation’sStrategy

對(duì)組織戰(zhàn)略的貢獻(xiàn)Limited有限Some部分Direct直接Significant顯著Major首要Hardtodiscerncontributiontoachievementofconcreteresults

難于辨別對(duì)完成具體結(jié)果的貢獻(xiàn)Easilydiscerniblecontributionthatusuallyleadsindirectlytoachievementofresults容易辨別的貢獻(xiàn)，對(duì)結(jié)果的取得通常有間接影響Steerthecourseofactionthatdeterminestheachievementofresults指引行動(dòng)路線，導(dǎo)致結(jié)果的取得Quitemarkedcontributionwithauthorityofafrontlineorprimarynature第一線或根本的，權(quán)威性的顯著貢獻(xiàn)Predominantauthorityindeterminingtheachievementofkeyresults對(duì)于主要結(jié)果的取得起著決定性權(quán)威作用OverallBusinessResults整體業(yè)績(jī)RelativeContribution

相對(duì)的貢獻(xiàn)大小

<10%10–15%16-20%21-30%>30%Primaryfunctionscontributedirectlytoorganisation’s

overallresult,totalling100%.

主要部門對(duì)組織整體業(yè)績(jī)的直接貢獻(xiàn)，總和為100%Supportfunctionscontributeindirectlytotheorganisation’soverallresultandtheyshouldnotbehigherevaluatedthanthefunctionstheysupport.

支持性部門間接貢獻(xiàn)于組織的整體業(yè)績(jī)，他們的貢獻(xiàn)大小不應(yīng)高過其所支持的部門47從定義選擇貢獻(xiàn)度級(jí)別

——不同影響層次的崗位，其貢獻(xiàn)度級(jí)別的定義和遵循原則有所差異貢獻(xiàn)級(jí)別Some部分Limited有限Significant重要Direct直接Major主要難于辨別對(duì)完成具體結(jié)果的貢獻(xiàn)指引行動(dòng)路線，導(dǎo)致結(jié)果的取得第一線或根本的，權(quán)威性的顯著貢獻(xiàn)對(duì)於主要結(jié)果的取得起著決定性權(quán)威作用容易辨別的貢獻(xiàn)，對(duì)結(jié)果的取得通常有間接影響操作性崗位遠(yuǎn)見性崗位策略性崗位戰(zhàn)術(shù)性崗位交付性崗位在日常性的、事務(wù)性、工作目標(biāo)下短期性結(jié)果在日常性的工作目標(biāo)要求下產(chǎn)出影響較為長(zhǎng)期的結(jié)果工作較獨(dú)立具有長(zhǎng)期的目標(biāo)獨(dú)立交付長(zhǎng)期的工作結(jié)果工作結(jié)果影響到相關(guān)崗位具有長(zhǎng)期的目標(biāo)獨(dú)立交付長(zhǎng)期的工作結(jié)果工作結(jié)果影響到團(tuán)隊(duì)的結(jié)果具有長(zhǎng)期的目標(biāo)獨(dú)立交付長(zhǎng)期的工作結(jié)果工作結(jié)果對(duì)于團(tuán)隊(duì)或所設(shè)計(jì)的專業(yè)領(lǐng)域有決定性影響48Size/Impactpoints

組織規(guī)模/影響分?jǐn)?shù)表PointScoreforImpact

andSize根據(jù)影響和組織規(guī)模確定第一個(gè)因素的綜合得分組織規(guī)模影響Delivery交付性O(shè)perational操作性Tactical

戰(zhàn)術(shù)性Strategic

策略性Visionary

遠(yuǎn)見性49Factor2:Communication

因素2：溝通ThisfactorisafunctionoftheNatureandFrameofCommunication.這個(gè)因素是從溝通的屬性和框架兩方面對(duì)職位進(jìn)行評(píng)估Itcapturesthecommunicationskills,whicharefrequentlyrequiredintheposition,withinaswellasoutsideoftheorganization.它反映的是職位被經(jīng)常要求到的溝通方面的技能要求，包括組織內(nèi)部和組織外部的Process評(píng)估流程：Identifythemostdifficultorchallengingcommunicationcontext識(shí)別最困難的或最有挑戰(zhàn)的溝通內(nèi)容Identifythenatureofthecommunication確定溝通的屬性Identifythepartiesinvolved,whetherinternalorexternaltothecorporation確認(rèn)參與的溝通對(duì)象是屬于組織內(nèi)部的或外部的Determinethekindofinvolvementbytheparties,whetheritbeofsharedordivergentinterests

