咨询项目汇报(英)课件

1、咨询项目审核The item checks before acceptance咨询项目内容Progress of Consulting Project岗位职责与工作标准梳理Job descriptions & work criteria员工职业化规范Occupational Norm 薪酬福利体系设计System of salary & benefits组织架构与关键流程梳理 Organization& key flow培训体系设计Training system全面激励系统设计Motivation system项目总结验收The item checks before acceptance绩效管

2、理系统 System of management by performance愿景及战略梳理 Vision & strategy管理权限表修改Manage Legal power modification制度整合 Rationalization & formulation of regulations管理人员PDP测评解读与管理改进建议PDP report and management advise1、愿景与战略梳理 Vision & strategy1.1愿景、使命和其它战略要素 Vision, Mission and Strategic Factors1.2战略要素解析 Analysis

3、of Strategic Factors2、组织架构与关键流程梳理 Organization & key flow董事会Board of Directors总经理Managing Director财务总监CFO董事会监察组Internal Audit销售委员会Sales Commission内审办Audit Office生产副总经理DMD-production副总经理DMD人力资源总助AMD - HR 财务会计总助AMD Fin. & Acc.营销物流总助AMD - marketing & sales, logistics技术总监CTO厂长Factory Manager2.1机构图采购部Pur

4、chasing dept.总经办MD Office物流部Logistic华北销售部Northern Sales Dept.南宁销售部Nanning Sales Dept.客户服务部Customer Service Dept.市场策划部Marketing Planning Dept.会计部Accounting Dept.财务部Financia Dept.电脑部Computer Dept.人力资源管理部HRM Dept.人力发展部HRD Dept.管理体系发展部 MSD Dept.农务部Agriculture Dept.生产部Production Dept.质量管理中心QA center行政管理部

5、Adm. Dept.人事办公室Personnel Office2.2跨部门关键流程管理（共31个文件） Control of Cross-department Key Flow (31 documents) 财务/审计/电脑 Fin./Audit/Computer4个 采 购 Purchasing 4个 生 产 Production 5个 销 售 Sales 1个 人事行政 HR & Adm. 10个 总 经 办 MD Office 6个 3、岗位职责与工作标准梳理 Job descriptions & work criteria3.1部门职能手册 Department Functions M

6、anual3.2职位说明书（260份） Job Description (260 copies)3.3 集团各部门职能范围Scope of departments functions and powers总经办MD Office协助总经理制定公司中长期发展规划，做好综合管理、协调工作和日常事务的处理，包括：集团公文起草，会议组织，工作协调，档案和信印管理，法务处理，对外宣传与品牌建设，公共关系管理和外事管理等工作。 Assist MD with framing long-term and medium-term development plan, comprehensive managemen

7、t, coordination, and daily work inclusive of documents drafting, meeting organization, file and stamp keeping, legal affairs, company image building, public relations and foreign affairs. 人力资源部HR Dept. 负责集团总部的人力资源管理、行政、后勤及总部资产管理工作，协助各下属公司的人力资源管理工作。Responsible for HR management, administration and he

8、ad office assets management. Assist group companies with HR management. 人力发展部HR Development Dept.负责建立集团培训体系，制定与实施人力资源发展规划和培训计划，组织和管理培训工作。Responsible for establishment of training system, working out and carrying out plans of HR development and training, organization and management of trainings. 部门职能

9、(续) Department Functions (continuation)质量体系部ISO Dept. 负责集团经营计划拟定、管理规范化管理、质量体系管理、管理改善、管理信息化建设、企业文化建设工作。Responsible for working out group running plan, management standardization, ISO management, management improvement, information system and building of enterprise culture. 内审办Internal Audit Office负责编

10、制年度审计、监察计划，并实施；按照公司董事会要求，根据有关法律法规及公司制度，定期或不定期对集团各单位、各部门及相关岗位任职人员开展审计、监察活动；协助管理体系部建立和完善公司采购、营销、财务、管理等各方面的内控制度或管理体系。Responsible for working out and carrying out annual audit plan; conduct audit to various units, departments and concerned employees at the request of board of directors and in accordance

11、 with related laws and company rules; assist ISO Dept. with establishment and improvement of internal control regulations or management system in respect of purchasing, sales, finance, management etc. 采购部Purchasing Dept.负责集团总部及下属公司物资的统一采购。Responsible for materials procurement of both head office and

