某咨詢某咨詢國際的中英文雙語作品國際職位評估系統(tǒng)

國際職位評估系統(tǒng)

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

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

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職責范圍Interaction溝通技巧Qualification任職資格Problemsolving解決問題Environment環(huán)境職位評估系統(tǒng)因素

PositionEvaluationFactors職位評估系統(tǒng)分數(shù)

TheIPEPoints12345675105101010154681051901809030130

SIZEOFRESPONSIBILITY職責規(guī)模SCOPEOFRESPONSIBILITY職責范圍對企業(yè)的影響Impactonorganization監(jiān)督管理Supervision責任范圍Areaofresponsibility

溝通技考Interaction

任職資格

Qualification

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

工作復雜程度人數(shù)Number類別Kind影響Impact規(guī)模Size營業(yè)知識面

Businessunderstanding廣度Diversity獨立性Independence內外用處Organizationframe技考Ability頻率Frequency學歷Education經驗Experience創(chuàng)造性Innovative復雜性Operational風險Risk環(huán)境Environment職位評估系統(tǒng)七個因素的比重

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

ImpactonOrganization

heavilyweightedinthePositionEvaluation

在職位評估中占很大比重themorepositionsthereareonthesameorganizationlevel,thelessimpactthepositionshave

在機構的同一層次,職位越多,職位的影響則越小measuretheinfluencethepositionhasonorganization’sresultbothintheshort-andlong-term

量度一個職位對企業(yè)短期及長期的影響evaluatingtheimpactfromthetopoftheorganizationdownwards

由上而下進行評估機構規(guī)模

SizeofOrganization

Theimpactofapositionvarymuchdependsonthesizeoftheorganization職位對企業(yè)的影響隨著機構的規(guī)模不同,而有明顯的不同Whatdoweconsiderasanorganization?如何定義組織機構?alinefunction(e.g.sales,production)+twosupportfunctions(e.g.finance,humanresources)

一個前線功能組別

(例如:銷售,生產)+兩個支援功能組別

(例如:財政,人力資源)Thesizeoforganizationtablesareinlocalcurrencyandareupdatedeachyear,takingintoaccountlocalinflationandexchangeratefluctuations(inrelationtoUS$)

考慮地方通脹率和匯率浮動(兌美金)的因素,機構規(guī)模查表以 地方貨幣為單位,并且每年更新一次

機構的性質

Natureoftheorganization

SemiFinished半完成RawMaterials原料Finished完成Wholesale批發(fā)FinalCustomer顧客Value-addedChain增值鏈TableATableCTableBIdeas構思Concepts概念Solutions方案Systems系統(tǒng)Application應用Packages包裝DeliverytoNetwork通過銷售網絡FinalUser最終用戶對企業(yè)的影影響ImpactonOrganizationOrganizationSize機構規(guī)模HeadofOrganization

機構領導(A-levelpositionsA級職位)StaffFunction

功能組別(B-levelpositions

B級職位)Function/

功能組別BusinessUnit

業(yè)務組別(B-levelpositions

B級職位)JobArea

工作范圍(C-levelpositionsC級職位)(D-levelpositionsandbelow

D級或以下職位)對企業(yè)的影影響ImpactonOrganization機構Organization職位Position121110967893456BLevelPositionsB級職位CLevelPositionsC級職位DLevelPositionsD級職位功能/業(yè)務組別Function/BusinessUnit有限

Limited一些

Some相當Significant主要Major有限

Limited一些

Some相當Significant主要Major有限

Limited一些

Some相當Significant主要Major級別

Degree因素二：監(jiān)監(jiān)督管理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/開發(fā)/控制/指導/輔導...+功能報告Communication=Inform/Exchangeideas/Cooperate/Workingroups...溝通=通知/交換意見/合作/團體工作...Headcount人數(shù):44Directsubordinates直接下屬:9Indirectsubordinates間接下屬:34Totalsubordinates總下屬人數(shù)數(shù):43Headcountofsubordinates:43下屬人數(shù):43下屬人數(shù)(直接和和間接的)NumberofSubordinates(directandindirect)givesanindicationofthemanagementqualificationsrequired明確管理者者所具備的的資格considerthetotalnumberofemployeesforwhichthepostionisresponsible,bothdirectlyreportingandthosereportingthroughsubordinates包括所有監(jiān)監(jiān)督的職員員,直接報報告的和通通過下屬間間接報告的的人也計算算在內whensubordinatesclearlyhavetworeportinglines,thenthenumberofsuchsubordinatesshouldbedividedbytwo當下屬清楚楚地向兩方方上級報告告,將這這類下屬的的人數(shù)除二二correctdegreelevel下屬類別KindofSubordinatesS:Subordinateswithspecializedactivities:analyses,techniques..下屬擔任專專門的的活活動:分析析,技術H:Subordinateswithhomogeneousactivities:currentandbasic…下屬擔任相相似的活動動:現(xiàn)今的的,基本的的42S123SSSHHHHHHHHSSHH因素三：責責任范圍AreaofResponsiblityThediversityandrangesofactivitiesrequiredfortheposition.職位所要求求的活動范范圍和多樣樣性Thedegreeofindependencerequiredtomakedecisionsandinfluenceownandsubordinates’’work.對職位自身身和下屬工工作作出決決定和影響響的獨立程程度Thedegreeofknowledgerequiredregardingthecompany/themarket.公司、市場場所要求的的知識程度度。廣度Diversity!Contact=Activity=Responsibility//接觸活動責任Diverseactivitieswithinafunction/unit在同一功能能組別內,擔任不同同的工作Severalsimilaractivitieswithinafunction/unit在同一功能能組別內,擔任幾個個相似的工工作Sameactivitieswithinafunction/unit在同一功能能組別內,擔任重復復性的工作作Similaractivitieswithinafunction/unit在同一功能能組別內,擔任相似似的工作Diverseactivitieswithindifferentfunctions/units在不同功能能組別內,擔任不同同的工作Leadsanorganization領導機構Leadsafunction/unit領導一個功功能組別Leadsseveralfunction/unit領導幾個功功能組別87654231

