美世-職位說(shuō)明書(shū)與任職資格管理

職位說(shuō)明書(shū)與任職資格管理培訓(xùn)2008年5月PDFcreatedwithpdfFactoryProtrialversion2在這美麗的世界上，原來(lái)生活可以更美的n調(diào)查：您認(rèn)為JD是什么?關(guān)于JD,您希望獲取哪些信息，或是有哪些疑問(wèn)？

MercerPDFcreatedwithpdfFactoryProtrialversionTheStoryofJobDescription職位說(shuō)明書(shū)的故事PDFcreatedwithpdfFactoryProtrialversion4今天上午的內(nèi)容安排(9:00-12:00)nnnnnMercer3PHRManagementModel美世咨詢3P人力資源管理模型MercerJobDescriptionTemplate美世咨詢職位說(shuō)明書(shū)模板JobDescriptionandMercer’sResponsibilityAnalysisTool職位描述與美世職責(zé)分析工具HowtoWriteaJobDescription如何撰寫精確適用的職位說(shuō)明書(shū)KnowledgeReview知識(shí)回顧

MercerPDFcreatedwithpdfFactoryProtrialversionSession1Mercer3PHRManagementModel美世咨詢3P人力資源管理模型PDFcreatedwithpdfFactoryProtrialversion6討論：作為企業(yè)決策層或創(chuàng)業(yè)者，您要解決哪些方面的問(wèn)題

MercerPDFcreatedwithpdfFactoryProtrialversion7討論：作為企業(yè)決策層或創(chuàng)業(yè)者所面臨的管理問(wèn)題清單組織做什么，目標(biāo)是什么組織怎么做崗位做什么事崗位做事的目標(biāo)找人、找錢、找技術(shù)讓人好好干的態(tài)度保障把事情做好的能力保障

戰(zhàn)略問(wèn)題 戰(zhàn)術(shù)問(wèn)題 任務(wù)分解 目標(biāo)分解 資源獲取與配置 人員激勵(lì) 能力提升

MercerPDFcreatedwithpdfFactoryProtrialversion戰(zhàn)略FunctionFunctionFunctionFunction8FromOrganizationtoPosition從組織到職位

Vision

遠(yuǎn)景FunctionFunctionFunctionFunction AABBCCDDOrganization

組織Strategy

戰(zhàn)略Function職能Position職位Responsibility1Responsibility2

Responsibility3 Responsibility4

MercerPDFcreatedwithpdfFactoryProtrialversionBusinessPerformance經(jīng)營(yíng)業(yè)績(jī)ValueAdded附加價(jià)值FinanceResource財(cái)財(cái)務(wù)務(wù)資源TechnologyResource技技術(shù)術(shù)資源HumanResource人人力力資源9MercerGeneralManagementModel總體管理模型

BusinessStrategy

經(jīng)營(yíng)戰(zhàn)略

BusinessPerformance

經(jīng)營(yíng)業(yè)績(jī)ValueAdded

附加價(jià)值FinanceResource

資源TechnologyResource

資源HumanResource

資源PDFcreatedwithpdfFactoryProtrialversion10Mercer

附加價(jià)值 增值分析企業(yè)文化財(cái)務(wù)資源管理模型 預(yù)算 投資 監(jiān)控 業(yè)績(jī)考核 控制 經(jīng)營(yíng)風(fēng)險(xiǎn)

技術(shù)資源管理模型資產(chǎn)明細(xì) 流程 資產(chǎn)評(píng)估 業(yè)績(jī)考核 生產(chǎn)效率 組織工程

人力資源管理模型職位描述 目標(biāo)設(shè)定職位評(píng)估 業(yè)績(jī)考核 薪酬 人才發(fā)展經(jīng)營(yíng)業(yè)績(jī) 績(jī)效分析 商業(yè)環(huán)境GeneralManagementModel——HRisoneoftheresourcesincorporatedevelopment總體管理模型——人力資源是企業(yè)發(fā)展的三大資源之一

經(jīng)營(yíng)戰(zhàn)略PDFcreatedwithpdfFactoryProtrialversion11

3-PModelIncluding 3-P模型所包含的意義Modelincludesaseriesoftoolsandprocess----模型包含一系列工具和流程——

n n nMercer3DimensionalitiesofManagement管理的3個(gè)維度：

–ResourceRepository資源儲(chǔ)備

–ResourceUtilization資源利用

–ResourceDevelopment資源開(kāi)發(fā)3SystemsofManagement管理的3個(gè)系統(tǒng)

–PositionEvaluation職位評(píng)估

–PersonEvaluation能力評(píng)估

–PerformanceReview績(jī)效考核3LevelsofManagement管理的3個(gè)層次

–Strategy戰(zhàn)略層面

–Organization組織層面

–Individual個(gè)體層面PDFcreatedwithpdfFactoryProtrialversion12Mercer職位評(píng)估PerformanceReview業(yè)績(jī)?cè)u(píng)估Compensation

薪酬Mercer3-PManagementModel美世的3-P管理模型

JobDescription

職位描述

ObjectiveSetting

目標(biāo)設(shè)定

JobEvaluation

ResourceRepository

資源儲(chǔ)備

ResourceUtilization

資源利用ResourceDevelopment

資源發(fā)展

PersonDevelopment

人才發(fā)展Control控制PDFcreatedwithpdfFactoryProtrialversionPosition職位評(píng)估13RolePersonDevelopment人員發(fā)展Compensation薪酬

PositionManagement System職位管理系統(tǒng)PerformanceManagement System業(yè)績(jī)管理系統(tǒng)CompetencyManagementSystem

