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1、国际职位评估系统国际职位评估系统International Position Evaluation贝恩管理咨询公司贝恩管理咨询公司bain不清晰的职位等级不清晰的职位等级Unclear Ranking of PositionsLL-1L-2L-2L-3L-3L-1L-2L-2L-1L-2L-2L-1L-2L-2清晰的职位等级清晰的职位等级Clear Ranking of PositionsL-1LL-1L-2L-2L-3L-3L-1L-2L-2L-1L-2L-2L-2L-2Organization组织 Function / unit部门Position职位+Size 规模Impact 影响Su
2、pervision 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 环境职位评估系统因素职位评估系统因素Position Evaluation Factors职位评估系统分数职位评估系统分数 The IPE Points12345675105101010154681051901809030130 SIZE OF RESPONSIBILITY 职责规模SCOPE OF RESPONSIBILITY 职责范围对企业的影响Impact on organiza
3、tion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 conditionsJOB COMPLEXITY 工作复杂程度工作复杂程度人数Number类别Kind影响Impact规模Size营业知识面 Business understanding广度Diversity独立性Independence内外用处Organization frame技考Ability频率Frequency学历Education经验Experi
4、ence创造性Innovative复杂性Operational 风险Risk环境Environment职位评估系统七个因素的比重职位评估系统七个因素的比重 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总分数Total Points:65-1193因素一：对企业的影响因素一：对企业的影响 Impact on Organization oheavily weighted in the Position Evaluation 在职位评估中占很大比重othe more positions there are on the
5、 same organization level, the less impact the positions have 在机构的同一层次,职位越多,职位的影响则越小omeasure 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oevaluating the impact from the top of the organization downwards 由上而下进行评估机构规模机构规模 Size of Organization
6、 oThe impact of a position vary much depends on the size of the organization 职位对企业的影响随著机构的规模不同,而有明显的不同oWhat do we consider as an organization? 如何定义组织机构?ua 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)oThe
7、size of organization tables are in local currency and are updated each year, taking into 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 机构的性质机构的性质 Nature of the organization Semi Finished 半完成Raw Materials原料Finished 完成Wholesal
8、e 批发Final Customer 顾客Value-added Chain 增值链Table ATable CTable BIdeas 构思Concepts 概念Solutions 方案Systems 系统Application 应用Packages 包装Delivery to Network 通过销售网络Final User 最终用户对企业的影响对企业的影响 Impact on Organization Organization Size机构规模Head of Organization 机构领导(A-level positions A级职位)Staff Function 功能组别(B-le
9、vel positions B级职位) )Function/ 功能组别Business Unit 业务组别(B-level positions B级职位)Job Area 工作范围(C-level positions C级职位)(D-level positions and below D级或以下职位)对企业的影响对企业的影响 Impact on Organization 机构Organization职位Position121110 967893456B Level PositionsB级职位C Level PositionsC级职位D Level Positions D级职位功能/业务组别Fu
10、nction/Business Unit有限 Limited一些 Some相当Significant主要Major有限 Limited一些 Some相当Significant主要Major有限 Limited一些 Some相当Significant主要Major级别 Degree因素二：监督管理因素二：监督管理 SupervisionSupervision 监督Supervision 监督CommunicationCommunication沟通 CommunicationCommunication沟通 Supervision=Recruit/Train/Develop/Control/Guid
11、e/Advise+Functional reporting 监督=招聘/培训/开发/控制/指导/辅导. +功能报告Communication=Inform/Exchange ideas/Cooperate/Work in groups. 沟通=通知/交换意见/合作/团体工作.Headcount 人数 : 44Direct subordinates 直接下属 : 9Indirect subordinates 间接下属 : 34Total subordinates 总下属人数 : 43Headcount of subordinates : 43下属人数 : 43下属人数下属人数 ( (直接和间接的
