职位说明书与任职资格管理ppt课件

.,职位说明书与任职资格管理培训,2008年5月,PDFcreatedwithpdfFactoryP,.,2,在这美丽的世界上，原来生活可以更美的,n,调查：,您认为JD是什么?关于JD,您希望获取哪些信息，或是有哪些疑问？,MercerPDFcreatedwithpdfFactoryP,.,TheStoryofJobDescription,职位说明书的故事,PDFcreatedwithpdfFactoryP,.,4,今天上午的内容安排(9:00-12:00),nnnnn,Mercer3PHRManagementModel美世咨询3P人力资源管理模型MercerJobDescriptionTemplate美世咨询职位说明书模板JobDescriptionandMercersResponsibilityAnalysisTool职位描述与美世职责分析工具HowtoWriteaJobDescription如何撰写精确适用的职位说明书KnowledgeReview知识回顾,MercerPDFcreatedwithpdfFactoryP,.,Session1,Mercer3PHRManagementModel,美世咨询3P人力资源管理模型,PDFcreatedwithpdfFactoryP,.,6,讨论：作为企业决策层或创业者，您要解决哪些方面的问题,MercerPDFcreatedwithpdfFactoryP,.,7,讨论：作为企业决策层或创业者所面临的管理问题清单,组织做什么，目标是什么组织怎么做岗位做什么事岗位做事的目标找人、找钱、找技术让人好好干的态度保障把事情做好的能力保障,战略问题战术问题任务分解目标分解资源获取与配置人员激励能力提升MercerPDFcreatedwithpdfFactoryP,.,战略,FunctionFunctionFunctionFunction,8,FromOrganizationtoPosition从组织到职位Vision远景,FunctionFunctionFunctionFunctionAABBCCDD,Organization组织,Strategy战略,Function职能,Position,职位,Responsibility1Responsibility2,Responsibility3Responsibility4MercerPDFcreatedwithpdfFactoryP,.,Business,Performance,经营业绩,ValueAdded,附加价值,FinanceResource,财财务务资源,TechnologyResource,技技术术资源,HumanResource,人人力力资源,9,Mercer,GeneralManagementModel总体管理模型BusinessStrategy经营战略,BusinessPerformance经营业绩,ValueAdded附加价值,FinanceResource资源,TechnologyResource资源,HumanResource资源,PDFcreatedwithpdfFactoryP,.,10,Mercer,附加价值增值分析企业文化,财务资源管理模型预算投资监控业绩考核控制经营风险,技术资源管理模型资产明细流程资产评估业绩考核生产效率组织工程,人力资源管理模型职位描述目标设定职位评估业绩考核薪酬人才发展,经营业绩绩效分析商业环境,GeneralManagementModelHRisoneoftheresourcesincorporatedevelopment总体管理模型人力资源是企业发展的三大资源之一经营战略,PDFcreatedwithpdfFactoryP,.,11,3-PModelIncluding3-P模型所包含的意义Modelincludesaseriesoftoolsandprocess-模型包含一系列工具和流程,nnnMercer,3DimensionalitiesofManagement管理的3个维度：ResourceRepository资源储备ResourceUtilization资源利用ResourceDevelopment资源开发3SystemsofManagement管理的3个系统PositionEvaluation职位评估PersonEvaluation能力评估PerformanceReview绩效考核3LevelsofManagement管理的3个层次Strategy战略层面Organization组织层面Individual个体层面,PDFcreatedwithpdfFactoryP,.,12,Mercer,职位评估,PerformanceReview,业绩评估,Compensation薪酬,Mercer3-PManagementModel美世的3-P管理模型JobDescription职位描述ObjectiveSetting目标设定JobEvaluation,ResourceRepository资源储备,ResourceUtilization资源利用,ResourceDevelopment资源发展,PersonDevelopment人才发展Control,控制,PDFcreatedwithpdfFactoryP,.,Position,职位评估,13,Role,PersonDevelopment,人,员,发,展,Compensation,薪,酬,PositionManagementSystem职位管理系统,PerformanceManagementSystem业绩管理系统,CompetencyManagementSystem能力管理系统,3SystemsofManagement3个管理系统JobDescription,职位描述,标设定,ObjectiveSetting目SettingPerformanceReview业绩考核核,ClarificationPositionEvaluationEvaluation,MercerPDFcreatedwithpdfFactoryP,.,PositionEvaluation,14,3LevelsofManagement3个管理层次OrganizationAnalysis组织分析,FutureOrganizationAnalysis未来组织分析CompetencyProfile能力档案PersonDevelopment人员发展,薪,酬,RoleMapping职责匹配JobDescription职位描述OrganizationAdjustment组织调整PositionGradingSystem职位等级体系职位评估,PerformanceReview绩效评估PayAbilityAnalysis付薪能力分析CompensationSystem薪酬体系Compensation,OrganizationObjectiveSystem组织目标分析ObjectiveMapping目标匹配ObjectiveSetting目标设定OrganizationObjectiveAdjustment组织目标调整ResultsMapping结果匹配,1.Strategy战略管理2.Organization组织管理3.Individual个人管理,MercerPDFcreatedwithpdfFactoryP,.,15,3LevelsofManagement:StrategyManagement3个管理层次（1）：战略管理,nnn,DecomposeOrganizationtoFunctionandResponsibility(organizationanalysis)将组织战略规划分解到职能与职责（组织分析）Organizationstructureauditing(organizationadjustment)组织结构审核（组织调整）Decomposeorganizationstrategytolong-term,short-,termfunctionandindividualgoal(organizationobjectiveanalysis)将总体战略规划分解至长期、短期的职能（部门）与个人目标（组织目标分析）,nn,Comparewithactiveresultsandobjective,planning(organizationobjectiveadjustment)比对现实结果与目标、计划（组织目标调整）Evaluategeneralstrategyplanningwithorganizationdevelopmentandindividualcompetency(futureorganizationanalysis)评估总体战略规划对组织发展与个人能力的效应（未来组织分析）Mercer,PayAbilityAnalysis付薪能力分析FutureOrganizationAnalysis,OrganizationAnalysis组织分析OrganizationAdjustment组织调整,OrganizationObjectiveAnalysis组织目标分析OrganizationObjectiveAdjustment组织目标调整,未来组织分析nDistinguishpayabilitythatbaseonvalueadded(payabilityanalysis)识别基于附加价值创造的付薪能力（付薪能力分析）,PDFcreatedwithpdfFactoryP,.,16,3ManagementLevels(2):OrganizationManagement3个管理层次（2）：组织管理,n,Distributedepartmentresponsibilitiestopositionsinthemostoptimalmanner(usingrolemapping)将职责最理想地分配到职位上（职责匹配）,nn,Distinguishdifferentposition(positiongradingsystem)识别不同种类的职位（职位等级体系）Organizationobjectivedecomposetoeachposition(objectivemapping)将组织目标合理分解到各个职位（,nnn,Integrateallofperformanceresults,anddescribeorganizationbusinessperformance(performanceresultsmapping)综合所有业绩结果以描述组织经营业绩（业绩结果匹配）Positionthatnecessaryvs.positionholderthatnecessaryscompetency(competencyfile)职位所需要的，与任职者所关注的组织需要的能力系列（能力档案）Baseonposition,personcompetency,performancecompensationbudget(wholecompensationstructure基于职位、人员能力、业绩的薪酬预算分配（整体薪酬结构）Mercer,RoleMapping职责匹配,目标匹配）WholeCompensationStructure,整体薪酬结构CompetencyProfile能力档案,PositionGradingSystem职位等级体系,PerformanceResultsMapping业绩结果匹配,ObjectiveMapping目标匹配,PDFcreatedwithpdfFactoryP,.,17,3ManagementLevels(3):IndividualManagement3个管理层次（3）：个人管理,nnn,Clearresponsibilitylist(partofjobdescription)清晰的职责列表（部分职位描述）Evaluatepositionsrelativeimportance评估职位的相对重要性（职位评估）Relatewithindividualobjective(objective,n,Individualperformanceevaluation个人业绩评,估（绩效考核）,n,Comparisonanalysisofactualcompetency,andrequiredpositioncompetency实际能力与职位能力要求比对分析（人员发展）,nMercer,Payforinternalfairnessandexternalcompetition基于内部公平与外部竞争的薪酬给付（薪酬）,PersonDevelopment,人,员,发,展,setting)与职责关联的个人目标(目标设定）Compensation,薪,酬,JobDescription职位描述PositionEvaluate职位评估,ObjectiveSetting目标设定PerformanceReview业绩考核,PDFcreatedwithpdfFactoryP,.,从职位评估看职位说明书：美世职位评估体系4+1个因素,Impact影响Impact,Innovation创新Innovation,Communication沟通Communication,Risk(optional)危险性(可选项)Risk18,Knowledge知识KnowledgeMercerPDFcreatedwithpdfFactoryP,.,19,Mercer,美世职位评估：10+2纬度,Breadth,Impact,Innovation,Communication,Knowledge,影响,沟通,创新,知识,框架Frame沟通Communication,复杂性Complexity创新Innovation,Knowledge知识,团队Teams,宽广度,贡献ContributionOrganization,影响Impact组织,Risk(optional),危险性(可选项),环境Environment,危险性Risk,PDFcreatedwithpdfFactoryP,.,Re,wa,Per,r,nce描述“做什么”，而不是“如何做”,MEASUREMENTCRITERIA衡量标准Quantitative数量Qualitative质量,RESPONSIBILITY主要职责Headings标题Ranking序号Objective+Definition目的定义12MercerPDFcreatedwithpdfFactoryP,.,33,7.MeasurementCriteria衡量标准,nn,“Howyoucanproveyoumakeagreatachievementinthisresponsibilityarea?”“你如何证明你在这个职责领域取得了好成绩？”Salesvolume,marketshare,clientsatisfaction,employeesatisfaction,traningfeedback销售额，市场份额，客户满意，员工满意，培训反馈Thefewerthecriteria,theclearerthepicture衡量标准精简并明确,Quantity+Quality数量质量Finance+Technology+Evaluation财务技术评价,n,Theseeminglystraightforwardresponsibilitycanbemeasuredbycriteriadependingonthebusinessstrategyandcorporatecultureofthecompany.一个职责可以被多种标准衡量，最终由组织文化和企业战略决定取舍,“sales”“销售”：,salesgrowth销售增长numberofnewclients新增客户数,salesvolume销售额numberofclients客户数marketshares市场份额,nMercer,Measurementcriteria,perse,donotindicateanincumbentsperformance.Rather,theyareindicatorsoryardsticksbywhichtomeasureresults.衡量标准并非业绩目标，但是可以在目标设定的过程中被设定为业绩目标.,PDFcreatedwithpdfFactoryP,.,34,Mercer,8.Full,PartialorSupporting?(Optional)全部，部分或协助？,FULL全部ResponsibilitywithinthesameHierarchy在同等级内的责任,PARTIAL部分Responsibilitysharedleftandrightintheorganization责任被分配在机构的左右,SUPPORTING协助Responsibilitysomewhereelseintheorganization责任在机构内的某处,PDFcreatedwithpdfFactoryP,.,35,JobDescriptionCaseFinanceDirector职位说明书案例财务总监BasicInformation基本信息,MercerPDFcreatedwithpdfFactoryP,.,36,FinanceDirector财务总监,External,外,部,External,外,部,SeniorOperationVP,高级营运副总裁,AllDepartmentsinSubsidiaryCompanies各子公司财务部门,AllPositionsinFinanceDepartment财务部所有职位,CorporateFinance,Department,Corporate,AuditDepartment集团财务部门/集团审计部,Taxbureau税务部门Financebureau财务部,门Auditbureau(independentaudit,corporateaudit,specificareaaudit)审计部门（独立审计、集团审计、专项审计等）ShanghaiStockExchange上交所Customers(checking,bills)客户（对帐等）Banks银行,Suppliers供应商Banks银行,AllSalesDepartments,AllFunctionDepartments各营销部门/各职能部门,JobDescriptionCase(Continued)职位说明书案例（续）CorporatePresident,OtherVP,公司总裁，公司其他副总裁,MercerPDFcreatedwithpdfFactoryP,.,37,nUnderstand,nationalaccounting,tax,andfinancepolicyandregulation,了解国家财务、税务和金融相关的政策法规,nAccounting,modellingandaccountinganalysiscapability,财务模型和财务分析能力,nRisk,managementconsciousnessandexperience,风险管理意识和经验,JobDescriptionCase(Continued)职位说明书案例（续）MinimumPositionRequirement最低任职要求EducationLevel/Experience教育程度/经验Minimumbachelordegree,minimum6yearsprofessionalexperience,minimum3yearsprofessionalmanagementexperience大学本科以上学历、专业工作经验6年以上、专业管理经验3年以上SpecificKnowledgeandSkills特别知识和技能nUnderstandfinancialinformationsystemmanagement了解财务信息系统的管理,MercerPDFcreatedwithpdfFactoryP,.,38,JobDescriptionCase(Continued)职位说明书案例（续）,MercerPDFcreatedwithpdfFactoryP,.,39,讨论：对美的而言，合适的职位说明书模板应该是什么样？,MercerPDFcreatedwithpdfFactoryP,.,Session3,JobDescriptionandMercers,ResponsibilityAnalysisTool职位分析与美世职责分析工具,PDFcreatedwithpdfFactoryP,.,41,WeWillLearn我们将要学习,nnnMercer,Whatisposition职位的概念Positionanalysismethod(ARCPI)职位分析方法（ARCPI）介绍HowtouseMercerstoolanalyzepositionsresponsibility如何使用美世工具分析职位的职责,PDFcreatedwithpdfFactoryP,.,42,WhatIsPosition?什么是职位？Positionis职位是:Aorganizationstructuresbasicunit一个组织结构的基本单位Itbelongstoorganization,notpositionholder它属于组织，而不属于职位任职者Resultsdriven-positionmustbeoutput以结果为导向职位一定有产出Dynamic,butrelativelysteady动态的，而又是相对稳定的,MercerPDFcreatedwithpdfFactoryP,.,43,WhatIsPosition?什么是职位？Whenaemployeemoved,hewouldtakehismanagementstyle,problemsolutionandperformancelevelaway.当一个员工流动时，他带走的是他的管理风格、解决问题的能力和绩效表现水平。Hewouldleavehispositionsfunction,workscopeandresponsibility.他留下来的是他所处职位的“功能”、工作的范围和应担负的职责。Intheotherwords,hispositionstillexists.换句话说，他的职位仍然存在。,MercerPDFcreatedwithpdfFactoryP,.,44,OrganizationStrategy组织战略,Function职能MainResponsibilityArea主要职责领域,LineofBusiness事业部Department部门,Structure,结,构,Function,职,能,PositionIsOrganizationsMinimumUnit职位是组织的最小单位,PositionPositionPositionPositionsexistence,characteranddefinitionarebasedonorganizationstrategy.职位的存在、特征与定义，都是基于组织的战略,MercerPDFcreatedwithpdfFactoryP,.,45,JobDescriptionsEfforts:ConsistentAgreement岗位说明书的效果：一致的认同JobDescriptionwillstrengthenpositionholdersunderstandingofthe,positionandreducepotentialmiscommunicationsbetweenpositionholderandhis/hermanager,减少任职者和管理者对岗位职责的认识差异。