能力管理系統(tǒng)3SystemsofManagement3個(gè)管理系統(tǒng)

JobDescription職位描述標(biāo)設(shè)定

ObjectiveSetting

目SettingPerformanceReview

業(yè)績(jī)考核核

ClarificationPositionEvaluation

Evaluation

MercerPDFcreatedwithpdfFactoryProtrialversionPositionEvaluation143LevelsofManagement3個(gè)管理層次

OrganizationAnalysis組織分析

FutureOrganizationAnalysis未來(lái)組織分析

CompetencyProfile能力檔案PersonDevelopment

人員發(fā)展薪酬

RoleMapping職責(zé)匹配

JobDescription

職位描述

OrganizationAdjustment組織調(diào)整PositionGradingSystem職位等級(jí)體 系

職位評(píng)估

PerformanceReview

績(jī)效評(píng)估

PayAbilityAnalysis付薪能力分析

CompensationSystem薪酬體系Compensation

OrganizationObjectiveSystem組織目標(biāo)分析

ObjectiveMapping目標(biāo)匹配

ObjectiveSetting

目標(biāo)設(shè)定OrganizationObjectiveAdjustment組織目標(biāo)調(diào)整

ResultsMapping結(jié)果匹配1.Strategy戰(zhàn)略管理2.Organization組織管理3.Individual個(gè)人管理

MercerPDFcreatedwithpdfFactoryProtrialversion153LevelsofManagement:StrategyManagement3個(gè)管理層次（1）：戰(zhàn)略管理nnnDecomposeOrganizationtoFunctionandResponsibility(organizationanalysis)

將組織戰(zhàn)略規(guī)劃分解到職能與職責(zé)（組織分析）Organizationstructureauditing(organizationadjustment)組織結(jié)構(gòu)審核（組織調(diào)整）Decomposeorganizationstrategytolong-term,short-termfunctionandindividualgoal(organizationobjectiveanalysis)將總體戰(zhàn)略規(guī)劃分解至長(zhǎng)期、短期的職能（部門）與個(gè)人目標(biāo)（組織目標(biāo)分析）nn

Comparewithactiveresultsandobjective,planning (organizationobjectiveadjustment)

比對(duì)現(xiàn)實(shí)結(jié)果與目標(biāo)、計(jì)劃（組織目標(biāo)調(diào)整）

Evaluategeneralstrategyplanningwithorganization developmentandindividualcompetency(future organizationanalysis)

評(píng)估總體戰(zhàn)略規(guī)劃對(duì)組織發(fā)展與個(gè)人能力的效應(yīng)（未來(lái) 組織分析）Mercer

PayAbilityAnalysis

付薪能力分析FutureOrganizationAnalysisOrganizationAnalysis

組織分析

OrganizationAdjustment

組織調(diào)整

OrganizationObjectiveAnalysis

組織目標(biāo)分析OrganizationObjectiveAdjustment

組織目標(biāo)調(diào)整

未來(lái)組織分析nDistinguishpayabilitythatbaseonvalueadded(payabilityanalysis)

識(shí)別基于附加價(jià)值創(chuàng)造的付薪能力（付薪能力分析）PDFcreatedwithpdfFactoryProtrialversion163ManagementLevels(2):OrganizationManagement3個(gè)管理層次（2）：組織管理nDistributedepartmentresponsibilitiestopositionsinthemostoptimalmanner(usingrolemapping)將職責(zé)最理想地分配到職位上（職責(zé)匹配）nnDistinguishdifferentposition(positiongradingsystem)識(shí)別不同種類的職位（職位等級(jí)體系）Organizationobjectivedecomposetoeachposition(objectivemapping)將組織目標(biāo)合理分解到各個(gè)職位（nnn

Integrateallofperformanceresults,anddescribe organizationbusinessperformance(performance resultsmapping)綜合所有業(yè)績(jī)結(jié)果以描述組織經(jīng)營(yíng)業(yè)績(jī) （業(yè)績(jī)結(jié)果匹配）

Positionthatnecessaryvs.positionholderthat necessary’scompetency(competencyfile)職位所需要 的，與任職者所關(guān)注的組織需要的能力系列（能力檔案 ）

Baseonposition,personcompetency,performance’ compensationbudget(wholecompensationstructure

基于職位、人員能力、業(yè)績(jī)的薪酬預(yù)算分配（整體薪酬 結(jié)構(gòu)）MercerRoleMapping

職責(zé)匹配目標(biāo)匹配）

WholeCompensationStructure

整體薪酬結(jié)構(gòu)CompetencyProfile

能力檔案PositionGradingSystem

職位等級(jí)體系PerformanceResultsMapping

業(yè)績(jī)結(jié)果匹配ObjectiveMapping

目標(biāo)匹配PDFcreatedwithpdfFactoryProtrialversion173ManagementLevels(3):IndividualManagement3個(gè)管理層次（3）：個(gè)人管理nnnClearresponsibilitylist(partofjobdescription)清晰的職責(zé)列表（部分職位描述）Evaluateposition’srelativeimportance評(píng)估職位的相對(duì)重要性（職位評(píng)估）Relatewithindividualobjective(objectivenIndividualperformanceevaluation個(gè)人業(yè)績(jī)?cè)u(píng)估（績(jī)效考核）nComparisonanalysisofactualcompetencyandrequiredpositioncompetency實(shí)際能力與職位能力要求比對(duì)分析（人員發(fā)展）

nMercerPayforinternalfairnessandexternalcompetition基于內(nèi)部公平與外部競(jìng)爭(zhēng)的薪酬給付（薪酬）PersonDevelopment人員發(fā)展setting)與職責(zé)關(guān)聯(lián)的個(gè)人目標(biāo)(目標(biāo)設(shè)定）

