某咨詢國(guó)際的中英文雙語作品國(guó)際職位評(píng)估系統(tǒng)

國(guó)際職位評(píng)估系統(tǒng)

InternationalPositionEvaluation貝恩管理咨詢公司bain不清晰的職位等級(jí)

UnclearRankingofPositionsLL-1L-2L-2L-3L-3L-1L-2L-2L-1L-2L-2L-1L-2L-2清晰的職位等級(jí)

ClearRankingofPositionsL-1LL-1L-2L-2L-3L-3L-1L-2L-2L-1L-2L-2L-2L-2Organization組織

Function/unit部門Position職位++Size

規(guī)模Impact影響Supervision

監(jiān)督管理Areaofresponsibility職責(zé)范圍Interaction溝通技巧Qualification任職資格Problemsolving解決問題Environment環(huán)境職位評(píng)估系統(tǒng)因素

PositionEvaluationFactors職位評(píng)估系統(tǒng)分?jǐn)?shù)

TheIPEPoints12345675105101010154681051901809030130

SIZEOFRESPONSIBILITY職責(zé)規(guī)模SCOPEOFRESPONSIBILITY職責(zé)范圍對(duì)企業(yè)的影響Impactonorganization監(jiān)督管理Supervision責(zé)任范圍Areaofresponsibility

溝通技考Interaction

任職資格

Qualification

解決問題難度Problemsolving環(huán)境條件EnvironmentalconditionsJOBCOMPLEXITY

工作復(fù)雜程度人數(shù)Number類別Kind影響Impact規(guī)模Size營(yíng)業(yè)知識(shí)面

Businessunderstanding廣度Diversity獨(dú)立性Independence內(nèi)外用處Organizationframe技考Ability頻率Frequency學(xué)歷Education經(jīng)驗(yàn)Experience創(chuàng)造性Innovative復(fù)雜性O(shè)perational風(fēng)險(xiǎn)Risk環(huán)境Environment職位評(píng)估系統(tǒng)七個(gè)因素的比重

TheWeightingofIPEFactors解決問題難度任職資格溝通技巧環(huán)鏡條件對(duì)企業(yè)的影響監(jiān)督管理責(zé)任范圍總分?jǐn)?shù)TotalPoints:65-1193因素一：對(duì)企業(yè)的影響

ImpactonOrganization

heavilyweightedinthePositionEvaluation

在職位評(píng)估中占很大比重themorepositionsthereareonthesameorganizationlevel,thelessimpactthepositionshave

在機(jī)構(gòu)的同一層次,職位越多,職位的影響則越小measuretheinfluencethepositionhasonorganization’sresultbothintheshort-andlong-term

量度一個(gè)職位對(duì)企業(yè)短期及長(zhǎng)期的影響evaluatingtheimpactfromthetopoftheorganizationdownwards

由上而下進(jìn)行評(píng)估機(jī)構(gòu)規(guī)模

SizeofOrganization

Theimpactofapositionvarymuchdependsonthesizeoftheorganization職位對(duì)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Whatdoweconsiderasanorganization?如何定義組織機(jī)構(gòu)?alinefunction(e.g.sales,production)+twosupportfunctions(e.g.finance,humanresources)

一個(gè)前線功能組別

(例如:銷售,生產(chǎn))+兩個(gè)支援功能組別

(例如:財(cái)政,人力資源)Thesizeoforganizationtablesareinlocalcurrencyandareupdatedeachyear,takingintoaccountlocalinflationandexchangeratefluctuations(inrelationtoUS$)

考慮地方通脹率和匯率浮動(dòng)(兌美金)的因素,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)

Natureoftheorganization

SemiFinished半完成RawMaterials原料Finished完成Wholesale批發(fā)FinalCustomer顧客Value-addedChain增值鏈TableATableCTableBIdeas構(gòu)思Concepts概念Solutions方案Systems系統(tǒng)Application應(yīng)用Packages包裝DeliverytoNetwork通過銷售網(wǎng)絡(luò)FinalUser最終用戶對(duì)企企業(yè)業(yè)的的影影響響ImpactonOrganizationOrganizationSize機(jī)構(gòu)規(guī)模HeadofOrganization

