1、国际职位评估系统International Position Evaluation,不清晰的职位等级Unclear Ranking of Positions,清晰的职位等级Clear Ranking of Positions,L-1,Organization组织,Function / unit部门,Position职位,+,+,Size 规模Impact 影响Supervision 监督管理,Area of responsibility职责范围Interaction 沟通技巧,Qualification 任职资格Problem solving 解决问题Environment 环境,职位评估系统
2、因素Position Evaluation Factors,职位评估系统分数 The IPE Points,SIZE OF RESPONSIBILITY 职责规模,SCOPE OF RESPONSIBILITY 职责范围,对企业的影响Impact on organization,监督管理Supervision,责任范围Area of responsibility,沟通技考Interaction,任职资格 Qualification,解决问题难度Problem solving,环境条件Environmental conditions,JOB COMPLEXITY 工作复杂程度,职位评估系统七个因
3、素的比重 The Weighting of IPE Factors,解决问题难度,任职资格,沟通技巧,环镜条件,对企业的影响,监督管理,责任范围,总分数Total Points:65-1193,因素一：对企业的影响 Impact on Organization,heavily weighted in the Position Evaluation 在职位评估中占很大比重the more positions there are on the same organization level, the less impact the positions have 在机构的同一层次,职位越多,职位的影
4、响则越小measure the influence the position has on organizations result both in the short- and long-term 量度一个职位对企业短期及长期的影响evaluating the impact from the top of the organization downwards 由上而下进行评估,机构规模 Size of Organization,The impact of a position vary much depends on the size of the organization 职位对企业的影响
5、随著机构的规模不同,而有明显的不同What do we consider as an organization? 如何定义组织机构?a line function (e.g. sales, production) + two support functions (e.g. finance, human resources) 一个前线功能组别 (例如:销售,生产) + 两个支援功能组别 (例如: 财政, 人力资源)The size of organization tables are in local currency and are updated each year, taking into
6、 account local inflation and exchange rate fluctuations (in relation to US$) 考虑地方通胀率和汇率浮动(兑美金)的因素, 机构规模查表以地方货币为单位,并且每年更新一次,机构的性质 Nature of the organization,对企业的影响 Impact on Organization,对企业的影响 Impact on Organization,因素二：监督管理 Supervision,Headcount 人数 : 44Direct subordinates 直接下属 : 9Indirect subordina
7、tes 间接下属 : 34Total subordinates 总下属人数 : 43,Headcount of subordinates : 43下属人数 : 43,下属人数 (直接和间接的) Number of Subordinates (direct and indirect),gives an indication of the management qualifications required 明确管理者所具备的资格consider the total number of employees for which the postion is responsible, both dir
8、ectly reporting and those reporting through subordinates 包括所有监督的职员,直接报告的和通过下属间接报告的人也计算在内when subordinates clearly have two reporting lines, then the number of such subordinates should be divided by two 当下属清楚地向两方上级报告, 将这类下属的人数除二,correct degree level,下属类别 Kind of Subordinates,S: Subordinates with spec
9、ialized activities: analyses, techniques . 下属担任专门的的活动:分析,技术,H: Subordinates with homogeneous activities: current and basic 下属担任相似的活动:现今的,基本的,因素三：责任范围 Area of Responsiblity,The diversity and ranges of activities required for the position. 职位所要求的活动范围和多样性 The degree of independence required to make dec
10、isions and influence own and subordinates work. 对职位自身和下属工作作出决定和影响的独立程度The degree of knowledge required regarding the company / the market. 公司、市场所要求的知识程度。,广度 Diversity,!,Diverse activities within a function/unit 在同一功能组别内,担任不同的工作,Several similar activities within a function/unit 在同一功能组别内,担任几个相似的工作,Sam
11、e activities within a function/unit 在同一功能组别内,担任重复性的工作,Similar activities within a function/unit 在同一功能组别内,担任相似的工作,Diverse activities within different functions/units 在不同功能组别内,担任不同的工作,Leads an organization 领导机构,Leads a function/unit 领导一个功能组别,Leads several function/unit 领导几个功能组别,8,7,6,5,4,2,3,1,级别Degre
12、e,独立性 Independence,Position holder plans how to attain the goal set and is responsible for independent implementation of results 主管制定目标后,任职人独立实施和负责实施的结果,Superior decides what- and when to do, and checks at certain stages 主管制定作什么和何时作并在主要环节进行监督,What-, why-,when-,where- and how to do the job are clearl