Compensation薪酬JobDescription

職位描述

PositionEvaluate

職位評(píng)估

ObjectiveSetting

目標(biāo)設(shè)定PerformanceReview

業(yè)績(jī)考核PDFcreatedwithpdfFactoryProtrialversion從職位評(píng)估看職位說(shuō)明書(shū)：美世職位評(píng)估體系4+1個(gè)因素Impact影響

ImpactInnovation創(chuàng)新

InnovationCommunication溝通

CommunicationRisk(optional)危險(xiǎn)性(可選項(xiàng))

Risk

18

Knowledge知識(shí)

Knowledge

MercerPDFcreatedwithpdfFactoryProtrialversion19Mercer美世職位評(píng)估：10+2緯度BreadthImpactInnovationCommunicationKnowledge影響溝通創(chuàng)新知識(shí)

框架Frame

溝通

Communication

復(fù)雜性Complexity

創(chuàng)新

InnovationKnowledge知識(shí)

團(tuán)隊(duì)Teams寬廣度

貢獻(xiàn)

ContributionOrganization

影響Impact組織Risk(optional)危險(xiǎn)性(可選項(xiàng))

環(huán)境Environment危險(xiǎn)性

RiskPDFcreatedwithpdfFactoryProtrialversionRewaPerrnce&rmarfotPlanPeenhpmoewRevirmancerPefo?指導(dǎo)與反饋?中期評(píng)估與調(diào)整erecoceanfoEsDeblisveate20從績(jī)效管理看職位說(shuō)明書(shū)：績(jī)效管理循環(huán)

公司戰(zhàn)略?個(gè)人績(jī)效評(píng)估?組織績(jī)效評(píng)估?溝通、共識(shí)????薪酬福利職務(wù)調(diào)整績(jī)效改進(jìn)計(jì)劃培訓(xùn)發(fā)展?制定公司、部 門、個(gè)人目標(biāo)?反復(fù)溝通、建 立共識(shí)?觀察與記錄

Feedback績(jī)效計(jì)劃績(jī)效輔導(dǎo)績(jī)效評(píng)估績(jī)效激勵(lì)1423FacilitPform ancetald&R rmgnize

MercerPDFcreatedwithpdfFactoryProtrialversion21

建立績(jī)效管理體系的工作路徑

公司發(fā)展戰(zhàn)略/公司組織能力分析集團(tuán)公司下達(dá)指標(biāo)全面性匹配有效性測(cè)試邏輯關(guān)系分析關(guān)聯(lián)性確認(rèn)矩陣分析公司關(guān)鍵業(yè)績(jī)指標(biāo)體系

崗位關(guān)鍵業(yè)績(jī)指標(biāo)權(quán)重和目標(biāo)確認(rèn)權(quán)重模型標(biāo)桿數(shù)學(xué)比對(duì)概率統(tǒng)計(jì)分析管理層期望分析崗位目標(biāo)實(shí)現(xiàn)的追蹤 考核與評(píng)估部門關(guān)鍵業(yè)績(jī)指標(biāo)體系

追蹤體系考核制度平衡絕對(duì)/相對(duì)結(jié)果

MercerPDFcreatedwithpdfFactoryProtrialversionSession2MercerJobDescriptionTemplate美世咨詢職位說(shuō)明書(shū)模板PDFcreatedwithpdfFactoryProtrialversion23WhydoweneedaJobDescription?為什么要描述職位？nnnIdentifyeachposition’srole明確每個(gè)職位的角色I(xiàn)dentifyeachposition’scontributionfororganizationobjective明確每個(gè)職位對(duì)組織目標(biāo)的貢獻(xiàn)Provideexactlistthatpositionholds,reducethegapamong“expectedrole”,“understandingrole”and“acceptedrole”提供職位所承擔(dān)職責(zé)的精確列表，盡可能減少“期望的角色”、“理解的角色”、與“被接受的角色”之間的差異Manager’s

printofview

管理者角度Positionholder’spointofview任職者角度

MercerPDFcreatedwithpdfFactoryProtrialversionMercerContentsofaJobDescription典型的職位說(shuō)明書(shū)內(nèi)容nnnnPosition’spermanentobjective職位的目的Position’sroleinanorganization職位在組織中的位置Positionholder’skeyresponsibilities任職者的主要職責(zé)Mercer’sadditionalcontents美世增加的內(nèi)容

–Positionsize職位的規(guī)模

–Networkofinternalandexternal內(nèi)部與外部交互的網(wǎng)絡(luò)

–Minimumqualifications/requirementsoftheposition職位在招聘時(shí) 的最低要求

–Measurementcriteria業(yè)績(jī)衡量標(biāo)準(zhǔn)

24PDFcreatedwithpdfFactoryProtrialversion25JobDescriptionFormat職位說(shuō)明書(shū)的格式

（1）（6）（8）（7）

（2） （3） （4） （5）

MercerPDFcreatedwithpdfFactoryProtrialversion26Mercer1.Identity

基本信息IDENTITY基本信息Organization組織名稱Date日期Department部門PositionTitle職位名稱Supervisor主管職位名稱IncumbentName任職者姓名Supervisor’sName主管姓名

Approval簽名Approval簽名nnnnTheIdentityofthepositionplacesitwithinthecontextofthecompany.基本信息明確了職位在組織中的位置JobDescriptionneedtobereviewedwhenannuallyupdatedperformancecontract.每年制定新的業(yè)績(jī)合同時(shí)，職位描述需要重新簽字DateshouldberenewedwhenJobDescriptionwasupdated每次更新職位描述時(shí)，日期相應(yīng)變更Otherinformationbasedonorganizationrequirement可以根據(jù)組織要求提供其他信息：––Grading,region…組織等級(jí)，地區(qū)等SignatureofHRpersonnel人力資源管理者簽字等PDFcreatedwithpdfFactoryProtrialversion27nThePurposedefinesthemainroleofthePosition,anditanswers3questions:職位存在的目的描述了職位的主要角色，它要回答這樣三個(gè)問(wèn)題：–––WhydoesthisPositionexists?這個(gè)職位為什么存在？Withinwhatlimitsdoesitoperate?這個(gè)職位在什么限制之下工作？Withwhatlong-termobjectives?它的長(zhǎng)遠(yuǎn)目標(biāo)是什么？

n nMercerThepurposeisfor“Why”,notfor“How”or“What”職位目的只描述“為什么”，而不是“如何”、“什么”Couldbewritteninthebeginning,orbegeneratedafterfinishingallotherparts.可在開(kāi)始時(shí)撰寫，也可在職責(zé)描述完成后總結(jié)

2.Purpose…

職位存在的目的PURPOSE(Whythepositionexists,withinwhatlimitsandwithwhatobjectives)目的：（職位存在的理由，限制條件和目標(biāo)）PDFcreatedwithpdfFactoryProtrialversion283.Size

規(guī)模

NonFinancial

非財(cái)務(wù)QuantityofProductandService產(chǎn)品和服務(wù)的數(shù)量NumberofEmployee雇員/下屬的數(shù)量NumberofCustomer/Dealer客戶/分包商的數(shù)量NumberofEquipment設(shè)備數(shù)量Area(SquareMeter)面積（平方米）

Financial

財(cái)務(wù)

ProductionValue產(chǎn)值

Budget&OperationCost預(yù)算及運(yùn)營(yíng) 成本

Investment投資

AnnualTurnover年?duì)I業(yè)額

Asset資產(chǎn)

MercerPDFcreatedwithpdfFactoryProtrialversion29Mercer4.OperatingNetwork

工作聯(lián)系網(wǎng)絡(luò)nnnTheOperatingNetworkshowsthecontactsandinteractionthepositionhaswithotherpartiesinside(internal)andoutside(external)theorganization,andwhichpartyimpactswhom.工作聯(lián)系網(wǎng)絡(luò)顯示這個(gè)職位與組織內(nèi)、外部聯(lián)絡(luò)的對(duì)象，以及相互影響的關(guān)系Notincludedailycommunication.不包括日常交流Notonlytheproceduresbeforeandafterworkflow.不僅僅指流程前、后道工序EXTERNAL外部EXTERNAL外部INTERNAL內(nèi)部PDFcreatedwithpdfFactoryProtrialversion30Supervisor

直接上級(jí)Subsidiary

直接下屬OtherDepartments

（集團(tuán)）其他部門DefinitionofOperatingNetwork工作聯(lián)系網(wǎng)絡(luò)定義

Influence:Direction,policy,decision

影響方式：指導(dǎo)、方針、決策等Influence:Instruction,regulation,laws,market,etc.影響方式：指導(dǎo)、規(guī)則、法律、市場(chǎng)等Influence:Instruction,order,market,etc.影響方式：指導(dǎo)、指令（命令）、市場(chǎng)等EXTERNAL外部EXTERNAL外部OtherDepartments

（集團(tuán)）其他部門

OtherPositions本公司（部門）其他職位

OtherPositions本公司（部門）其他職位

MercerPDFcreatedwithpdfFactoryProtrialversion31Mercer5.MinimumRequirements

最低任職要求n

Thissectionspecifiestheminimumqualificationsandskillsthatacandidateneedstobe recruitedinthisposition.Dependingontherecruitmentpolicy,theserequirements couldbeforfulloperationallevelorloweriftrainingandguidanceareprovided.

招聘本職位任職者的最低要求，但如果公司提供相應(yīng)的培訓(xùn)與指導(dǎo)，也可根據(jù) 招聘政策相應(yīng)降低MINIMUMREQUIREMENTS最低要求nnEducation/Experiences教育/經(jīng)驗(yàn)

Education:Background,professionalskills,specialeducation,training,etc.

教育：學(xué)歷，專業(yè)技術(shù)，特殊教育，培訓(xùn)等；（衡量標(biāo)準(zhǔn)：證書(shū)，學(xué)位等）

Experiences:Local,multinational,Specialtalent,Generaltalent…,howmanyyears?

經(jīng)驗(yàn)：本地，跨國(guó)，專才，通才，幾年？

Specialtransferablebackgroundshouldbenotified.

特殊可轉(zhuǎn)化的背景應(yīng)被注明SpecificKnowledge&Skills特別知識(shí)/技能

Specificknowledgeandskills,notincludedintheeducation/experiences,arerequiredfor theposition.

指教育/經(jīng)驗(yàn)未能含蓋的特別知識(shí)與技能

Language,Computerskills,specialTechnicalskills,Communicationskills,etc.

