美世(Mercer)绝密资料-国际职位评估系统;

1、国际职位评估系统international position evaluation,不清晰的职位等级unclear ranking of positions,清晰的职位等级clear ranking of positions,l-1,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

2、环境,职位评估系统因素position evaluation factors,职位评估系统分数 the ipe points,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

3、作复杂程度,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,因素一：对企业的影响 impact on organization,heavily weighted in the position evaluation 在职位评估中占很大比重 the more positions there are on the same organization level, the less impact the positions have

4、在机构的同一层次,职位越多,职位的影响则越小 measure 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 evaluating the impact from the top of the organization downwards 由上而下进行评估,机构规模 size of organization,the impact of a position vary much depends on the size of the o

5、rganization 职位对企业的影响随著机构的规模不同,而有明显的不同 what do we consider as an organization? 如何定义组织机构? a 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) the size of organization tables are in local currency and are updated

6、 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 nature of the organization,对企业的影响 impact on organization,对企业的影响 impact on organization,因素二：监督管理 supervision,headcount 人数 : 44 direct subordinates 直

7、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,下属人数 (直接和间接的) number of subordinates (direct and indirect),gives an indication of the management qualifications required 明确管理者所具备的资格 consider the total number of employees for which the pos

8、tion 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 when 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 kind of subordin

9、ates,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,因素三：责任范围 area of responsiblity,the diversity and ranges of activities required for the position. 职位所要求的活动范围和多样性 the degree of ind

10、ependence required to 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 the degree of knowledge required regarding the company / the market. 公司、市场所要求的知识程度。,广度 diversity,!,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 funct

11、ion/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

12、导几个功能组别,8,7,6,5,4,2,3,1,级别 degree,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-

13、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,

14、 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,独立性 independ

15、ence,corporate board of directors control 集团董事会控制,级别 degree,营业知识面 business understanding,market 市场,organization 机构,1,2,3,4,3,4,5,/,因素四：沟通技巧 interaction,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 & influe

16、ncing 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,which degree of contact frequency? 沟通频率,daily 天天,a few times a week 时常,a few times a month 偶尔,因 素 五：任职资

17、格 qualification,education 学历 the minimum education normally required by the organization 机构要求的最低学历 “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 experience 经验 relevant practical experience 相关的实际经验 should not be evaluated in terms of number of years, but in terms o

18、f 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,因 素 六： 解 决 问 题 problem solving,analytical and creative abilities required for problem solving and developments 解 决 问 题 所 需 的 分 析 力 和 创 造 性 complexity of operational and administrative problems 处 理 问 题 的 复 杂 性,解

19、决问题的创造性innovative problem solving,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,7,6,unique 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,cre

20、ate - 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,解决问题的复杂性operational/administrative problem solving,7,6,4,5,3,2,1,routine - follow instructions 按常规工作 - 跟随指示,choice - two options 二选一,alternative op

21、tions - 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,

22、 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 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

23、增加,但创造性问题却不一样,!,因 素 七：环境条件 environmental conditions,environment 环境 normal 正常 - no/ limited adaptation 不需/有限的适应 difficult 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 risk normal 正常 - only unpredicted events may interrupt the normal co

24、urse of action 基于一些不能预测的事件妨碍正常运作 difficult 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,ipe 系统的应用applications of ipe system,a clear ranking of positions 明确分出职位的级别 a reliable base for an equitable salary structure 作为一个公平的工资结构的可靠依据 a global overview of relations

25、between positions 宏观的了解职位的相互关系 a starting point for position/person profiles 职位、任职者形象描述的出发点 a database for career planning and succession 职业发展和继承的数据库 an objective reference to solve titling issues 解决职称问题的客观参考 a means of market comparison 市场比较的手段,清晰的职位等级clear ranking of positions,l-1,ipe 系统的应用applica

26、tions of ipe system,a clear ranking of positions 明确分出职位的级别 a reliable base for an equitable salary structure 作为一个公平的工资结构可靠依据 a global overview of relations between positions 宏观的了解职位的相互关系 a starting point for position/person profiles 职位、任职者形象描述的出发点 a database for career planning and succession 职业发展和继

27、承的数据库 an objective reference to solve titling issues 解决职称问题的客观参考 a means of market comparison 市场比较的手段,salary structure - company zz 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,ipe 系统的应用applications of ipe system,clear ranking of p

28、ositions 明确分出职位的级别 a reliable base for an equitable salary structure 作为一个公平的工资结构的可靠依据 a global overview of relations between positions 宏观的了解职位的相互关系 a starting point for position/person profiles 职位、任职者形象描述的出发点 a database for career planning and succession 职业发展和继承的数据库 an objective reference to solve t

29、itling issues 解决职称问题的客观参考 a means of market comparison 市场比较的手段,position evaluation 职位评估,ipe 系统的应用applications of ipe system,a clear ranking of positions 明确分出职位的级别 a reliable base for an equitable salary structure 作为一个公平的工资结构的可靠依据 a global overview of relations between positions 宏观的了解职位的相互关系 a starti

30、ng point for position/person profiles 职位、任职者形象描述的出发点 a database for career planning and succession 职业发展和继承的数据库 an objective reference to solve titling issues 解决职称问题的客观参考 a means of market comparison 市场比较的手段,the position and the incumbent职位和任职者比较,crg 等级,ipe 系统的应用applications of ipe system,a clear ran

31、king of positions 明确分出职位的级别 a reliable base for an equitable salary structure 作为一个公平的工资结构的可靠依据 a global overview of relations between positions 宏观的了解职位的相互关系 a starting point for position/person profiles 职位、任职者形象描述的出发点 a database for career planning and succession 职业发展和继承的数据库 an objective reference t

32、o solve titling issues 解决职称问题的客观参考 a means of market comparison 市场比较的手段,promotion and consequences提升和结果,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 competencie

33、s, not on performance only,ipe 系统的应用applications of ipe system,a clear ranking of positions 明确分出职位的级别 a reliable base for an equitable salary structure 作为一个公平的工资结构的可靠依据 a global overview of relations between positions 宏观的了解职位的相互关系 a starting point for position/person profiles 职位、任职者形象描述的出发点 a database for career planning and succession 职业发展和继承的数据库 an objective reference to solve titling issues 解决职称问题的客观参考 a means of market comparison 市场比