機(jī)構(gòu)領(lǐng)導(dǎo)(A-levelpositionsA級(jí)職位)StaffFunction

功能組別(B-levelpositions

B級(jí)職位)Function/

功能組別BusinessUnit

業(yè)務(wù)組別(B-levelpositions

B級(jí)職位)JobArea

工作范圍(C-levelpositionsC級(jí)職位)(D-levelpositionsandbelow

D級(jí)或以下職位)對(duì)企企業(yè)業(yè)的的影影響響ImpactonOrganization機(jī)構(gòu)Organization職位Position121110967893456BLevelPositionsB級(jí)職位CLevelPositionsC級(jí)職位DLevelPositionsD級(jí)職位功能/業(yè)務(wù)組別Function/BusinessUnit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(jí)別

Degree因素素二二：：監(jiān)監(jiān)督督管管理理SupervisionSupervision監(jiān)督Supervision監(jiān)督Communication溝通Communication溝通Supervision=Recruit/Train/Develop/Control/Guide/Advise…+Functionalreporting監(jiān)督=招聘/培訓(xùn)/開發(fā)/控制/指導(dǎo)/輔導(dǎo)...+功能報(bào)告Communication=Inform/Exchangeideas/Cooperate/Workingroups...溝通=通知/交換意見/合作/團(tuán)體工作...Headcount人數(shù)數(shù):44Directsubordinates直接接下下屬屬:9Indirectsubordinates間接接下下屬屬:34Totalsubordinates總下下屬屬人人數(shù)數(shù):43Headcountofsubordinates:43下屬屬人人數(shù)數(shù):43下屬屬人人數(shù)數(shù)(直直接接和和間間接接的的)NumberofSubordinates(directandindirect)givesanindicationofthemanagementqualificationsrequired明確確管管理理者者所所具具備備的的資資格格considerthetotalnumberofemployeesforwhichthepostionisresponsible,bothdirectlyreportingandthosereportingthroughsubordinates包括括所所有有監(jiān)監(jiān)督督的的職職員員,直直接接報(bào)報(bào)告告的的和和通通過過下下屬屬間間接接報(bào)報(bào)告告的的人人也也計(jì)計(jì)算算在在內(nèi)內(nèi)whensubordinatesclearlyhavetworeportinglines,thenthenumberofsuchsubordinatesshouldbedividedbytwo當(dāng)下下屬屬清清楚楚地地向向兩兩方方上上級(jí)級(jí)報(bào)報(bào)告告,將將這這類類下下屬屬的的人人數(shù)數(shù)除除二二correctdegreelevel下屬類別KindofSubordinatesS:Subordinateswithspecializedactivities:analyses,techniques..下屬擔(dān)任專專門的的活活動(dòng):分析析,技術(shù)H:Subordinateswithhomogeneousactivities:currentandbasic…下屬擔(dān)任相相似的活動(dòng)動(dòng):現(xiàn)今的的,基本的的42S123SSSHHHHHHHHSSHH因素三：責(zé)責(zé)任范圍AreaofResponsiblityThediversityandrangesofactivitiesrequiredfortheposition.職位所要求求的活動(dòng)范范圍和多樣樣性Thedegreeofindependencerequiredtomakedecisionsandinfluenceownandsubordinates’’work.對(duì)職位自身身和下屬工工作作出決決定和影響響的獨(dú)立程程度Thedegreeofknowledgerequiredregardingthecompany/themarket.公司、市場(chǎng)場(chǎng)所要求的的知識(shí)程度度。廣度Diversity!Contact=Activity=Responsibility//接觸活動(dòng)責(zé)任Diverseactivitieswithinafunction/unit在同一功能能組別內(nèi),擔(dān)任不同同的工作Severalsimilaractivitieswithinafunction/unit在同一功能能組別內(nèi),擔(dān)任幾個(gè)個(gè)相似的工工作Sameactivitieswithinafunction/unit在同一功能能組別內(nèi),擔(dān)任重復(fù)復(fù)性的工作作Similaractivitieswithinafunction/unit在同一功能能組別內(nèi),擔(dān)任相似似的工作Diverseactivitieswithindifferentfunctions/units在不同功能能組別內(nèi),擔(dān)任不同同的工作Leadsanorganization領(lǐng)導(dǎo)機(jī)構(gòu)Leadsafunction/unit領(lǐng)導(dǎo)一個(gè)功功能組別Leadsseveralfunction/unit領(lǐng)導(dǎo)幾個(gè)功功能組別87654231

Organization機(jī)構(gòu)