12、 group companies. 部门职能(续) Department Functions (continuation)物流部 Logistics Dept.负责将公司产品、副产品送达客户，以及相关的产品仓库的管理工作。Responsible for delivery of product/by-product to customers as well as management of product warehouse. 市场营销部Sales & Marketing Dept. 负责全集团市场策划、开发和产品的销售工作。Responsible for marketing plan, mar

13、ket development and product sales. 财务部 Financial Dept. 负责公司财务收支的计划、预算、控制、分析，对公司资金进行统一管理；并对公司的经济活动实行监督；按照职能分工，管理好出纳组、清贷组、理财组业务。Responsible for planning, budgeting, controlling and analysis of financial income and expenses; monitoring companys economic activity; according to functions dividing, manage

14、 cashier team, debts-clearing team and treasury team. 会计部 A/C Dept. 处理集团总部的会计账务，审核各公司的会计报表与资料，负责会计核算、固定资产管理、会计档案管理等工作。Handle the account books of head office, check the accounting report and data; responsible for accounting computation, fixed assets management, accounting files keeping and etc. 部门职能

15、(续) Department Functions (continuation)工厂生产部Factory Production Dept. 编制工厂的生产、维修、技改、扩建计划，做好生产、维修、技改、扩建、新技术、新工艺的应用工作，确保安全生产和产品质量。Work out and carry out plans of production, repair & maintenance, modification and expansion; apply new technology and process into production; assure safety in production a

16、nd product quality. 工厂质量管理中心Factory QC负责质量管理体系在工厂的推行；检查、控制原材料、生产流程和终端产品的质量，监控生产过程工艺技术指标。Responsible for promoting the operation of ISO system around factories; check and control raw materials, production process and finished-product quality; monitor technical indexes. 4.员工职业规范 Occupational Norm4.1员工

17、职业行为规范手册 Manual of Occupational Conduct Norm for Staffs 从2005年7月10月对全集团所有员工进行了全员职业化培训 Conducted occupational training for all staffs of the group during July to October 2005.4.1-1员工职业行为规范手册主要内容 Contents of Occupational Norm Manual第一章 总 则 第二章 价值观 Chapter 1 General principles Chapter 2 Value 第三章 员工的胜任

18、力 第四章 员工职业形象Chapter 3 Requirements on staffs quality Chapter 4 Occupational image 第五章 公司工作礼仪 第六章 员工职务准则Chapter 5 Working etiquette Chapter 6 Position guide line 第七章 时间管理 第八章 沟通与交流Chapter 7 Time management Chapter 8 Communication 第九章 接受工作委派 第十章 工作请示Chapter 9 Assignment undertaking Chapter 10 Request

19、第十一章 工作汇报 第十二章 反馈 Chapter 11 Report Chapter 12 Feedback 第十三章 会议 第十四章 客户服务Chapter 13 Meeting Chapter 14 Customer service 第十五章 团队合作 第十六章 内部人际关系协调Chapter 14 Teamwork Chapter 16 Coordination of interpersonal relations 第十七章 情绪管理 第十八章 影响力的运用 Chapter 17 Emotion management Chapter 18 Application of influent

20、ial power 第十九章 冲突的处理 第二十章 突发事情的处理Chapter 19 Conflict handling Chapter 20 Emergency handling 4.2管理人员职业行为规范手册Manual of Occupational Conduct Norm for Managerial Staffs第一章 总 则 第二章 管理胜任力Chapter 1 General principles Chapter 2 Requirements on managing ability 第三章 管理人员的职业素养 第四章 角色扮演 Chapter 3 Occupational q

21、uality Chapter 4 Roles of managerial staffs 第五章 授权与委派工作 第六章 员工培养与辅导 Chapter 5 Authorization & assignment Chapter 6 Training and direction for staffs 第七章 绩效评估 第八章 离职谈话 Chapter 7 Performance evaluation Chapter 8 Resignation talk 5、绩效管理系统 System of management by performance5.1绩效管理手册 Manual of Managemen

22、t by Performance5.2考核方法 Evaluation Method 管理人员 Managerial staff科室人员 Office clerk操作人员 Operator 方法 Way周期 Period方法 Way周期Period方法Way周期Period业绩 performance所负责部门KPI Responsible Dept. 月、半年 Month, half a year工作日志 Record每天记录/每月评分 Daily record/monthly score生产期Production duration维修期Maintenance duration每日记录Dail

23、y record每天工作安排Daily schedule每月Monthly态度 Attitude主管评定 Scored by director月、半年Month, half a year主管评定 Scored by director月、半年Month, half a year主管 Director月、半年 Monthly, half a year同事 Colleague半年 Half a year能力 Ability半年 Half a year半年 Half a year主管 Director 半年 Half a year综合 Comprehensive业绩+态度+能力 Performance