如語(yǔ)言，計(jì)算機(jī)，特殊技術(shù)，溝通等PDFcreatedwithpdfFactoryProtrialversion326.Responsibilities

主要職責(zé)nnn4-8items4－8項(xiàng)correspondtoapermanentobjectiveandindicatepreciselytheexpectedresults主要的職責(zé)和期望的貢獻(xiàn)payattentiontolong-termandcontinuousresponsibilities,withoutreferencetoatimeframe關(guān)注長(zhǎng)期、持續(xù)的職責(zé)，盡量少地考慮時(shí)間性express“what”(responsibility)insteadof“how”(task);描述“做什么”，而不是“如何做”MEASUREMENTCRITERIA衡量標(biāo)準(zhǔn)

Quantitative數(shù)量

Qualitative質(zhì)量

RESPONSIBILITY主要職責(zé)

Headings標(biāo)題

Ranking序號(hào)

Objective+Definition目的＋定義

1 2

MercerPDFcreatedwithpdfFactoryProtrialversion337.MeasurementCriteria

衡量標(biāo)準(zhǔn)nn“Howyoucanproveyoumakeagreatachievementinthisresponsibilityarea?”“你如何證明你在這個(gè)職責(zé)領(lǐng)域取得了好成績(jī)？”

–Salesvolume,marketshare,clientsatisfaction,employeesatisfaction,traning feedback…

銷售額，市場(chǎng)份額，客戶滿意，員工滿意，培訓(xùn)反饋……Thefewerthecriteria,theclearerthepicture衡量標(biāo)準(zhǔn)精簡(jiǎn)并明確––Quantity+Quality數(shù)量＋質(zhì)量Finance+Technology+Evaluation財(cái)務(wù)＋技術(shù)＋評(píng)價(jià)nTheseeminglystraightforwardresponsibilitycanbemeasuredbycriteriadependingonthebusinessstrategyandcorporatecultureofthecompany.一個(gè)職責(zé)可以被多種標(biāo)準(zhǔn)衡量，最終由組織文化和企業(yè)戰(zhàn)略決定取舍–“sales”“銷售”：salesgrowth銷售增長(zhǎng)numberofnewclients新增客戶數(shù)salesvolume銷售額numberofclients客戶數(shù)marketshares市場(chǎng)份額

nMercerMeasurementcriteria,perse,donotindicateanincumbent‘sperformance.Rather,theyareindicatorsoryardsticksbywhichtomeasureresults.衡量標(biāo)準(zhǔn)并非業(yè)績(jī)目標(biāo)，但是可以在目標(biāo)設(shè)定的過(guò)程中被設(shè)定為業(yè)績(jī)目標(biāo).PDFcreatedwithpdfFactoryProtrialversion34Mercer8.Full,PartialorSupporting?(Optional)

全部，部分或協(xié)助？

FULL

全部

Responsibility within thesame Hierarchy在同等級(jí)內(nèi)的責(zé)任

PARTIAL

部分

Responsibility shared leftandright intheorganization責(zé)任被分配在機(jī)構(gòu)的左右

SUPPORTING

協(xié)助

Responsibility somewhereelseintheorganization

責(zé)任在機(jī)構(gòu)內(nèi)的某處PDFcreatedwithpdfFactoryProtrialversionDepartment部門FinanceDepartment財(cái)務(wù)部Date日期PositionName職位名稱FinanceDirector財(cái)務(wù)總監(jiān)PositionHolder任職者

Xia夏XXPositionHolderConfirmation任職者確認(rèn)SupervisorPositionName主管職位名稱SupervisorName主管姓名

Zhu朱XXSupervisorConfirmation主管確認(rèn)Objective(reasonfortheposition,constraintandgoal)目的（職位存在的理由，限制條件和目標(biāo)）Inordertoensurecorporateaccountingmanagementguidelineandefficiency,establishcorporateaccountingpolicyandoperatingprocessundercorporatemanagementguidelineandnationalaccountingsystemregulation;ensurecorporateaccountingsystemefficiency,sufficientcorporateoperationfundingsupply,andminimuminterestandtaxexpend;andensuremostoptimizedcorporatefinancial/capitalstructureandfinancesecurity為了確保公司財(cái)務(wù)管理的規(guī)范和效率，在公司管理規(guī)范和國(guó)家財(cái)務(wù)會(huì)計(jì)制度的規(guī)定下，制定公司財(cái)務(wù)政策及操作方法，確保公司財(cái)務(wù)體系的高效運(yùn)作，公司經(jīng)營(yíng)的充足資金供應(yīng)，及最小的利息和稅務(wù)支出確保公司最優(yōu)的財(cái)務(wù)/資本結(jié)構(gòu)及財(cái)務(wù)安全35

JobDescriptionCase——FinanceDirector

職位說(shuō)明書(shū)案例——財(cái)務(wù)總監(jiān)BasicInformation基本信息

MercerPDFcreatedwithpdfFactoryProtrialversion36FinanceDirector

財(cái)務(wù)總監(jiān)External外部External外部SeniorOperationVP高級(jí)營(yíng)運(yùn)副總裁

AllDepartmentsinSubsidiaryCompanies

各子公司財(cái)務(wù)部門

AllPositionsinFinanceDepartment

財(cái)務(wù)部所有職位CorporateFinanceDepartment,Corporate

AuditDepartment集團(tuán)財(cái)務(wù)部門/集團(tuán)審計(jì)部?Taxbureau稅務(wù)部門?Financebureau財(cái)務(wù)部門?Auditbureau(independentaudit,corporateaudit,specificareaaudit)審計(jì)部門（獨(dú)立審計(jì)、集團(tuán)審計(jì)、專項(xiàng)審計(jì)等）?ShanghaiStockExchange上交所?Customers(checkingbills)客戶（對(duì)帳等）?Banks銀行?Suppliers供應(yīng)商?Banks銀行AllSalesDepartments,All FunctionDepartments