12、直接和间接的) ) Number of Subordinates (direct and indirect) ogives an indication of the management qualifications required 明确管理者所具备的资格oconsider the total number of employees for which the postion is responsible, both directly 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
13、算在内owhen 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 下属类别下属类别 Kind of Subordinates S: Subordinates with specialized activities: analyses, techniques . 下属担任专门的的活动:分析,技术H: Subordinates with h
14、omogeneous activities: current and basic 下属担任相似的活动:现今的,基本的42S123SSSHHHHHHHHSSHH因素三：责任范围因素三：责任范围 Area of ResponsiblityoThe diversity and ranges of activities required for the position. 职位所要求的活动范围和多样性职位所要求的活动范围和多样性 oThe degree of independence required to make decisions and influence own and subordinat
15、es work. 对职位自身和下属工作作出决定和影响的独立程度对职位自身和下属工作作出决定和影响的独立程度oThe degree of knowledge required regarding the company / the market. 公司、市场所要求的知识程度。公司、市场所要求的知识程度。广度广度 Diversity!Contact=Activity=Responsibility/接触 活动责任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 f
16、unction/unit 在同一功能组别内,担任几个相似的工作Same 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
17、个功能组别87654231 Organization 机构 功能组别 Function 责任范围 Area of Responsibility Position 职位 Position 职位 Position 职位 Position 职位 功能组别 Function 业务组别 Business Unit级别Degree独立性独立性 IndependencePosition 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
18、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 clearly 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
19、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 decides 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 f
20、or 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 7654231级别 Degree 独立性独立性 Independence Corporate Board of Directors control 集团董事会控制X7645321outside the organizationoutside the organization 公司外 Corporate CEO control 集团总裁控制Strategic achievement control 战略目标成就控制XXXXX
21、XXXXXXXXXXXXXwithin the organizationwithin the organization 公司内Control after delivery 以效果控制Control through checkpoints 检查控制Step by step control 一步一步控制Permanent control 时时刻刻受控制级别 Degree营业知识面营业知识面 Business UnderstandingMarket 市场Organization 机构1234345/correct degree levelBusiness understanding=Professi
22、onal understanding营业知识面专业知识面!因素四：沟通技巧因素四：沟通技巧 Interaction沟通CommunicationAbility 技巧技巧Frame 范围范围Frequency 频率频率谈判Negotiation决策Decision 31 2每天Daily偶尔Occasional时常Frequent321321321121212121212121212每天Daily偶尔Occasional时常Frequent每天Daily偶尔Occasional时常FrequentInternal 内部External 外部Internal 内部External 外部Intern
23、al 内部External 外部Internal 内部External 外部Internal 内部External 外部Internal 内部External 外部Internal 内部External 外部Internal 内部External 外部Internal 内部External 外部Interaction Ability 沟通技巧沟通技巧1NormalBasic courtesy & exchange of information普通普通一般性礼节和交换信息的交流一般性礼节和交换信息的交流2ImportantMore demanding nature吃力的交流吃力的交流重要重要Co
24、operation & influencing people要求与人合作要求与人合作,对人施加影响对人施加影响Negotiations, interviews, sales and purchasing decisions谈判谈判,面试面试,销售销售,说服等说服等3MaximumNegotiations and decisions of high极大极大importance for the WHOLE organization对整个公司有重大影响的谈判和决策对整个公司有重大影响的谈判和决策Which degree of Contact Frequency? 沟通频率沟通频率Daily天天A f
25、ew times a week时常A few times a month偶尔 因因 素素 五：任职资格五：任职资格 QualificationoEducation 学历uthe minimum education normally required by the organization 机构要求的最低学历u“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oExperience 经验urelevant practical experience 相关的实际经验ushould not