確定參與溝通對(duì)象的參與類型，是共享利益還是分歧利益的溝通框架CommunicationFrame50DetermineNatureofCommunication

確定溝通屬性COMMUNICATION溝通Convey傳達(dá)Adapt&Exchange交互和交流Influence影響Negotiate談判NegotiateLongterm長(zhǎng)期影響的談判Nature本質(zhì)DesiredOutcome預(yù)期輸出+=Communicatebystatement,suggestion,gesture,orappearance通過表達(dá)、建議、手勢(shì)或外表來溝通Understandingofinformation理解信息Reachagreementthroughflexibilityandcompromise通過靈活和折中的辦法達(dá)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(dá)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運(yùn)用非常重要的溝通，且在一個(gè)整合的構(gòu)架內(nèi)和/或具有長(zhǎng)期影響Acceptanceofstrategicagreement接受戰(zhàn)略性協(xié)議Comprehensionoffacts/practices/policies理解事實(shí)／操作／政策51FrequencyofCommunication

溝通頻率Frequency頻率1234Convey傳達(dá)1.Frequent頻繁的1.5Continuous持續(xù)的1018253330384553Adapt&Exchange交互和交流1.5Occasional偶爾的2.Frequent頻繁的2.5Continuous持續(xù)的182533334048384553536068Influence影響2.5Occasional偶爾的3.Frequent頻繁的3.5Continuous持續(xù)的334048485565536070687588Negotiate談判3.5Occasional偶爾的4.Frequent頻繁的4.5Continuous持續(xù)的48556365758370808888100108NegotiateLongTerm長(zhǎng)期影響的談判4.5Occasional偶爾的5.Frequent頻繁的637083908895108115Fewtimesamonth

一個(gè)月幾次

Regularbutnotdaily

經(jīng)常的，但不是每天的

Daily

每天的Occasional

偶爾的：Frequent

頻繁的：

Continuous

持續(xù)的：52Whatcommunicationframe?

溝通框架類型？SHARED

共享的Commongoals

共同的目標(biāo)Alignedinterests

一致的利益Mutualdesire

共同的期望Willinglycompromise

自愿妥協(xié)Exchangeview,facts

交換觀點(diǎn)、事實(shí)Accept,adapt

接受、適用Win-Win

雙贏的DIVERGENT

分歧的Conflictingobjectives

沖突的目標(biāo)Contradictinginterests

矛盾的利益Differingpointofview

不同的觀點(diǎn)Reluctantlycompromise

不情愿妥協(xié)Discuss,debate

討論、爭(zhēng)辯Negotiate,bargain

談判、議價(jià)Win-Loose

利益受損53再確定上述選擇的溝通層次的發(fā)生范圍和性質(zhì)ExternalShared外部共享InternalShared內(nèi)部共享FRAME范圍ExternalDivergent外部分歧InternalDivergent內(nèi)部分歧首先確定溝通是對(duì)內(nèi)或?qū)ν馊缓蟠_定溝通性質(zhì)是共享的或分歧的54Frame

框架COMMUNICATION溝通Convey傳達(dá)Adapt&Exchange交互和交流Influence影響Negotiate談判NegotiateLongterm長(zhǎng)期影響的談判Frame框架Shared共享的Divergent分歧的131Internal內(nèi)部的34External外部的Internal內(nèi)部的12External外部的Shared共享的Divergent分歧的231Internal內(nèi)部的34External外部的Internal內(nèi)部的12External外部的Shared共享的Divergent分歧的331Internal內(nèi)部的34External外部的Internal內(nèi)部的12External外部的Shared共享的Divergent分歧的531Internal內(nèi)部的34External外部的Internal內(nèi)部的12External外部的Shared共享的Divergent分歧的431Internal內(nèi)部的43External外部的Internal內(nèi)部的12External外部的55Communication-ChoosefromDefinitions