,JobDescription岗位说明书,Managementspointofview,管理者角度岗位说明书可以强化任职者对职位的理解，,PositionHolderspointofview任职者角度Managements,pointofview管理者角度PositionHolderspointofview任职者角度MercerPDFcreatedwithpdfFactoryP,.,1.AnalyzeOrganization,组织分析,2.ClarifyDepartment,Responsibility,部部门职职责责澄澄清清,Responsibility,部部门职职责责细化化,46,PositionAnalysisRoadmap职位分析路径图,1.AnalyzeOrganization组织分析2.ClarifyDepartmentResponsibility门33DetailDepartmentResponsibility门细,4.DistributetotoPosition职位5.WriteJobDescription写位说明书,1.2.3.,Positioninformation职位基本信息Positionspermanentobjectives职位存在的目的PositionsSize职位规模,.,Worknetwork工作联系网络Lowestpositionholdersrequirement最低任职要求Responsibilityscope职责范围Measurestandard衡量标准,MercerPDFcreatedwithpdfFactoryP,.,47,Mercer,1：OrganizationStructureAnalysisWhatshapeshouldtheOrganizationStructurebe?组织结构分析公司采用什么样的组织结构,nn,Tallwithsmallunitsandsmallspansofcontrol?多层次结构以及较小的管理幅度？Flatwithlargeunitsandwidespansofcontrol?扁平结构以及较宽的管理幅度？,PDFcreatedwithpdfFactoryP,.,48,HR,FA,MS,PROD,QA,ENGRG,MM,OrganizationStructuresType-byfunction(1)组织结构的类型按职能（1）,MercerPDFcreatedwithpdfFactoryP,.,49,HR,FA,MS,PROD,QA,ENGRG,MM,A,B,C,ByProducts(2)按产品（2）,MercerPDFcreatedwithpdfFactoryP,.,50,HR,FA,MS,PROD,QA,ENGRG,MM,1,2,3,ByArea(3)按地域（3）,MercerPDFcreatedwithpdfFactoryP,.,51,A,B,C,1,2,3,NA,SA,Japan,HR,QA,PROD,MS,FA,MM,ENGRG,AP,CHINA,HR,FA,HK,TW,SK,ER,NR,SR,CR,A,MS,HR,FA,PROD,QA,ENGRG,MM,SHAI,GM,ByFunction,Products,Area(4)按职能、产品、地域（4）,MercerPDFcreatedwithpdfFactoryP,.,52,MatrixOrganization(5)矩阵结构（5）,Function/ProductMatrix职能/产品矩阵,President总裁,DesignDirector,设计总监,生产总监,ManufactoryDirectorMarketingDirector,市场总监,财务总监,FinanceDirectorProcurementDirector,采购总监,AProductManagerA产品经理BProductManagerB产品经理CProductManagerC产品经理DProductManagerD产品经理,ProductBusinessDirector,产品经营总监,MercerPDFcreatedwithpdfFactoryP,.,53,FunctionAnalysis职能分析,MercerPDFcreatedwithpdfFactoryP,.,a,54,2：ClarifyDepartmentResponsibility部门职责澄清,n,Applyprocessthinking,andidentifywholeteamsgeneralfunctionmodules,orfunctionline,n,应用流程的思想明确整个团队的总体职能模块，或职能条线Detaileachworkformodule/line分析细化各模块/条线下的工作内容,nnnnnMercer,Decomposeworkinnecessary必要时进一步分解工作内容Accordingto“verb.-verbsobject”format.Eg,reviewmaintenanceaffordresponsiblycircuitry按照“动词动词的宾语”的格式描述。如：“检查所属线路维护工作”Caretodescribeourteamorourwork,avoidtobeimpractical注重描述本团队做或所能影响的那部分工作，避免描述太虚Donotdescribecarefullyhottodothework,avoidtobetrivial不需要一步一步地具体描述如何完成工作，避免描述太琐碎Needtodescribe“what”,not“how”需要描述的是“做什么（What）”而不是“怎么做（How）”,a,PDFcreatedwithpdfFactoryP,.,55,3：DetailDepartmentResponsibility部门职责细化Theobjectivetofurtherdetaildepartmentresponsibilitydescriptionistoclarifyeachpositionsresponsibility.在部门职责描述下的进一步细化，目的是明确各职位的职责。,MercerPDFcreatedwithpdfFactoryP,.,56,4：DecomposetoPositionRoleMapping,aeffectivepositionanalysistool分配到职位,nnnMercer,Whatisrolemapping什么是职责匹配？