26、be evaluated in terms of number of years, but in terms of the extent of knowledge and skills acquired for 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Should not consider position holders own education and experience since that is not always that same as what is required for job. 不应考虑任职者个人的学历和经验,因为这些通常不等于
27、工作所需! 因因 素素 六：六： 解解 决决 问问 题题Problem SolvingoAnalytical and creative abilities required for problem solving and developments 解解 决决 问问 题题 所所 需需 的的 分分 析析 力力 和和 创创 造造 性性oComplexity of operational and administrative problems 处处 理理 问问 题题 的的 复复 杂杂 性性解决问题的创造性解决问题的创造性Innovative Problem Solving1No improvement
28、 necessary 不需要改良32Update - tools, 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 76Unique 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45Create - new techniques, methods
29、 with internal support 源至内部的帮助,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 DegreeDegree解决问题的复杂性解决问题的复杂性Operational/Administrative Problem Solving7645321Routine - follow instructions 按常规工作 - 跟随指示Choice - two options 二选一Alternative options - requiring analysis 有
30、选择的 - 需要分析Forecast - investigation 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
31、不确定的因素 - 研究复杂因素和对结果的影响,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! 因因 素素 七：环境条件七：环境条件
32、 Environmental Conditions oEnvironment 环境unormal 正常 - no/ limited adaptation 不需/有限的适应udifficult 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oRiskunormal 正常 - only unpredicted events may interrupt the normal course of action 基于一些不能预测的事
33、件妨碍正常运作 udifficult 非正常 - constantly faces political uncertainty or industrial risk 经常面对政局不稳或工业风险分数转换表分数转换表IPE IPE 系统的应用系统的应用Applications of IPE SystemoA clear ranking of positions 明确分出职位的级别明确分出职位的级别oA reliable base for an equitable salary structure 作为一个公平的工资结构的可靠依据作为一个公平的工资结构的可靠依据oA global overview
34、of relations between positions 宏观的了解职位的相互关系宏观的了解职位的相互关系oA starting point for position/person profiles 职位、任职者形象描述的出发点职位、任职者形象描述的出发点oA database for career planning and succession 职业发展和继承的数据库职业发展和继承的数据库oAn objective reference to solve titling issues 解决职称问题的客观参考解决职称问题的客观参考oA means of market comparison 市
35、场比较的手段市场比较的手段清晰的职位等级清晰的职位等级Clear Ranking of PositionsL-1LL-1L-2L-2L-3L-3L-1L-2L-2L-1L-2L-2L-2L-2IPE IPE 系统的应用系统的应用Applications of IPE SystemoA clear ranking of positions 明确分出职位的级别明确分出职位的级别oA reliable base for an equitable salary structure 作为一个公平的工资结构可靠依据作为一个公平的工资结构可靠依据oA global overview of relations
36、 between positions 宏观的了解职位的相互关系宏观的了解职位的相互关系oA starting point for position/person profiles 职位、任职者形象描述的出发点职位、任职者形象描述的出发点oA database for career planning and succession 职业发展和继承的数据库职业发展和继承的数据库oAn objective reference to solve titling issues 解决职称问题的客观参考解决职称问题的客观参考oA means of market comparison 市场比较的手段市场比较的手
37、段Salary Structure - Company ZSalary Structure - Company ZZ Z 公司工资结构公司工资结构 There is no Salary Structure 工资无结构工资无结构 Salaries are decided case by case 工资随机性工资随机性 Obvious internal inequity 内部无公平内部无公平IPE IPE 系统的应用系统的应用Applications of IPE SystemoClear ranking of positions 明确分出职位的级别明确分出职位的级别oA reliable bas
38、e for an equitable salary structure 作为一个公平的工资结构的可靠依据作为一个公平的工资结构的可靠依据oA global overview of relations between positions 宏观的了解职位的相互关系宏观的了解职位的相互关系oA starting point for position/person profiles 职位、任职者形象描述的出发点职位、任职者形象描述的出发点oA database for career planning and succession 职业发展和继承的数据库职业发展和继承的数据库oAn objective
39、reference to solve titling issues 解决职称问题的客观参考解决职称问题的客观参考oA means of market comparison 市场比较的手段市场比较的手段Position Evaluation 职位评估职位评估IPE IPE 系统的应用系统的应用Applications of IPE SystemoA clear ranking of positions 明确分出职位的级别明确分出职位的级别oA reliable base for an equitable salary structure 作为一个公平的工资结构的可靠依据作为一个公平的工资结构的可
40、靠依据oA global overview of relations between positions 宏观的了解职位的相互关系宏观的了解职位的相互关系oA starting point for position/person profiles 职位、任职者形象描述的出发点职位、任职者形象描述的出发点oA database for career planning and succession 职业发展和继承的数据库职业发展和继承的数据库oAn objective reference to solve titling issues 解决职称问题的客观参考解决职称问题的客观参考oA means
41、of market comparison 市场比较的手段市场比较的手段The Position and The Incumbent职位和任职者比较职位和任职者比较CRG 等级IPE IPE 系统的应用系统的应用Applications of IPE SystemoA clear ranking of positions 明确分出职位的级别明确分出职位的级别oA reliable base for an equitable salary structure 作为一个公平的工资结构的可靠依据作为一个公平的工资结构的可靠依据oA global overview of relations betwee
42、n positions 宏观的了解职位的相互关系宏观的了解职位的相互关系oA starting point for position/person profiles 职位、任职者形象描述的出发点职位、任职者形象描述的出发点oA database for career planning and succession 职业发展和继承的数据库职业发展和继承的数据库oAn objective reference to solve titling issues 解决职称问题的客观参考解决职称问题的客观参考oA means of market comparison 市场比较的手段市场比较的手段Promot
43、ion and Consequences提升和结果提升和结果VIVIIIIII290220170130100公司等级Internal Grading标准工资Reference Salary应得的报酬 Recognition挑战Challenge风险Risk乌托邦Utopia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Promo
44、tion is built on competencies, not on performance onlyIPE IPE 系统的应用系统的应用Applications of IPE SystemoA clear ranking of positions 明确分出职位的级别明确分出职位的级别oA reliable base for an equitable salary structure 作为一个公平的工资结构的可靠依据作为一个公平的工资结构的可靠依据oA global overview of relations between positions 宏观的了解职位的相互关系宏观的了解职位的相
45、互关系oA starting point for position/person profiles 职位、任职者形象描述的出发点职位、任职者形象描述的出发点oA database for career planning and succession 职业发展和继承的数据库职业发展和继承的数据库oAn objective reference to solve titling issues 解决职称问题的客观参考解决职称问题的客观参考oA means of market comparison 市场比较的手段市场比较的手段Position Evaluation 职位评估职位评估IPE IPE 系统的
46、应用系统的应用Applications of IPE SystemoA clear ranking of positions 明确分出职位的级别明确分出职位的级别oA reliable base for an equitable salary structure 作为一个公平的工资结构的可靠依据作为一个公平的工资结构的可靠依据oA global overview of relations between positions 宏观的了解职位的相互关系宏观的了解职位的相互关系oA starting point for position/person profiles 职位、任职者形象描述的出发点职
47、位、任职者形象描述的出发点oA database for career planning and succession 职业发展和继承的数据库职业发展和继承的数据库oAn objective reference to solve titling issues 解决职称问题的客观参考解决职称问题的客观参考oA means of market comparison 市场比较的手段市场比较的手段Your Position vs. Market评估原则评估原则 Evaluation Rules1. Evaluate Top Down职位评估由上至下2. No one may evaluate own
48、position不可评估个人职位3. Check internal equity检验内部平衡oRank all positions evaluated according to size按照被评估职位的级别排列oCompare across all divisions or departments跨部门对比职位oCalibrate to ensure equity across the board校正异常职位以确保内部平衡评估步骤评估步骤Evaluation Process1. 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