功能組別

Function

責(zé)任范圍AreaofResponsibility

Position職位

Position職位

Position職位

Position職位

功能組別

Function

業(yè)務(wù)組別

BusinessUnit級(jí)別Degree獨(dú)立性IndependencePositionholderplanshowtoattainthegoalsetandisresponsibleforindependentimplementationofresults主管制定目目標(biāo)后,任任職人獨(dú)立立實(shí)施和負(fù)負(fù)責(zé)實(shí)施的的結(jié)果Superiordecideswhat-andwhentodo,andchecksatcertainstages主管制定作作什么和何何時(shí)作并在在主要環(huán)節(jié)節(jié)進(jìn)行監(jiān)督督What-,why-,when-,where-andhowtodothejobareclearlydefinedandsupervised工作過程分分明-作什什么,為何何作,何何時(shí)作,那那里作,如如何作都很很清楚說明明并受監(jiān)督督Superiordecideswhat-,when-andhowtodo,andcontrolfromtimetotime主管制定作作什么,何何時(shí)作和如如何作并在在每一環(huán)節(jié)節(jié)進(jìn)行監(jiān)督督Positionholderdecideswhat-,why-,when-,where-andhowtodowithinthefunction在功能組別別內(nèi),任任職人制定定作什么,為何作,何時(shí)作作,那里作作和如何作作Positionholderdecideswhat-,why-,when-,where-andhowtodofortheorganization任職人為機(jī)機(jī)構(gòu)制定作作什么,為為何作,何何時(shí)作,那里作和和如何作PositionholdersetsoveralltargetsandpoliciesforthecorporationinconsultationwiththeCorporateBoard諮詢集團(tuán)董董事會(huì)后,任職人人為集團(tuán)制制定全面的的目標(biāo)和政政策7654231級(jí)別Degree獨(dú)立性IndependenceCorporateBoardofDirectorscontrol集團(tuán)董事會(huì)會(huì)控制X7645321outsidetheorganization

公司外CorporateCEOcontrol

集團(tuán)總裁控制Strategicachievementcontrol戰(zhàn)略目標(biāo)成就控制XXXXXXXXXXXXXXXXXXwithintheorganization

