[经管营销]国际职位评估系统.ppt

Copyright WILLIAM M MERCER 国际职位评估系统 II International Position Evaluation II 伟世顾问有限公司 2002/3/31 Copyright WILLIAM M MERCER 不清晰的职位等级 Unclear Ranking of Positions L L-1 L-2L-2 L-3L-3 L-1 L-2L-2 L-1 L-2L-2 L-1 L-2L-2 Copyright WILLIAM M MERCER 清晰的职位等级 Clear Ranking of Positions L-1 L L-1 L-2 L-2 L-3 L-3 L-1 L-2 L-2 L-1 L-2 L-2L-2 L-2 Copyright WILLIAM M MERCER 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 职位评估系统因素 Position Evaluation Factors Copyright WILLIAM M MERCER 职位评估系统分数 The IPE Points 12 34567 5 105101010 15 468 105 190180 90 30 130 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 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 Experience 创造性 Innovative 复杂性 Operational 风险 Risk 环境 Environment Copyright WILLIAM M MERCER 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 Total Points: 65-1193 Copyright WILLIAM M MERCER 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 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 Copyright WILLIAM M MERCER 机构规模 Size of Organization 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 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 Copyright WILLIAM M MERCER 机构的性质 Nature of the organization Semi Finished 半完成 Raw Materials 原料 Finished 完成 Wholesale 批发 Final Customer 顾客 Value-added Chain 增值链Table ATable CTable B Ideas 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 Copyright WILLIAM M MERCER 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-level 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) Copyright WILLIAM M MERCER 对企业的影响 Impact on Organization 机构 Organization 职位 Position 12 11 10 9 6 7 8 9 3 4 5 6 B Level Positions B级职位 C Level Positions C级职位 D Level Positions D级职位 功能/业务组别 Function/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 Copyright WILLIAM M MERCER Copyright WILLIAM M MERCER 因素二：监督管理 Supervision Supervision 监督 Supervision 监督 Communication沟通 Communication沟通 Supervision=Recruit/Train/Develop/Control/Guide/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 : 44 Direct subordinates 直接下属 : 9 Indirect subordinates 间接下属 : 34 Total subordinates 总下属人数 : 43 Headcount of subordinates : 43 下属人数 : 43 Copyright WILLIAM M MERCER 下属人数 (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 Copyright WILLIAM M MERCER correct degree level 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 homogeneous activities: current and basic 下属担任相似的活动:现今的,基本的 4 2S 123 SSSHHHHHHHH SSHH Copyright WILLIAM M MERCER Copyright WILLIAM M MERCER 因素三：责任范围 Area of Responsibility oThe diversity and ranges of activities required for the position. 职位所要求的活动范围和多样性 oThe degree of independence requiredto make decisions 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 oThe degree of knowledge required regarding the company / the market. 公司、市场所要求的知识程度。 Copyright WILLIAM M MERCER 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 function/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 领导几个功能组别 8 7 6 5 4 2 3 1 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 Copyright WILLIAM M MERCER 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 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 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 Copyright WILLIAM M MERCER 独立性 Independence Corporate Board of Directors control 集团董事会控制 X 7 6 4 5 3 2 1 outside 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 X X X XXXXXXX X XXX XXXX within 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 Copyright WILLIAM M MERCER 营业知识面 Business Understanding Market 市场 Organization 机构 1 234345 / correct degree level Business understanding=Professional understanding 营业知识面专业知识面 ! Copyright WILLIAM M MERCER Copyright WILLIAM M MERCER 因素四：沟通技巧 Interaction 沟通 Communication Ability 技巧Frame 范围Frequency 频率 谈判 Negotiation 决策 Decision 3 1 2 每天 Daily 偶尔 Occasional 时常 Frequent 3 2 1 3 2 1 3 2 1 1 2 1 2 1 2 1 2 1 2 1 2 1 2 1 2 1 2 每天 Daily 偶尔 Occasional 时常 Frequent 每天 Daily 偶尔 Occasional 时常 Frequent 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 Internal 内部 External 外部 Internal 内部 External 外部 Internal 内部 External 外部 Copyright WILLIAM M MERCER 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 Negotiations, 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 Copyright WILLIAM M MERCER Which degree of Contact Frequency? 沟通频率 Daily 天天 A few times a month 时常 A few times a year 偶尔 Copyright WILLIAM M MERCER Copyright WILLIAM M MERCER 因 素 五：任职资格 Qualification oEducation 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 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工作所需 ! Copyright WILLIAM M MERCER Copyright WILLIAM M MERCER 因 素 六： 解 决 问 题 Problem Solving oAnalytical and creative abilities required for problem solving and developments 解 决 问 题 所 需 的 分 析 力 和 创 造 性 oCoplexity of operational and administrative problems 处 理 问 题 的 复 杂 性 Copyright WILLIAM M MERCER 解决问题的创造性 Innovative Problem Solving 1 No improvement necessary 不需要改良 3 2 Update - 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 7 6Unique 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 Copyright WILLIAM M MERCER 解决问题的复杂性 Operational/Administrative Problem Solving 7 6 4 5 3 2 1Routine - 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 - 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 socpe 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! Copyright WILLIAM M MERCER Copyright WILLIAM M MERCER 因 素 七：环境条件 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 oRisk unormal 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 udifficult 非正常 - constantly faces political uncertainty or industrial risk 经常面对政局不稳或工业风险 Copyright WILLIAM M MERCER Copyright WILLIAM M MERCER 分数转换表 Copyright WILLIAM M MERCER IPE 系统的应用 Applications of IPE System oA clear ranking of positions 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 oA global overview of relations between positions 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 oA database for career planning and succession 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 oA means of market comparison 市场比较的手段 Copyright WILLIAM M MERCER 清晰的职位等级 Clear Ranking of Positions L-1 L L-1 L-2 L-2 L-3 L-3 L-1 L-2 L-2 L-1 L-2 L-2L-2 L-2 Copyright WILLIAM M MERCER IPE 系统的应用 Applications of IPE System oA clear ranking of positions 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 oA global overview of relations between positions 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 oA database for career planning and succession 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 oA means of market comparison 市场比较的手段 Copyright WILLIAM M MERCER Salary Structure - Company Z Z 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 Copyright WILLIAM M MERCER IPE 系统的应用 Applications of IPE System oClear ranking of positions 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 oA global overview of relations between positions 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 oA database for career planning and succession 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 oA means of market comparison 市场比较的手段 Copyright WILLIAM M MERCER Position Evaluation 职位评估 Copyright WILLIAM M MERCER oA clear ranking of positions 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 oA global overview of relations between positions 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 oA database for career planning and succession 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 oA means of market comparison 市场比较的手段 IPE 系统的应用 Applications of IPE System Copyright WILLIAM M MERCER The Position and The Incumbent 职位和任职者比较 MERCER 等级 Copyright WILLIAM M MERCER oA clear ranking of positions 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 oA global overview of relations between positions 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 oA database for career planning and succession 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 oA means of market comparison 市场比较的手段 IPE 系统的应用 Applications of IPE System Copyright WILLIAM M MERCER Promotion and Consequences 提升和结果 V IV III II I 290 220 170 130 100 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 Promotion is built on competencies, not on performance only Copyright WILLIAM M MERCER IPE 系统的应用 Applications of IPE System oA clear ranking of positions 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 oA global overview of rela