各營(yíng)銷部門/各職能部門JobDescriptionCase(Continued)職位說(shuō)明書(shū)案例（續(xù)）

CorporatePresident,OtherVP公司總裁，公司其他副總裁

MercerPDFcreatedwithpdfFactoryProtrialversion37nUnderstandnationalaccounting,tax,andfinancepolicyandregulation了解國(guó)家財(cái)務(wù)、稅務(wù)和金融相關(guān)的政策法規(guī)nAccountingmodellingandaccountinganalysiscapability財(cái)務(wù)模型和財(cái)務(wù)分析能力nRiskmanagementconsciousnessandexperience風(fēng)險(xiǎn)管理意識(shí)和經(jīng)驗(yàn)

JobDescriptionCase(Continued)

職位說(shuō)明書(shū)案例（續(xù)）MinimumPositionRequirement最低任職要求EducationLevel/Experience教育程度/經(jīng)驗(yàn)Minimumbachelordegree,minimum6yearsprofessionalexperience,minimum3yearsprofessionalmanagementexperience大學(xué)本科以上學(xué)歷、專業(yè)工作經(jīng)驗(yàn)6年以上、專業(yè)管理經(jīng)驗(yàn)3年以上SpecificKnowledgeandSkills特別知識(shí)和技能nUnderstandfinancialinformationsystemmanagement

了解財(cái)務(wù)信息系統(tǒng)的管理

MercerPDFcreatedwithpdfFactoryProtrialversionResponsibility職責(zé)范圍Measurement衡量標(biāo)準(zhǔn)Establishcorporateannualbudget起草制定公司年度預(yù)算Leadoverallcorporateannualoperation/budgetplanningprogram,ensurebudgetcompletiontimelinessandquality總體領(lǐng)導(dǎo)公司的年度經(jīng)營(yíng)/預(yù)算計(jì)劃程序，確保預(yù)算計(jì)劃及時(shí)、高質(zhì)完成Annualbudgetcompletiontimeliness年度預(yù)算完成及時(shí)性O(shè)ptimizecapitalstructure優(yōu)化資本結(jié)構(gòu)Establish,maintaingoodrelationshipwithmajorshareholdersandbanks,ensuretoacquirecapitalthatthecorporateneedsatthelowestandmostreasonablefinancialcost,formulateeffectivefinancingstrategyandplanning,ensurecorporateoptimizedcapitalstructureandfinancialsecurity建立、維持與主要股東及銀行的良好關(guān)系，確保以最低、最合理的財(cái)務(wù)費(fèi)用獲得公司所需的資金，制訂有效的融資策略及計(jì)劃，確保公司最優(yōu)的資本結(jié)構(gòu)及財(cái)務(wù)安全Corporatefinancialstructurerationality公司財(cái)務(wù)結(jié)構(gòu)合理性Corporatefinancingcostandstructure公司融資成本和結(jié)構(gòu)Capitalmanagement資金管理Superviseoperationofsubsidiarycapitaldepartmenttoensureeffectivecapitalusageandarrangement監(jiān)督下屬資金部門的工作，以確保資金的有效使用及調(diào)度Corporateoperationcapitaleffectiveness公司營(yíng)運(yùn)資金到位率Decisionsupport支持決策Track,analyzeallkindsofcorporatefinancialindexes,discoverpotentialoperationissues,supportexecutivedecision跟蹤、分析公司的各種財(cái)務(wù)指數(shù)，揭示潛在的經(jīng)營(yíng)問(wèn)題，供高層決策參考Timesandeffectofdecisionsupport決策參考次數(shù)和效果Establishaccountingmanagementpolicies制定財(cái)務(wù)管理方法Leadtheestablishmentofallkindsofcorporatefinancialcapitalpoliciesandoperationprocessesindetail,ensuretofollowrelatednationalandinternationalaccountingandtaxregulation具體領(lǐng)導(dǎo)制訂公司的各項(xiàng)財(cái)務(wù)資金政策及操作方法，確保遵守國(guó)家及國(guó)際有關(guān)國(guó)家的財(cái)務(wù)及稅務(wù)法規(guī)Corporateaccountingmanagementsystemestablishment公司財(cái)務(wù)管理政策體系建立Managecorporateaccountingdepartments管理公司財(cái)務(wù)部門Supervisesubsidiaryaccountingandfinancialplanningdepartmentoperations,ensuretimely,accuratemonthly,quarterly,annualfinancialreport監(jiān)督下屬會(huì)計(jì)及財(cái)務(wù)計(jì)劃部門的工作，確保及時(shí)、準(zhǔn)確的月度/季度/年度財(cái)務(wù)報(bào)告Corporatefinancialreporttimeliness公司財(cái)務(wù)報(bào)表及時(shí)率38JobDescriptionCase(Continued)職位說(shuō)明書(shū)案例（續(xù)）

MercerPDFcreatedwithpdfFactoryProtrialversion39討論：對(duì)美的而言，合適的職位說(shuō)明書(shū)模板應(yīng)該是什么樣？

MercerPDFcreatedwithpdfFactoryProtrialversionSession3JobDescriptionandMercer’sResponsibilityAnalysisTool職位分析與美世職責(zé)分析工具PDFcreatedwithpdfFactoryProtrialversion41WeWillLearn……我們將要學(xué)習(xí)……

n n nMercerWhatisposition職位的概念Positionanalysismethod(ARCPI)職位分析方法（ARCPI）介紹HowtouseMercer’stoolanalyzeposition’sresponsibility如何使用美世工具分析職位的職責(zé)PDFcreatedwithpdfFactoryProtrialversion42WhatIsPosition?什么是職位？

Positionis職位是:

?Aorganizationstructure’sbasicunit

一個(gè)組織結(jié)構(gòu)的基本單位

?Itbelongstoorganization,notpositionholder

它屬于組織，而不屬于職位任職者

?Resultsdriven----positionmustbeoutput

以結(jié)果為導(dǎo)向——職位一定有產(chǎn)出

?Dynamic,butrelativelysteady

動(dòng)態(tài)的，而又是相對(duì)穩(wěn)定的

MercerPDFcreatedwithpdfFactoryProtrialversion43

WhatIsPosition?