公司內(nèi)Controlafterdelivery

以效果控制Controlthroughcheckpoints

檢查控制Stepbystepcontrol

一步一步控制Permanentcontrol時(shí)時(shí)刻刻受控制級(jí)別Degree營(yíng)業(yè)知識(shí)面面BusinessUnderstandingMarket市場(chǎng)Organization機(jī)構(gòu)1234345/correctdegreelevelBusinessunderstanding=Professionalunderstanding營(yíng)業(yè)知識(shí)面專業(yè)知識(shí)面!因素四：溝溝通技巧Interaction溝通CommunicationAbility技巧Frame范圍Frequency頻率談判Negotiation決策Decision312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External外部InteractionAbility溝通技巧1Normal Basiccourtesy&exchangeofinformation普通 一般般性禮節(jié)和和交換信息息的交流2Important Moredemandingnature吃力的交流流重要Cooperation&influencingpeople要求與人合合作,對(duì)人人施加影響響Negotiations,interviews,salesandpurchasingdecisions談判,面試試,銷售,說服等3MaximumNegotiationsanddecisionsofhigh極大importancefortheWHOLEorganization對(duì)整個(gè)公司司有重大影影響的談判判和決策WhichdegreeofContactFrequency?溝通頻率Daily天天Afewtimesaweek時(shí)常Afewtimesamonth偶爾因素五五：任職資資格QualificationEducation學(xué)歷theminimumeducationnormallyrequiredbytheorganization機(jī)構(gòu)要求的的最低學(xué)歷歷“Mandatory”normallyisdefinedasatleast9-10yearsofeducation接受最少九九至十年的的義務(wù)教育育Experience經(jīng)驗(yàn)relevantpracticalexperience相關(guān)的實(shí)際際經(jīng)驗(yàn)shouldnotbeevaluatedintermsofnumberofyears,butintermsoftheextentofknowledgeandskillsacquiredfortheposition不按工作年年數(shù)評(píng)估,而依據(jù)據(jù)按職位所所需的知識(shí)識(shí)和技巧程程度Shouldnotconsiderpositionholder’sowneducationandexperiencesincethatisnotalwaysthatsameaswhatisrequiredforjob.不應(yīng)考慮任職者個(gè)人的學(xué)歷和經(jīng)驗(yàn),因?yàn)檫@些通常不等于工作所需!因素六六：解決決問題題ProblemSolvingAnalyticalandcreativeabilitiesrequiredforproblemsolvinganddevelopments解決問問題所所需的的分析析力和和創(chuàng)造造性Complexityofoperationalandadministrativeproblems處理問問題的的復(fù)雜雜性解決問題的的創(chuàng)造性InnovativeProblemSolving1Noimprovementnecessary不需要改良32Update-tools,techniques,methodsrelatedtoaposition在工作范圍圍內(nèi),更新新工具,技技巧和方法法Improve-tools,techniques,methodsrelatedtoafunction在功能組別別內(nèi),改良工具,技巧和方方法76Uniquedevelopment-newinthemarket市場(chǎng)上的新新發(fā)明Invention-morescientific,technical科學(xué)和技術(shù)術(shù)上的新發(fā)發(fā)明45Create-newtechniques,methodswithinternalsupport源至內(nèi)部的的幫助,創(chuàng)造新的技技巧和方法法Create-newtechniques,methodswithexternalsupport源至外來的的幫助,創(chuàng)創(chuàng)造新的技技巧和方法法級(jí)別Degree解決問題的的復(fù)雜性O(shè)perational/AdministrativeProblemSolving7645321Routine-followinstructions按常規(guī)工作作-跟跟隨指示Choice-twooptions二選一Alternativeoptions-requiringanalysis有選擇的-需要要分析Forecast-investigationofimpactonoutcomesuchasrevenue,cost,reactionsetc.預(yù)測(cè)-研研究對(duì)結(jié)結(jié)果的影響響,例如,收入,成成本及反饋饋Forecastwithuncertainfuturevariables-investigationofcomplicatedvariablesandimpactonoutcomesuchasaccuracy,predictionsonrevenue,cost,position,reactionsetc.預(yù)測(cè)未來不不確定的因因素-研研究復(fù)雜雜因素和對(duì)對(duì)結(jié)果的影影響,例如如,準(zhǔn)確性性,預(yù)測(cè)測(cè)收入,成成本,職位及反饋饋Acrossentireorganization橫跨整個(gè)機(jī)機(jī)構(gòu)Acrossseveralorganizations橫跨幾個(gè)機(jī)機(jī)構(gòu)Theoperational/administrativeproblemgrowwiththescopeandsizeofthepositionwhereasthisisnotthecasewithinnovativeproblems.復(fù)雜性問題題隨著職位位的范圍和和規(guī)模增加加,但創(chuàng)造造性問題卻卻不一樣!