Detaildepartmentsresponsibility,andmaptoeachposition将细化的部门职责匹配到各个职位Thepurposeofrolemapping职责匹配的目的：Analyze,clarifyrelationshipforeachpositioninimplementationprocess,distributework,clarifyresponsibility,improvecorporation,decreasemistakeorwrangle分析、澄清各项工作执行过程中各相关职位之间的职责关系，分配工作，分清职责边界，以加强合作、减少误解或扯皮现象Standardforrolemapping职责匹配的标准：Howtodividetheworknow,nothowshouldwedo;partsthatun-clearoroverlapshouldfillbyactualwork现在是怎么分工的，而不是应该是怎样的；不清楚或重叠的部分按照实际情况填写,PDFcreatedwithpdfFactoryP,.,57,4：DecomposetoPositionrolemappingsample分配到职位职责匹配示例,MercerPDFcreatedwithpdfFactoryP,.,58,Composedbyfollowing由下列构成:,4：DecomposetoPosition分配到职位ARCPI，一种有效的职位分析工具VisionandMission使命和任务Strategy策略,Position/Role,Workprocess工作流程,StorePurchaseProcess备用品采购流程：OrganizationStructure组织结构,Position/Role,Position/Role,Position/Role,MercerPDFcreatedwithpdfFactoryP,.,59,4：DecomposetoPositionARCPIExplanation分配到职位ARCPI的诠释A-V审批(Approval-Veto)：审核以批准或否决的权利R主要负责(Responsibility):负责启动并跟踪某一活动，并确保该活动的顺利完成，对该活动的结果负责,主要是“管理”该活动，不一定需要亲自完成它P参与（Participation）：做为行动小组成员之一参与该活动C咨询(Consultation)：为某活动提供咨询、建议I被告知或获悉(Informed)：必须被告知，但是没有直接影响力,MercerPDFcreatedwithpdfFactoryP,.,60,Mercer,4：DecomposetoPosition-ARCPIRule分配到职位ARCPI的运用规则Nodirectlyrelationshipisblock无直接关系的可以留空R*meansonlyresponsibilityforthedepartmentR*指只对本部门负责Everyactionhas,andonlyhasaR.Therefore,mustagree-on“R”,ordecidedbysupervisor.Ifnoagreement,pleasereferencefollowing每一活动都有、而且通常只有一项R。因此，必须就此项R形成共识，或由上级拍板决定。达不成共识时可以按如下页方法决定：,Detailaction(commonone)将活动细分（最常见的方法）MoveRtosupervisor(notthebestone)将R上移给上级主管（不一定是最好的方法）SupervisordecideswhoisR上级决定将R给谁,PDFcreatedwithpdfFactoryP,.,61,4：DecomposetoPosition-ARCPISample分配到职位ARCPI应用举例,MercerPDFcreatedwithpdfFactoryP,.,62,4：DecomposetoPosition-ARCPISample分配到职位ARCPI应用举例,MercerPDFcreatedwithpdfFactoryP,.,63,4：DecomposetoPosition-ARCPISample分配到职位ARCPI应用举例（续）,MercerPDFcreatedwithpdfFactoryP,.,64,4：DecomposetoPosition-ARCPISample分配到职位ARCPI应用举例（续）,MercerPDFcreatedwithpdfFactoryP,.,65,Mercer,UtilizeAnalysisResults,IdentifyResponsibilityofPosition利用分析结果明确职位的职责,nnnnnn,SavecurrentARCPIdraft,basedoncurrentsituation,adjustresponsibilityaccordingtojobrequirement保留当前状况的ARCPI稿，从当前状况出发根据工作的需求进行职责调整AdjustmentfocusesareRandP调整的重点是R和PReferringorganizationalchart,makeA-VandRinonesamereportinglineasmushaspossible参照组织架构图，尽量使A-V和R在一条汇报线上Communicationisveryimportantinadjustmentprocess,teammanagerormanagementteamsdiscussionanddecisionarenecessary调整的过程中沟通十分重要，需要由团队的经理或管理小组讨论决定AccordingtoARCPIanalysisresult,consolidateanddescribeeachpositionsresponsibilities根据ARCPI的分析结果，归纳整理，并描述各具体职位的职责Becarefulofeachpositionsreportinghierarchy,identifycorrespondingorganizationalstructure注意各职位的汇报线关系，明确相应的组织架构,PDFcreatedwithpdfFactoryP,.,Session4,HowtowriteacomprehensiveandusefulJobDescription(JD)?,如何撰写精确适用的职位说明书,PDFcreatedwithpdfFactoryP,.,67,JobDescriptionPreparationSteps职位描述的准备步骤11IdentifyPositionssPurpose位述目22ReviewOrganizationStructure织构33FunctionAnalysis分析44PositionAnalysis分析55EmployeeCommunication沟通,MercerPDFcreatedwithpdfFactoryP,.,68,Mercer,PreparationforwritingaJobDescription(1)职位描述的准备（1）JobDescriptionsPurpose:WhendoweneedJobDescription?职位描述的目的:何时需要描述职位？,n,OrganizationChange组织变革M描述“做什么”，而不是“如何做”,MEASUREMENTCRITERIA衡量标准Quantitative数量Qualitative质量,RESPONSIBILITY主要职责Headings标题Ranking序号Objective+Definition目的定义12MercerPDFcreatedwithpdfFactoryP,.,87,Exampleofwritingresponsibilities(1)主要职责写法举例（1）,nnnnn,Heading标题Objective目的Finalresult结果Verbsofreflection/action动词（思考性、行为性）Activity活动,nnnnn,Marketing市场营销inorderto为了Expansionandprofitability市场扩张与利润率Assess,recommend,plan,organize评估，建议，计划，组织Marketingactivities市场营销活动,Marketing市场营销Assessmarketconditionsandtrends,recommend,planandorganizemarketingactivitiesinordertoensurecompanysexpansionandprofitability.为了确保公司的市场扩张和利润率目标的实现，评估市场情况与趋势，建议、计划与组织市场营销活动。,MercerPDFcreatedwithpdfFactoryP,.,88,Exampleofwritingresponsibilities(2)主要职责写法举例（2）,nnnnn,Cash-flowManagement现金流管理inorderto为了Liquidity,investmentreturn流动率，投资回报Forecast,control,invest预测，控制，投资Cash-flow现金流,Cashflowmanagement现金流管理Forecastshort-termandlong-termcapitaldemand,controldebts,creditsandexcessiveinvestmentinordertomaintainsufficientliquidityandmaximizereturnoninvestment.为了维持足够的流动现金与最大的投资回报，预测短期与长期的资金需求，控制债务、债权以及过度投资。,nnnnn,Heading标题Objective目的Finalresults结果Verbsofreflection/action动词（思考性、行为性）Activity活动,MercerPDFcreatedwithpdfFactoryP,.,89,Exampleofwritingresponsibilities(3)主要职责写法举例（3）,nnn,Training培训inorderto为了Applicationofknowledgeandskills,知识与技能的应用,n,Identify,advise,plan,organize,coordinate,follow-up,识别，建议，计划，组织，协调，跟踪,n,Training培训课程,Training培训Identifytrainingneeds,advise,plan,organize,coordinateandfollow-uptrainingprogramsinordertoincreaseemployeesskillsandperformance.为了提高员工的知识技能与业绩表现，识别培训需求，建议、计划、组织、协调以及跟踪培训课程的开展。,nnn,Heading标题Objective目的Finalresults结果,n,Verbsofreflection/action动词（思考性、行为性）,n,Activity活动,MercerPDFcreatedwithpdfFactoryP,.,90,GlossaryofActionVerbs动词指南,nnnnnnnnnnnn,Administer管理Advise建议Analyze分析Assign指派Approve批准Appraise评价Assist协助Accredit授权Suggest提议Provide提供Support支持Plan计划,nnnnnnnnnnnn,Control控制Coordinate统筹Decide决策Develop发展Direct指导Drive推动