24、+attitude+ability半年、年Half a year, a year月度考核+能力 Monthly evaluation+ability半年、年 Half a year, a year月度考核+能力 Monthly evaluation+ability半年、年 Half a year, a year5.3考核比例分布 Evaluation Result Proportion 考核成绩等级 Result所点比例Proportion备 注 Remark A+ （优秀Excellent）5%出色。工作业绩突出，态度表现特别好，足为楷模。能力超过现职标准，可承担更高更复杂的工作任务，具有卓

25、越才干，大部分工作超额完成任务。Be a model with outstanding performance and attitude and great ability exceeding the requirements on present position. Most jobs can be done much better than expectation. Be able to undertake more challenging and complicated tasks. A （优良 Good）15%满意，工作态度表现好，能力满足现职要求，责任目标全部达成，部分工作超额完成任

26、务。Satisfying with quite good attitude; meet the requirements on present position; achieve all tasks and partially exceed expectation. B （合格 Qualified）65%称职，工作态度表现较好，能力达到现职要求，责任目标全部达成。Qualified with good attitude; meet the requirements on present position; achieve all tasks. C （基本合格 Ok）10%基本称职、需要注意，工

27、作态度表现较一般，基本上能完成现职工作任务。Basically qualified; attitude is OK and achieve tasks at present position basically. D （后进Improvement-needed）5%绩效考核成绩靠后，工作态度表现较差/在现职所要求的必备能力方面欠缺，能力素质不能完全达到岗位任职要求/不能完成现职部分工作任务。Got lower score due to bad performance and less ability for present position; cannot achieve all tasks

28、required by present position. E（不合格Unqualified）不受比例限制 Unlimited绩效考核不合格，工作态度、工作纪律表现差/能力素质达不到岗位任职要求/不能完成本职工作。Fail in the evaluation due to poor attitude, performance and less ability for present position. 5.4考核结果应用 Application of Evaluation Result 项目 Item考核结果表示方法 Result representation考核结果应用 Result app

29、lication业绩 Performance实际得分 Actual score绩效工资分配 Performance salary distribution 综合(业绩+态度+能力) Comprehensive (performance+attitude+ability)排序强制分布 Forcible sort distribution薪酬分配、职务职级管理、员工调配、培训开发、人力资源规划与体系改善、人事政策调整的基础 Salary distribution, position/level management, manpower plan, training development, HR

30、planning & system improvement, base of HR adjustment 6、薪酬福利体系设计 System of salary & benefits6.1薪酬管理手册 Manual of Pay System Management6.2工资分配细则 Rules of Salary Distribution 6.3职务管理手册 Manual of Job Management 6.4薪酬构成 Salary Structure岗位工资 Position salary 绩效工资 Performance salary 加班工资 OT pay福利 Benefits 定义

31、 Definition岗位工资”是根据职位评价所确定的每个员工薪级和薪档的工资标准Based on position level 绩效工资”是根据公司效益和及个人考核成绩确定的员工浮动收入部分。Based on company economic benefits and personal evaluation result 员工按照公司要求在法定节日、休息日或延长工作时间进行工作的，由公司按照劳动法等有关规定支付加班工资。Overtime during legal holiday, rest day or extending working time根据国家及公司相关规定提取和使用福利费。Ba

32、sed on laws and rules 分配办法 Distribution岗位工资根据员工考勤、工作任务完成情况每月考核发放。 实发岗位工资=标准岗位工资应扣、代缴部分 Position salary actual=standard withholding 年终效益绩效工资发放的主要依据本部门及个人业绩考核结果发放。绩效工资=本部门基数个人考核得分 Performance salary=department base x personal evaluation score 员工加班工资=岗位对应的加班工资基数国家规定的比例加班天数。OT=position OT base x legal r

33、atio x OT days现金部份按月与工资一起发放 Cash is paid with salary monthly发放时间Distribution time按月发放 Monthly每个榨季分两次发放：第一次在开榨一个月内，第二次在春节前 1st time: within one month since crushing opens; 2nd time: before Spring Festival 当月加班费在下月工资中一并发放 Pay in next months salary 按月发放 Monthly6.5薪酬调整 Salary Adjustment 普 调 Normal adjus