Organization機構

功能組別

Function

責任范圍AreaofResponsibility

Position職位

Position職位

Position職位

Position職位

功能組別

Function

業(yè)務組別

BusinessUnit級別Degree獨立性IndependencePositionholderplanshowtoattainthegoalsetandisresponsibleforindependentimplementationofresults主管制定目目標后,任任職人獨立立實施和負負責實施的的結果Superiordecideswhat-andwhentodo,andchecksatcertainstages主管制定作作什么和何何時作并在在主要環(huán)節(jié)節(jié)進行監(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,何何時作和如如何作并在在每一環(huán)節(jié)節(jié)進行監(jiān)督督Positionholderdecideswhat-,why-,when-,where-andhowtodowithinthefunction在功能組別別內,任任職人制定定作什么,為何作,何時作作,那里作作和如何作作Positionholderdecideswhat-,why-,when-,where-andhowtodofortheorganization任職人為機機構制定作作什么,為為何作,何何時作,那里作和和如何作PositionholdersetsoveralltargetsandpoliciesforthecorporationinconsultationwiththeCorporateBoard諮詢集團董董事會后,任職人人為集團制制定全面的的目標和政政策7654231級別Degree獨立性IndependenceCorporateBoardofDirectorscontrol集團董事會會控制X7645321outsidetheorganization

公司外CorporateCEOcontrol

集團總裁控制Strategicachievementcontrol戰(zhàn)略目標成就控制XXXXXXXXXXXXXXXXXXwithintheorganization