溝通－直接從定義選擇Convinceexternalpartiestoacceptcompleteproposalandprogramswherethereislittleinterestincooperatingorparticipating

說服那些可能少有興趣合作或參與的外部團(tuán)體，接受整個(gè)建議和計(jì)劃ExternalShared外部共享的利益InternalShared內(nèi)部共享的利益FRAME框架ExternalDivergent外部分歧的利益InternalDivergent內(nèi)部分歧的利益COMMUNICATION溝通Convey傳達(dá)Adapt&Exchange交互和交流Influence影響Negotiate談判NegotiateLongterm長(zhǎng)期影響的談判32141234556Factor3:Innovation

因素3：創(chuàng)新ThisfactorisafunctionoftheexpectedlevelofInnovationfromthepositionandtheComplexityoftheinnovationactivity.這個(gè)因素從職位被期望的創(chuàng)新級(jí)別和創(chuàng)新活動(dòng)的復(fù)雜性兩方面對(duì)職位進(jìn)行評(píng)估Thisfactorrelatestotherequiredimprovementstoproducts,proceduresorservicesaswellastothedevelopmentofnewideas,methods,techniques,servicesandproducts.

這個(gè)因素評(píng)估在產(chǎn)品、流程或服務(wù)改進(jìn)方面，或開發(fā)新的概念、方法、技術(shù)、服務(wù)或產(chǎn)品方面對(duì)職位的要求

Process評(píng)估流程：IdentifythelevelofInnovationrequiredoftheposition確認(rèn)職位所要求的創(chuàng)新程度Modifytheinnovationbythelevelofcomplexityoftheinnovation通過創(chuàng)新的復(fù)雜性的程度調(diào)整創(chuàng)新程度創(chuàng)新復(fù)雜性InnovationComplexity57INNOVATION創(chuàng)新Follow跟從nochange沒有變化Check核查minorchanges極小的改變Modify改進(jìn)enhanceexisting增強(qiáng)現(xiàn)有的-day-to-daymodifications日常的修改Improve提高improveexisting改進(jìn)現(xiàn)有的–significantly重大的改進(jìn)Create創(chuàng)造/Conceptualize概念化Evolutionary改革–trulynewmethods/techniques,completesystems/concepts全新的方法/技術(shù)，完整的系統(tǒng)/概念Scientific科學(xué)的/TechnicalBreakthrough技術(shù)的突破Revolutionary革新-majornew,unprecedentedadvances主要的、史無前例的提高WhichDegreeofInnovation?

創(chuàng)新的程度？58New&Unprecedented新的、史無前例的totakeaquantumleap

實(shí)現(xiàn)一個(gè)大飛越Breakthrough突破Defined

規(guī)定的RealignwithDefined

糾正到規(guī)定的Check核查Original

原來的Modified

改進(jìn)Modify改進(jìn)Original

原來的Improved

提高Improve提高Fromabstractidea從抽象概念Toanewdirection到一個(gè)新的發(fā)展方向Create/Conceptualize創(chuàng)造/概念化Defined

規(guī)定的Follow

跟從SixlevelsofInnovation

創(chuàng)新的六個(gè)層級(jí)59DetermineComplexity

確定復(fù)雜性Difficult

困難的Defined

明確的COMPLEXITY

復(fù)雜性MultiDimensional

多維的Complex

復(fù)合的Eitheroperational,financialorhuman

運(yùn)營(yíng)、財(cái)務(wù)或人力資源-easilyunderstood

很容易理解的Eitheroperational,financialorhuman

運(yùn)營(yíng)、財(cái)務(wù)或人力資源-Noteasilyunderstood

不容易理解的Anytwoofthreedimensionsi.e.Operational,FinancialandHuman

需要考慮到運(yùn)營(yíng)、財(cái)務(wù)和人力這三種資源中的兩種Allthreedimensions-Operational,FinancialandHuman

需要考慮運(yùn)營(yíng)、財(cái)務(wù)和人力三種資源Involveddirectlyinallthreedimensions

直接參與到全部這三個(gè)方面中60Innovation-ChoosefromDefinitions

創(chuàng)新－直接從定義選擇Difficult困難的Defined明確的COMPLEXITY復(fù)雜性Multi-Dimensional多維的Extensivelyanalysecomplexmulti-dimensionalissuesandsignificantlyimprove,changeoradaptexistingmethodsandtechniques.