34、tment 个 别 调 整 Special adjustment 调整原因 Reason（1）公司经济效益和支付能力提升或下滑，需要整体提高或降低全公司员工的收入；Based on company economic benefits and payment ability（2）为了使本公司的薪酬水平与市场水平相适应；To make company salary system match market level（3）根据发展战略调整，需要改变公司的薪酬策略。Dependent upon company development strategy（1）员工岗位调整；Position adjustm

35、ent（2）员工职责发生调整并将长期不变；Responsibility adjustment without change in a long period（3）根据绩效考核结果进行调整；Change of evaluation result （4）根据有关奖惩条例进行调整；Based on related awarding or punishing rules（5）根据员工的能力提升进行调整；Dependent on the improvement of employees ability（6）获得奖励或荣誉；Be awarded or honored （7）特殊原因需要调整岗位工资时。In

36、 special case need to adjust position salary调整方法 Method（1）按照原岗位工资的一定百分比进行调整；According to a certain percentage of original position salary（2）在原岗位工资基础上上调或者下调一定的薪档；Adjust upward or downward on basis of original position salary（3）岗位调配后按照薪酬等级就近原则进行调整。With position adjustment, related salary shall be adju

37、sted to the closest level accordingly 6.6特殊工资/生活费/补贴 Special salary/living expense/allowance工伤 Industrial injury病假 Sick leaves工资/津贴/生活费 Salary/allowance/living expenses工伤津贴按职工本人受伤前12个月内平均工资收入的标准发放。在市级劳动能力鉴定委员会未作出确认前，从第13个月开始按原工伤津贴标准75%支付，待市级劳动能力鉴定委员会确认后，若低于标准的，按标准补足；若高于标准的，不再扣回，从确认之日起，按工伤保险条例标准执行。Ac

38、cording to the average salary within 12 months before industrial injury, from the 13th month forth, pay as per 75% of original industrial injury allowance until the injury level is confirmed by labor capability appraisal committee, and then carry out the “Industrial Injury Insurance Regulations”. 员工

39、在法定医疗期内病假工资在扣缴国家规定的法定社会保险费用（含住房公积金）后不低于当地最低工资的80%。 The salary in duration of legal sick leaves should not be lower than 80% of local minimum salary after withholding regulated social insurance expenses (incl. housing fund). 绩效工资 Performance salary医疗期内可以享受绩效工资 Performance salary can be paid during si

40、ck leaves. 绩效工资按实际出勤天数及考核情况计发，月病假超过5天（含5天）不计发当月榨季年度绩效工资。 Performance salary should be paid according to actual work-attendance days and evaluation result; if monthly sick leaves over 5 days (incl. 5 days), the performance salary of current month will not be paid. 特殊工资/生活费/补贴(续) Special salary/living

41、 expense/allowance (continuation)待岗 Suspended产假/计生假 Birth leaves事假 Private affair leaves旷工 Leave without application or good reason员工待岗期间，停发其全部工资，发给生活费，其标准在扣缴国家规定的法定社会保险费用（含住房公积金）后280元/月。 Stop giving salary during this period but allocate living expense in accordance with RMB280/Mon. after withholdi

42、ng legal social insurance (incl. housing fund). 按计划生育条例执行 Carry out “Birth Control Regulations”. 员工事假期间不发工资 Do not allocate salary during this period. 旷工期间不发工资 Do not allocate salary during this period. 待岗期间不享受绩效工资 Do not get performance salary during this period. 不受影响 No effect 年度累计3天以内全发；3天后，每多一天扣

43、减榨季年度绩效工资总额的10%计发，直至绩效工资总额扣完为止。 Get all salary if this kind of leave within 3 days in a year; but over 3 days, every one day more, the performance salary will be deducted by 10% of the total until all is deducted. 累计1天以内,绩效工资按50%计发；1天以上，不发绩效工。If this kind of leave within one day in a year, the perfo

44、rmance salary will be paid 50%; over one day, no performance salary will be paid. 6.7加班工资 Overtime 级别 Level日加班工资基数 （元/天） OT base (RMB/Day)备注 Remarks经理级 Manager37经理级人员日常延时工作的，不计加班工资，而双休日加班，计算加班工资必须同时符合以下两个条件：（1）榨季值班，或遇突发事件需要处理，或按上级领导要求完成临时性工作任务：（2）当日加班时间在4小时及以上。 厂长级以上管理人员加班工资已包含在岗位工资中。 If the manager

45、 extends working time at working days, he/she will not get overtime pay; and in case overtime on Saturday/Sunday, the pay must be based on following conditions: on duty in crushing season, or deal with emergency or undertake temporarily-assigned tasks; overtime shall last 4 hours or longer at that d