什么是職位？Whenaemployeemoved,hewouldtakehismanagementstyle,problemsolutionandperformancelevelaway.當(dāng)一個(gè)員工流動(dòng)時(shí)，他帶走的是他的管理風(fēng)格、解決問(wèn)題的能力和績(jī)效表現(xiàn)水平。Hewouldleavehisposition’sfunction,workscopeandresponsibility.他留下來(lái)的是他所處職位的“功能”、工作的范圍和應(yīng)擔(dān)負(fù)的職責(zé)。Intheotherwords,hispositionstillexists.換句話說(shuō)，他的職位仍然存在。

MercerPDFcreatedwithpdfFactoryProtrialversion44OrganizationStrategy

組織戰(zhàn)略

Function職能MainResponsibilityArea主要職責(zé)領(lǐng)域LineofBusiness事業(yè)部

Department部門Structure結(jié)構(gòu)Function職能PositionIsOrganization’sMinimumUnit職位是組織的最小單位

Position Position PositionPosition’sexistence,characteranddefinitionarebasedonorganizationstrategy.職位的存在、特征與定義，都是基于組織的戰(zhàn)略

MercerPDFcreatedwithpdfFactoryProtrialversion45

JobDescription’sEfforts:ConsistentAgreement

崗位說(shuō)明書(shū)的效果：一致的認(rèn)同JobDescriptionwillstrengthenpositionholder’sunderstandingofthepositionandreducepotentialmiscommunicationsbetweenpositionholderandhis/hermanager減少任職者和管理者對(duì)崗位職責(zé)的認(rèn)識(shí)差異。JobDescription崗位說(shuō)明書(shū)Management’s pointofview

管理者角度崗位說(shuō)明書(shū)可以強(qiáng)化任職者對(duì)職位的理解，

PositionHolder’s pointofview

任職者角度Management’s

pointofview

管理者角度

PositionHolder’s pointofview

任職者角度

MercerPDFcreatedwithpdfFactoryProtrialversion1.AnalyzeOrganization組織分析2.ClarifyDepartmentResponsibility部部門職職責(zé)責(zé)澄澄清清Responsibility部部門職職責(zé)責(zé)細(xì)化化46PositionAnalysisRoadmap職位分析路徑圖1.AnalyzeOrganization

組織分析

2.ClarifyDepartment Responsibility

門

33DetailDepartment Responsibility

門細(xì)4.DistributetotoPosition

職位

5.WriteJobDescription

寫位說(shuō)明書(shū)1.2.3.Positioninformation職位基本信息Position’spermanentobjectives職位存在的目的Position’sSize職位規(guī)模.Worknetwork工作聯(lián)系網(wǎng)絡(luò)Lowestpositionholder’srequirement最低任職要求Responsibilityscope職責(zé)范圍Measurestandard衡量標(biāo)準(zhǔn)

MercerPDFcreatedwithpdfFactoryProtrialversion47Mercer1：OrganizationStructureAnalysis——WhatshapeshouldtheOrganizationStructurebe?組織結(jié)構(gòu)分析——公司采用什么樣的組織結(jié)構(gòu)nn

Tallwithsmallunitsandsmallspansofcontrol?多層次結(jié)構(gòu)以及較小的管理幅度？

Flatwithlargeunitsandwidespansofcontrol?

扁平結(jié)構(gòu)以及較寬的管理幅度？PDFcreatedwithpdfFactoryProtrialversion48HRFAMSPRODQAENGRGMMOrganizationStructure'sType---byfunction(1)組織結(jié)構(gòu)的類型——按職能（1）

MercerPDFcreatedwithpdfFactoryProtrialversion49HRFAMSPRODQAENGRGMMABCByProducts(2)按產(chǎn)品（2）

MercerPDFcreatedwithpdfFactoryProtrialversion50HRFAMSPRODQAENGRGMM123ByArea(3)按地域（3）

MercerPDFcreatedwithpdfFactoryProtrialversion51ABC123NASAJapanHRQAPRODMSFAMMENGRGAPCHINAHRFAHKTWSKERNRSRCRAMSHRFAPRODQAENGRGMMSHAIGMByFunction,Products,Area(4)按職能、產(chǎn)品、地域（4）

MercerPDFcreatedwithpdfFactoryProtrialversion52MatrixOrganization(5)矩陣結(jié)構(gòu)（5）Function/ProductMatrix職能/產(chǎn)品矩陣President

總裁DesignDirector設(shè)計(jì)總監(jiān)生產(chǎn)總監(jiān)ManufactoryDirectorMarketingDirector市場(chǎng)總監(jiān)財(cái)務(wù)總監(jiān)FinanceDirectorProcurementDirector采購(gòu)總監(jiān)AProductManager A產(chǎn)品經(jīng)理BProductManager B產(chǎn)品經(jīng)理CProductManager C產(chǎn)品經(jīng)理DProductManager D產(chǎn)品經(jīng)理ProductBusinessDirector產(chǎn)品經(jīng)營(yíng)總監(jiān)