公司內Controlafterdelivery

以效果控制Controlthroughcheckpoints

檢查控制Stepbystepcontrol

一步一步控制Permanentcontrol時時刻刻受控制級別Degree營業(yè)知識面面BusinessUnderstandingMarket市場Organization機構1234345/correctdegreelevelBusinessunderstanding=Professionalunderstanding營業(yè)知識面專業(yè)知識面!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時常Frequent321321321121212121212121212每天Daily偶爾Occasional時常Frequent每天Daily偶爾Occasional時常FrequentInternal內部External外部Internal內部External外部Internal內部External外部Internal內部External外部Internal內部External外部Internal內部External外部Internal內部External外部Internal內部External外部Internal內部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對整個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時常Afewtimesamonth偶爾因素五五：任職資資格QualificationEducation學歷theminimumeducationnormallyrequiredbytheorganization機構要求的的最低學歷歷“Mandatory”normallyisdefinedasatleast9-10yearsofeducation接受最少九九至十年的的義務教育育Experience經驗relevantpracticalexperience相關的實際際經驗shouldnotbeevaluatedintermsofnumberofyears,butintermsoftheextentofknowledgeandskillsacquiredfortheposition不按工作年年數(shù)評估,而依據據按職位所所需的知識識和技巧程程度Shouldnotconsiderpositionholder’sowneducationandexperiencesincethatisnotalwaysthatsameaswhatisrequiredforjob.不應考慮任職者個人的學歷和經驗,因為這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,更新新工具,技技巧和方法法Improve-tools,techniques,methodsrelatedtoafunction在功能組別別內,改良工具,技巧和方方法76Uniquedevelopment-newinthemarket市場上的新新發(fā)明Invention-morescientific,technical科學和技術術上的新發(fā)發(fā)明45Create-newtechniques,methodswithinternalsupport源至內部的的幫助,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別Degree解決問題的的復雜性Operational/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.預測-研研究對結結果的影響響,例如,收入,成成本及反饋饋Forecastwithuncertainfuturevariables-investigationofcomplicatedvariablesandimpactonoutcomesuchasaccuracy,predictionsonrevenue,cost,position,reactionsetc.預測未來不不確定的因因素-研研究復雜雜因素和對對結果的影影響,例如如,準確性性,預測測收入,成成本,職位及反饋饋Acrossentireorganization橫跨整個機機構Acrossseveralorganizations橫跨幾個機機構Theoperational/administrativeproblemgrowwiththescopeandsizeofthepositionwhereasthisisnotthecasewithinnovativeproblems.復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difficult非正常-governedbytechnicaltoolsand/ormentalprocessand/orrequiresphysicaleffort技術設備因因素及/或或精神程序序及/或需需要體力勞勞動Risknormal正常-onlyunpredictedeventsmayinterruptthenormalcourseofaction基于一些不不能預測的的事件妨礙礙正常運作作difficult非正常-constantlyfacespoliticaluncertaintyorindustrialrisk經常面對政政局不穩(wěn)或或工業(yè)風險險分數(shù)轉換表表IPE系統(tǒng)的應用用ApplicationsofIPESystemAclearrankingofpositions明確分出職職位的級別別Areliablebaseforanequitablesalarystructure作為一個公公平的工資資結構的可可靠依據Aglobaloverviewofrelationsbetweenpositions宏觀的了解解職位的相相互關系Astartingpointforposition/personprofiles職位、任職職者形象描描述的出發(fā)發(fā)點Adatabaseforcareerplanningandsuccession職業(yè)發(fā)展和和繼承的數(shù)數(shù)據庫Anobjectivereferencetosolvetitlingissues解決職稱問問題的客觀觀參考Ameansofmarketcomparison市場比較的的手段清晰的職位位等級ClearRankingofPositionsL-1LL-1L-2L-2L-3L-3L-1L-2L-2L-1L-2L-2L-2L-2IPE系統(tǒng)的應用用ApplicationsofIPESystemAclearrankingofpositions明確分出職職位的級別別Areliablebaseforanequitablesalarystructure作為一個公公平的工資資結構可靠靠依據Aglobaloverviewofrelationsbetweenpositions宏觀的了解解職位的相相互關系Astartingpointforposition/personprofiles職位、任職職者形象描描述的出發(fā)發(fā)點Adatabaseforcareerplanningandsuccession職業(yè)發(fā)展和和繼承的數(shù)數(shù)據庫Anobjectivereferencetosolvetitlingissues解決職稱問問題的客觀觀參考Ameansofmarketcomparison市場比較的的手段SalaryStructure-CompanyZZ公司工資結結構ThereisnoSalaryStructure工資無結構構Salariesaredecidedcasebycase工資隨機性性Obviousinternalinequity內部無公平平IPE系統(tǒng)的應用用ApplicationsofIPESystemClearrankingofpositions明確分出職職位的級別別Areliablebaseforanequitablesalarystructure作為一個公公平的工資資結構的可可靠依據Aglobaloverviewofrelationsbetweenpositions宏觀的了解解職位的相相互關系Astartingpointforposition/personprofiles職位、任職職者形象描描述的出發(fā)發(fā)點Adatabaseforcareerplanningandsuccession職業(yè)發(fā)展和和繼承的數(shù)數(shù)據庫Anobjectivereferencetosolvetitlingissues解決職稱問問題的客觀觀參考Ameansofmarketcomparison市場比較的的手段PositionEvaluation職位評估IPE系統(tǒng)的應用用ApplicationsofIPESystemAclearrankingofpositions明確分出職職位的級別別Areliablebaseforanequitablesalarystructure作為一個公公平的工資資結構的可可靠依據Aglobaloverviewofrelationsbetweenpositions宏觀的了解解職位的相相互關系Astartingpointforposition/personprofiles職位、任職職者形象描描述的出發(fā)發(fā)點Adatabaseforcareerplanningandsuccession職業(yè)發(fā)展和和繼承的數(shù)數(shù)據庫Anobjectivereferencetosolvetitlingissues解決職稱問問題的客觀觀參考Ameansofmarketcomparison市場比較的的手段ThePositionandTheIncumbent職位和任職職者比較CRG等級IPE系統(tǒng)的應用用ApplicationsofIPESystemAclearrankingofpositions明確分出職職位的級別別Areliablebaseforanequitablesalarystructure作為一個公公平的工資資結構的可可靠依據Aglobaloverviewofrelationsbetweenpositions宏觀的了解解職位的相相互關系Astartingpointforposition/personprofiles職位、任職職者形象描描述的出發(fā)發(fā)點Adatabaseforcareerplanningandsuccession職業(yè)發(fā)展和和繼承的數(shù)數(shù)據庫Anobjectivereferencetosolvetitlingissues解決職稱問問題的客觀觀參考Ameansofmarketcomparison市場比較的的手段PromotionandConsequences提升和結果果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提升的標準準依照公司司等級而定定Promotionstepsfollowtheinternalgrading標準工資隨隨公司等級級變化而變變化ReferenceSalaries(PayforPosition)areinlinewithinternalgrading提升是由技技能決定，，而非僅由由績效而定定Promotionisbuiltoncompetencies,notonperformanceonlyIPE系統(tǒng)的應用用ApplicationsofIPESystemAclearrankingofpositions明確分出職職位的級別別Areliablebaseforanequitablesalarystructure作為一