廣泛地分析復(fù)雜的多方面的事情，改善或更新現(xiàn)有方法和技術(shù)1234563214INNOVATION創(chuàng)新Follow跟從Improve提高Create創(chuàng)造/Conceptualize概念化Scientific科學(xué)的/TechnicalBreakthrough技術(shù)的突破Modify改進(jìn)Check核查Complex復(fù)合的61Factor4:Knowledge

因素4：知識(shí)ThisfactorrelatestotheLevelofKnowledgerequiredinthejobtoaccomplishobjectivesandcreatevalueandtheapplicationofknowledgeinteamsandingeographiesandculturesthepositionoperatesorserves.這個(gè)因素與職位為完成工作目標(biāo)和創(chuàng)造價(jià)值所需的知識(shí)水平、相關(guān)知識(shí)應(yīng)用和服務(wù)的團(tuán)隊(duì)、區(qū)域和文化有關(guān)Knowledgemaybeacquiredthroughformaleducationand/orworkexperience.知識(shí)可以通過正規(guī)教育和/或工作實(shí)踐經(jīng)驗(yàn)獲得Process評(píng)估流程：Determinedepthofknowledgerequiredtoaccomplishobjectivesandcreatevalues.確定職位要完成工作目標(biāo)及創(chuàng)造價(jià)值所需要的知識(shí)深度Identifythecontextofteamsinwhichthisknowledgeisapplied.識(shí)別這些知識(shí)應(yīng)用到哪些相關(guān)團(tuán)隊(duì)Identifythegeographicandintellectualbreadthrequired.確認(rèn)這些知識(shí)運(yùn)用的區(qū)域知識(shí)團(tuán)隊(duì)寬廣度KnowledgeTeamsBreadth62In-depthmanagementknowledgeacrossseverallineandsupportfunctionsorbusinesses具備跨越幾個(gè)核心部門和支持部門或業(yè)務(wù)領(lǐng)域的深刻的知識(shí)1234568Broadknowledgeofseveral,

differentareasacrossfunctions具備某職能領(lǐng)域內(nèi)幾個(gè)不同分支領(lǐng)域的廣泛的知識(shí)Broadmanagementknowledgeacrossseveralfunctionalareasorbusinesses具備跨越幾個(gè)職能領(lǐng)域或業(yè)務(wù)領(lǐng)域的廣泛的管理知識(shí)Organizationexpertintheprofession組織內(nèi)在某領(lǐng)域的專家7Industryexpertintheprofession某領(lǐng)域的行業(yè)專家In-depthmanagementknowledgeinmostfunctionsacrossseveralbusinessesofthecorporation對(duì)組織的多個(gè)業(yè)務(wù)領(lǐng)域的絕大部分職能模塊，具有豐富而深入的知識(shí)Masteryofspecificprofessionaldisciplineatexpertlevel掌握某特定領(lǐng)域的專業(yè)知識(shí)，達(dá)到專家水平Fundamentalknow-howwithinnarrowboundaries在狹窄范圍內(nèi)的基礎(chǔ)知識(shí)Broadertheoreticaloradvancedtechnical/operationalknow-how廣泛的理論知識(shí)或高級(jí)技術(shù)/操作知識(shí)Advancedknowledgeofspecificdisciplinewithinone’sownjobarea掌握工作范圍內(nèi)的某特定專業(yè)的高級(jí)知識(shí)Specializedcommercial,

technicaloroperationalknow-how專門的商務(wù)、技術(shù)或操作知識(shí)Specialist