因素七七：環(huán)境條條件EnvironmentalConditionsEnvironment環(huán)境normal正常-no/limitedadaptation不需/有限限的適應(yīng)difficult非正常-governedbytechnicaltoolsand/ormentalprocessand/orrequiresphysicaleffort技術(shù)設(shè)備因因素及/或或精神程序序及/或需需要體力勞勞動(dòng)Risknormal正常-onlyunpredictedeventsmayinterruptthenormalcourseofaction基于一些不不能預(yù)測(cè)的的事件妨礙礙正常運(yùn)作作difficult非正常-constantlyfacespoliticaluncertaintyorindustrialrisk經(jīng)常面對(duì)政政局不穩(wěn)或或工業(yè)風(fēng)險(xiǎn)險(xiǎn)分?jǐn)?shù)轉(zhuǎn)換表表IPE系統(tǒng)的應(yīng)用用ApplicationsofIPESystemAclearrankingofpositions明確分出職職位的級(jí)別別Areliablebaseforanequitablesalarystructure作為一個(gè)公公平的工資資結(jié)構(gòu)的可可靠依據(jù)Aglobaloverviewofrelationsbetweenpositions宏觀的了解解職位的相相互關(guān)系A(chǔ)startingpointforposition/personprofiles職位、任職職者形象描描述的出發(fā)發(fā)點(diǎn)Adatabaseforcareerplanningandsuccession職業(yè)發(fā)展和和繼承的數(shù)數(shù)據(jù)庫Anobjectivereferencetosolvetitlingissues解決職稱問問題的客觀觀參考Ameansofmarketcomparison市場(chǎng)比較的的手段清晰的職位位等級(jí)ClearRankingofPositionsL-1LL-1L-2L-2L-3L-3L-1L-2L-2L-1L-2L-2L-2L-2IPE系統(tǒng)的應(yīng)用用ApplicationsofIPESystemAclearrankingofpositions明確分出職職位的級(jí)別別Areliablebaseforanequitablesalarystructure作為一個(gè)公公平的工資資結(jié)構(gòu)可靠靠依據(jù)Aglobaloverviewofrelationsbetweenpositions宏觀的了解解職位的相相互關(guān)系A(chǔ)startingpointforposition/personprofiles職位、任職職者形象描描述的出發(fā)發(fā)點(diǎn)Adatabaseforcareerplanningandsuccession職業(yè)發(fā)展和和繼承的數(shù)數(shù)據(jù)庫Anobjectivereferencetosolvetitlingissues解決職稱問問題的客觀觀參考Ameansofmarketcomparison市場(chǎng)比較的的手段SalaryStructure-CompanyZZ公司工資結(jié)結(jié)構(gòu)ThereisnoSalaryStructure工資無結(jié)構(gòu)構(gòu)Salariesaredecidedcasebycase工資隨機(jī)性性O(shè)bviousinternalinequity內(nèi)部無公平平IPE系統(tǒng)的應(yīng)用用ApplicationsofIPESystemClearrankingofpositions明確確分分出出職職位位的的級(jí)級(jí)別別Areliablebaseforanequitablesalarystructure作為為一一個(gè)個(gè)公公平平的的工工資資結(jié)結(jié)構(gòu)構(gòu)的的可可靠靠依依據(jù)據(jù)Aglobaloverviewofrelationsbetweenpositions宏觀觀的的了了解解職職位位的的相相互互關(guān)關(guān)系系A(chǔ)startingpointforposition/personprofiles職位位、、任任職職者者形形象象描描述述的的出出發(fā)發(fā)點(diǎn)點(diǎn)Adatabaseforcareerplanningandsuccession職業(yè)業(yè)發(fā)發(fā)展展和和繼繼承承的的數(shù)數(shù)據(jù)據(jù)庫庫Anobjectivereferencetosolvetitlingissues解決決職職稱稱問問題題的的客客觀觀參參考考Ameansofmarketcomparison市場(chǎng)場(chǎng)比比較較的的手手段段PositionEvaluation職位位評(píng)評(píng)估估IPE系統(tǒng)統(tǒng)的的應(yīng)應(yīng)用用ApplicationsofIPESystemAclearrankingofpositions明確確分分出出職職位位的的級(jí)級(jí)別別Areliablebaseforanequitablesalarystructure作為為一一個(gè)個(gè)公公平平的的工工資資結(jié)結(jié)構(gòu)構(gòu)的的可可靠靠依依據(jù)據(jù)Aglobaloverviewofrelationsbetweenpositions宏觀觀的的了了解解職職位位的的相相互互關(guān)關(guān)系系A(chǔ)startingpointforposition/personprofiles職位位、、任任職職者者形形象象描描述述的的出出發(fā)發(fā)點(diǎn)點(diǎn)Adatabaseforcareerplanningandsuccession職業(yè)業(yè)發(fā)發(fā)展展和和繼繼承承的的數(shù)數(shù)據(jù)據(jù)庫庫Anobjectivereferencetosolvetitlingissues解決決職職稱稱問問題題的的客客觀觀參參考考Ameansofmarketcomparison市場(chǎng)場(chǎng)比比較較的的手手段段ThePositionandTheIncumbent職位位和和任任職職者者比比較較CRG等級(jí)級(jí)IPE系統(tǒng)統(tǒng)的的應(yīng)應(yīng)用用ApplicationsofIPESystemAclearrankingofpositions明確確分分出出職職位位的的級(jí)級(jí)別別Areliablebaseforanequitablesalarystructure作為為一一個(gè)個(gè)公公平平的的工工資資結(jié)結(jié)構(gòu)構(gòu)的的可可靠靠依依據(jù)據(jù)Aglobaloverviewofrelationsbetweenpositions宏觀觀的的了了解解職職位位的的相相互互關(guān)關(guān)系系A(chǔ)startingpointforposition/personprofiles職位位、、任任職職者者形形象象描描述述的的出出發(fā)發(fā)點(diǎn)點(diǎn)Adatabaseforcareerplanningandsuccession職業(yè)業(yè)發(fā)發(fā)展展和和繼繼承承的的數(shù)數(shù)據(jù)據(jù)庫庫Anobjectivereferencetosolvetitlingissues解決決職職稱稱問問題題的的客客觀觀參參考考Ameansofmarketcomparison市場(chǎng)場(chǎng)比比較較的的手手段段PromotionandConsequences提升升和和結(jié)結(jié)果果VIVIIIIII290220170130100公司等級(jí)InternalGrading標(biāo)準(zhǔn)工資ReferenceSalary應(yīng)得的報(bào)酬