MercerPDFcreatedwithpdfFactoryProtrialversionFunction

職能ResponsibleArea

職責(zé)領(lǐng)域Research&Development研究與開(kāi)發(fā)nApplicationResearch應(yīng)用研究nDevelopment開(kāi)發(fā)nDesign設(shè)計(jì)Manufactory生產(chǎn)nMaintenance維修nManufacture制造nQualityControl質(zhì)量控制Materials材料nProcurement采購(gòu)nInventory倉(cāng)儲(chǔ)nLogistics運(yùn)輸Marketing市場(chǎng)營(yíng)銷nMarketingResearch市場(chǎng)研究nAdvertisement廣告nPromotion促銷Function

職能ResponsibleArea

職責(zé)領(lǐng)域Communication溝通nInternalCommunication內(nèi)部溝通nPublicrelationship公共關(guān)系nAdvertisement廣告InformationTechnology信息技術(shù)nSystemDevelopment系統(tǒng)開(kāi)發(fā)nNetwork網(wǎng)絡(luò)nTechnicalSupport技術(shù)支持Finance財(cái)務(wù)n資金管理n報(bào)表n會(huì)計(jì)CooperateAffaire公司事務(wù)nAdministration行政管理nCommunication溝通nLaw法律事務(wù)HumanResource人力資源nRecruiting招聘nC&B薪酬與福利nTraining&Development培訓(xùn)與開(kāi)發(fā)53FunctionAnalysis職能分析

MercerPDFcreatedwithpdfFactoryProtrialversiona542：ClarifyDepartmentResponsibility部門職責(zé)澄清nApplyprocessthinking,andidentifywholeteam’sgeneralfunctionmodules,orfunctionlinen應(yīng)用流程的思想明確整個(gè)團(tuán)隊(duì)的總體職能模塊，或職能條線Detaileachworkformodule/line分析細(xì)化各模塊/條線下的工作內(nèi)容

n n n n nMercerDecomposeworkinnecessary必要時(shí)進(jìn)一步分解工作內(nèi)容Accordingto“verb.-verb’sobject”format.Eg,reviewmaintenanceaffordresponsiblycircuitry按照“動(dòng)詞－動(dòng)詞的賓語(yǔ)”的格式描述。如：“檢查所屬線路維護(hù)工作”Caretodescribeourteamorourwork,avoidtobeimpractical注重描述本團(tuán)隊(duì)做或所能影響的那部分工作，避免描述太虛Donotdescribecarefullyhottodothework,avoidtobetrivial不需要一步一步地具體描述如何完成工作，避免描述太瑣碎Needtodescribe“what”,not“how”需要描述的是“做什么（What）”而不是“怎么做（How）”aPDFcreatedwithpdfFactoryProtrialversion1PlanningandDevelopment規(guī)劃及發(fā)展1.1AnalyzeandforecastHRsupplyanddemandstatus,establishHRdevelopmentandmanagementoverallplanningandallkindsofbusinessplan分析預(yù)測(cè)人力資源供需狀況，制定人力資源開(kāi)發(fā)與管理的總體規(guī)劃及各項(xiàng)業(yè)務(wù)計(jì)劃1.2ImplementationandcontrolofHRplan人力資源規(guī)劃的實(shí)施與控制1.3Guideandsuperviseallsubsidiaryunits(departments)toexecuteHRplanningandallkindsofrelatedpolicy,regulation,guidance指導(dǎo)并監(jiān)督所屬各單位（部門）貫測(cè)執(zhí)行人力資源規(guī)劃和各項(xiàng)相關(guān)政策法規(guī)、規(guī)章制度2HRDeployment人力資源配置2.1PositionandHeadcountSetting崗位設(shè)置及編制定員2.1.1Coordinaterelatedorganizationplanandwriteinstitutionalmanagementarea配合涉及組織機(jī)構(gòu)方案及撰寫機(jī)構(gòu)管理領(lǐng)域2.1.2Organizepositiondesign,analysisandevaluation組織崗位設(shè)計(jì)、分析及評(píng)估2.1.3OrganizeJobDescriptionwriteandrevise組織撰寫及修訂崗位說(shuō)明書(shū)2.1.4Confirmheadcountofeachposition確定各崗位人員數(shù)量2.2PositionManagement崗位管理2.2.1Establishpositionmanagementpolicy制訂崗位管理辦法2.2.2Positionedemployeecontractmanagementandcontractoragreementmanagement在崗員工勞動(dòng)合同管理和勞務(wù)工協(xié)議管理2.2.3Establishdepartmentalcompetitivepositioningmanagementpolicy制訂本局內(nèi)部競(jìng)爭(zhēng)上崗管理制度2.2.4Organizedepartmentalpositionrecruiting組織開(kāi)展本局范圍內(nèi)的崗位招聘2.2.5Employeerewardsandpunishmentmanagement員工獎(jiǎng)懲管理2.2.6Employeeattendanceandvocationmanagement員工考勤和各類假期管理553：DetailDepartmentResponsibility

部門職責(zé)細(xì)化

Theobjectivetofurther detaildepartment responsibilitydescription istoclarifyeach position’s responsibility.

在部門職責(zé)描述下的進(jìn)一步 細(xì)化，目的是明確各職位的 職責(zé)。

MercerPDFcreatedwithpdfFactoryProtrialversion564：DecomposetoPosition——RoleMapping,aeffective positionanalysistool

分配到職位

n n nMercerWhatisrolemapping什么是職責(zé)匹配？

–Detaildepartment’sresponsibility,andmaptoeachposition將細(xì) 化的部門職責(zé)匹配到各個(gè)職位Thepurposeofrolemapping職責(zé)匹配的目的：

–Analyze,clarifyrelationshipforeachpositioninimplementation process,distributework,clarifyrespon