13、y defined and supervised 工作过程分明-作什么,为何作, 何时作,那里作,如何作都很清楚说明并受监督,Superior decides what-, when- and how to do, and control from time to time 主管制定作什么,何时作和如何作并在每一环节进行监督,Position holder decides what-, why-,when-,where- and how to do within the function 在功能组别内, 任职人制定作什么,为何作, 何时作,那里作和如何作,Position holder dec
14、ides what-, why-,when-,where- and how to do for the organization 任职人为机构制定作什么,为何作, 何时作,那里作和如何作,Position holder sets overall targets and policies for the corporation in consultation with the Corporate Board 谘询集团董事会后, 任职人为集团制定全面的目标和政策,7,6,5,4,2,3,1,级别 Degree,独立性 Independence,Corporate Board of Director
15、s control 集团董事会控制,级别 Degree,营业知识面 Business Understanding,Market 市场,Organization 机构,1,2,3,4,3,4,5,/,因素四：沟通技巧 Interaction,Interaction Ability 沟通技巧,1NormalBasic courtesy & exchange of information普通一般性礼节和交换信息的交流2ImportantMore demanding nature吃力的交流重要Cooperation & influencing people要求与人合作,对人施加影响Negotiatio
16、ns, interviews, sales and purchasing decisions谈判,面试,销售,说服等3MaximumNegotiations and decisions of high极大importance for the WHOLE organization对整个公司有重大影响的谈判和决策,Which degree of Contact Frequency? 沟通频率,Daily天天,A few times a week时常,A few times a month偶尔,因 素 五：任职资格 Qualification,Education 学历the minimum educ
17、ation normally required by the organization 机构要求的最低学历“Mandatory” normally is defined as at least 9-10 years of education 接受最少九至十年的义务教育Experience 经验relevant practical experience 相关的实际经验should not be evaluated in terms of number of years, but in terms of the extent of knowledge and skills acquired for
18、 the position 不按工作年数评估, 而依据按职位所需的知识和技巧程度,因 素 六： 解 决 问 题Problem Solving,Analytical and creative abilities required for problem solving and developments 解 决 问 题 所 需 的 分 析 力 和 创 造 性Complexity of operational and administrative problems 处 理 问 题 的 复 杂 性,解决问题的创造性Innovative Problem Solving,3,2,Update - tool
19、s, techniques, methods related to a position 在工作范围内,更新工具,技巧和方法,Improve - tools, techniques, methods related to a function 在功能组别内, 改良工具,技巧和方法,7,6,Unique development - new in the market市场上的新发明,Invention - more scientific, technical科学和技术上的新发明,4,5,Create - new techniques, methods with internal support 源
20、至内部的帮助,创造新的技巧和方法,Create - new techniques, methods with external support 源至外来的帮助,创造新的技巧和方法,级别 Degree,解决问题的复杂性Operational/Administrative Problem Solving,7,6,4,5,3,2,1,Routine - follow instructions 按常规工作 - 跟随指示,Choice - two options 二选一,Alternative options - requiring analysis 有选择的 - 需要分析,Forecast - inv
21、estigation of impact on outcome such as revenue, cost, reactions etc. 预测 - 研究对结果的影响,例如,收入,成本及反馈,Forecast with uncertain future variables - investigation of complicated variables and impact on outcome such as accuracy, predictions on revenue, cost, position, reactions etc. 预测未来不确定的因素 - 研究复杂因素和对结果的影响,
22、例如,准确性, 预测收入,成本,职位及反馈,Across entire organization 横跨整个机构,Across several organizations 横跨几个机构,The operational/administrative problem grow with the scope and size of the position whereas this is not the case with innovative problems. 复杂性问题随著职位的范围和规模增加,但创造性问题却不一样,!,因 素 七：环境条件 Environmental Conditions,En
23、vironment 环境normal 正常 - no/ limited adaptation 不需/有限的适应difficult 非正常 - governed by technical tools and/or mental process and/or requires physical effort 技术设备因素及/或精神程序及/或需要体力劳动Risknormal 正常 - only unpredicted events may interrupt the normal course of action 基于一些不能预测的事件妨碍正常运作 difficult 非正常 - constantl
24、y faces political uncertainty or industrial risk 经常面对政局不稳或工业风险,分数转换表,IPE 系统的应用Applications of IPE System,A clear ranking of positions 明确分出职位的级别A reliable base for an equitable salary structure 作为一个公平的工资结构的可靠依据A global overview of relations between positions 宏观的了解职位的相互关系A starting point for position/
25、person profiles 职位、任职者形象描述的出发点A database for career planning and succession 职业发展和继承的数据库An objective reference to solve titling issues 解决职称问题的客观参考A means of market comparison 市场比较的手段,清晰的职位等级Clear Ranking of Positions,L-1,IPE 系统的应用Applications of IPE System,A clear ranking of positions 明确分出职位的级别A reli
26、able base for an equitable salary structure 作为一个公平的工资结构可靠依据A global overview of relations between positions 宏观的了解职位的相互关系A starting point for position/person profiles 职位、任职者形象描述的出发点A database for career planning and succession 职业发展和继承的数据库An objective reference to solve titling issues 解决职称问题的客观参考A mea
27、ns of market comparison 市场比较的手段,Salary Structure - Company ZZ 公司工资结构,There is no Salary Structure 工资无结构 Salaries are decided case by case 工资随机性 Obvious internal inequity 内部无公平,IPE 系统的应用Applications of IPE System,Clear ranking of positions 明确分出职位的级别A reliable base for an equitable salary structure 作为
28、一个公平的工资结构的可靠依据A global overview of relations between positions 宏观的了解职位的相互关系A starting point for position/person profiles 职位、任职者形象描述的出发点A database for career planning and succession 职业发展和继承的数据库An objective reference to solve titling issues 解决职称问题的客观参考A means of market comparison 市场比较的手段,Position Eval
29、uation 职位评估,IPE 系统的应用Applications of IPE System,A clear ranking of positions 明确分出职位的级别A reliable base for an equitable salary structure 作为一个公平的工资结构的可靠依据A global overview of relations between positions 宏观的了解职位的相互关系A starting point for position/person profiles 职位、任职者形象描述的出发点A database for career plann
30、ing and succession 职业发展和继承的数据库An objective reference to solve titling issues 解决职称问题的客观参考A means of market comparison 市场比较的手段,The Position and The Incumbent职位和任职者比较,CRG 等级,IPE 系统的应用Applications of IPE System,A clear ranking of positions 明确分出职位的级别A reliable base for an equitable salary structure 作为一个公
31、平的工资结构的可靠依据A global overview of relations between positions 宏观的了解职位的相互关系A starting point for position/person profiles 职位、任职者形象描述的出发点A database for career planning and succession 职业发展和继承的数据库An objective reference to solve titling issues 解决职称问题的客观参考A means of market comparison 市场比较的手段,Promotion and Co
32、nsequences提升和结果,提升的标准依照公司等级而定Promotion steps follow the internal grading标准工资随公司等级变化而变化Reference Salaries (Pay for Position) are in line with internal grading提升是由技能决定，而非仅由绩效而定Promotion is built on competencies, not on performance only,IPE 系统的应用Applications of IPE System,A clear ranking of positions 明
33、确分出职位的级别A reliable base for an equitable salary structure 作为一个公平的工资结构的可靠依据A global overview of relations between positions 宏观的了解职位的相互关系A starting point for position/person profiles 职位、任职者形象描述的出发点A database for career planning and succession 职业发展和继承的数据库An objective reference to solve titling issues 解
34、决职称问题的客观参考A means of market comparison 市场比较的手段,Position Evaluation 职位评估,IPE 系统的应用Applications of IPE System,A clear ranking of positions 明确分出职位的级别A reliable base for an equitable salary structure 作为一个公平的工资结构的可靠依据A global overview of relations between positions 宏观的了解职位的相互关系A starting point for positi
35、on/person profiles 职位、任职者形象描述的出发点A database for career planning and succession 职业发展和继承的数据库An objective reference to solve titling issues 解决职称问题的客观参考A means of market comparison 市场比较的手段,Your Position vs. Market,评估原则 Evaluation Rules,1.Evaluate Top Down职位评估由上至下2.No one may evaluate own position不可评估个人职
36、位3.Check internal equity检验内部平衡Rank all positions evaluated according to size按照被评估职位的级别排列Compare across all divisions or departments跨部门对比职位Calibrate to ensure equity across the board校正异常职位以确保内部平衡,评估步骤Evaluation Process,1.Select benchmark positions 选择标准职位2.Gather data on benchmark positions 标准职位信息收集3.Select position analysts 挑选职位分析员4.Form evaluation committee 建立评估委员会5.Communicate the process to those involved与评估参与者进行沟通6.Train evaluation committee 培训评估委员会7.Evaluate positions 职位评估8.Put the evaluation results to use 应用评估结果,Z集团公司组织结构图,