Recognition挑戰(zhàn)Challenge風(fēng)險(xiǎn)Risk烏托邦Utopia提升升的的標(biāo)標(biāo)準(zhǔn)準(zhǔn)依依照照公公司司等等級(jí)級(jí)而而定定Promotionstepsfollowtheinternalgrading標(biāo)準(zhǔn)準(zhǔn)工工資資隨隨公公司司等等級(jí)級(jí)變變化化而而變變化化ReferenceSalaries(PayforPosition)areinlinewithinternalgrading提升升是是由由技技能能決決定定，，而而非非僅僅由由績(jī)績(jī)效效而而定定Promotionisbuiltoncompetencies,notonperformanceonlyIPE系統(tǒng)的應(yīng)用ApplicationsofIPESystemAclearrankingofpositions明確分出職位位的級(jí)別Areliablebaseforanequitablesalarystructure作為一個(gè)公平平的工資結(jié)構(gòu)構(gòu)的可靠依據(jù)據(jù)Aglobaloverviewofrelationsbetweenpositions宏觀的了解職職位的相互關(guān)關(guān)系A(chǔ)startingpointforposition/personprofiles職位、任職者者形象描述的的出發(fā)點(diǎn)Adatabaseforcareerplanningandsuccession職業(yè)發(fā)展和繼繼承的數(shù)據(jù)庫庫Anobjectivereferencetosolvetitlingissues解決職稱問題題的客觀參考考Ameansofmarketcomparison市場(chǎng)比較的手手段PositionEvaluation職位評(píng)估IPE系統(tǒng)的應(yīng)用ApplicationsofIPESystemAclearrankingofpositions明確分出職位位的級(jí)別Areliablebaseforanequitablesalarystructure作為一個(gè)公平平的工資結(jié)構(gòu)構(gòu)的可靠依據(jù)據(jù)Aglobaloverviewofrelationsbetweenpositions宏觀的了解職職位的相互關(guān)關(guān)系A(chǔ)startingpointforposition/personprofiles職位、任職者者形象描述的的出發(fā)點(diǎn)Adatabaseforcareerplanningandsuccession職業(yè)發(fā)展和繼繼承的數(shù)據(jù)庫庫Anobjectivereferencetosolvetitlingissues解決職稱問題題的客觀參考考Ameansofmarketcomparison市場(chǎng)比較的手手段YourPositionvs.Market評(píng)估原則EvaluationRules1.EvaluateTopDown職位評(píng)估由上上至下2. Noonemayevaluateownposition不不可評(píng)估個(gè)人人職位3. Checkinternalequity檢驗(yàn)驗(yàn)內(nèi)部平衡Rankallpositionsevaluatedaccordingtosize按照被評(píng)估職職位的級(jí)別排排列Compareacrossalldivisionsordepartments跨部門對(duì)比職職位Calibratetoensureequityacrosstheboard校正異常職位位以確保內(nèi)部部平衡評(píng)估步驟EvaluationProcess1.Selectbenchmarkpositions選擇標(biāo)準(zhǔn)職位位2.Gatherdataonbenchmarkpositions標(biāo)準(zhǔn)職位信息息收集3.Selectpositionanalysts挑選職位分析析員4.Formevaluationcommittee建立評(píng)估委員員會(huì)5.Communicatetheprocesstothoseinvolved與評(píng)估參與者者進(jìn)行溝通6.Trainevaluationcommittee培訓(xùn)評(píng)估委員員會(huì)7.Evaluatepositions職位評(píng)估8.Puttheevaluationresultstouse應(yīng)用評(píng)估估結(jié)果9、靜夜四四無鄰，，荒居舊舊業(yè)貧。。。12月-2212月-22Tuesday,December13,202210、雨中黃黃葉樹，，燈下白白頭人。。。23:59:2723:59:2723:5912/13/202211:59:27PM11、以我獨(dú)獨(dú)沈久，，愧君相相見頻。。。12月-2223:59:2723:59Dec-2213-Dec-2212、故人江江海別，，幾度隔隔山川。。。23:59:2723:59:2723:59Tuesday,December13,202213、乍見見翻疑疑夢(mèng)，，相悲悲各問問年。。。12月月-2212月月-2223:59:2723:59:27December13,202214、他鄉(xiāng)生白發(fā)發(fā)，舊國(guó)見青青山。。13十二月月202211:59:27下午午23:59:2712月-2215、比不了得就就不比，得不不到的就不要要。。。十二月2211:59下下午12月-2223:59December13,202216、行行動(dòng)動(dòng)出出成成果果，，工工作作出出財(cái)財(cái)富富。。。。2022/12/1323:59:2723:59:2713December202217、做前，，能夠環(huán)