46、ay. Managerial staffs (factory manager or above) overtime pay has been included in position salary. 六级以上 Level 6 or above34五级 Level 531四级 Level 428三级 Level 326二级 Level 224一级 Level 122 6.8职务管理 Position Management 6.8.1职务序列 Position order 管理序列 Management 技术序列 Technical 操作（服务）序列 Operation (service)指公司班

47、长职务以上有人员管理责任的岗位；共划分为总经理、副总经理/总监、总经理助理/厂长、总经理助理/资深经理、部门经理/主任、(车间)主任、科长/工段长、班组长共8个职级；除总经理外，其余每个职等再划分为若干职档。Refer to the positions with responsibility of personnel management (shift leader or above): MD, DMD/Chief Officer, AMD/FM, AMD/Senior Manager, Dept. Manager/Chief, (Plant) Chief, Section Head/Unit

48、 Leader, Shift/Team Leader. Except MD, the other positions will be classified into different levels. 以专业技术、专业服务、市场开发销售、客户服务为主的岗位；专业技术划为工程师（高级技师）、主管工程师、资深工程师、专家、资深专家，从四级至十级，共7个职级，每一职级再划分为若干职档；专业服务、市场开发销售、客户服务划为四至九级科员，共6个职级，每一职级再划分为若干职档。Refer to the positions with professional technology, professional

49、 service, market development and sales, customer service. Regarding technology, it is classified into engineer (senior technician), chief engineer, senior engineer, expert, senior expert (totally 7 levels from level 4 to 10, every level is classified into different ranks). As for other positions men

50、tioned above, they are classified from level 4 to 9, and every level is also classified into different ranks. 生产线操作、农务管理的工作员、质量控制工作员、行政后勤服务岗位，共划为初级工、中级工、高级工、技师，从一至四级，共4个职级，每一职级再划分为若干职档。Production line operators, agricultural employees, QC employees and administrative service positions are divided in

51、to junior, medium-level, senior and technician (every level is classified into different ranks). 6.8.2职务调整 Position Adjustment 1、公司员工职务晋升的通道一般按职务序列表执行，技术类和操作（服务）类的员工可以晋升到管理序列的岗位。员工职务提升坚持逐级提拔的原则，特别优秀的员工可破格提升，但一般不应超过两个级差；员工不属犯严重错误降级的，降级一般不应超过两个级差。 Normally employees promotion will follow the position

52、order, and the employees belonging to technical and operation (service) parts can be promoted to management part. Insist upon the promotion principle of level-by-level, but the promotion of particularly excellent employee can break the rule and cross no more than two levels; if employees are not red

53、uced to lower ranks due to serious mistake, the demotion should not be over two levels. 职务调整(续) Position Adjustment (continuation)2、员工职务晋升必须与员工绩效考核相结合。员工获得职务晋升的必要条件是： 在本公司原工作岗位至少工作一年以上 近两个(半)年度的考核等级均在A等以上 The promotion has to be related with performance evaluation. Necessary conditions for promotion

54、 are: Stay at the original position in the company for at least one year Evaluation of recent 2 years (half a year) are scored A or above6.8.3跨级调整 Cross-level adjustment 层次 Level 1-6级Level 1 - 6 7-9级 Level 7 9 10级以上 Above level 10调整办法 Adjusting method一次到位 In one step先上调一级，经过一年考核合格后才调整到应有薪级 Promote b

55、y one level first and then adjust the salary level if qualified through one-year evaluation先上调一级，经过两年考核合格后才调整到应有薪级Promote by one level first and then adjust the salary level if qualified through two-year evaluation 7、培训体系设 Training system7.1员工培训管理手册 Manual of Staffs Training Management 7.2培训工作表单 Tra

56、ining Forms 7.3培训师资管理办法 Regulation of Training Teachers Management8、全面激励系统设计 Motivation system8.1全面激励制度Comprehensive Motivation System集团 Group集体 Collective最佳效益奖 Best benefit产品质量奖 Product quality合理化建议奖 Rationalization proposal个人 Personal十佳员工 Best 10 employees 工厂Factory集体 Collective先进部门 Advanced depar

57、tment合理化建议奖 Rationalization proposal个人 Personal优秀员工 Excellent employees8.2激励办法 Motivation System1、发放奖金 Bonus allocation 2、薪级晋升 Salary increase 3、培训发展 Training 4、旅游考察 Travel for visit 9、制度整合 Rationalization & formulation of regulations9.1劳动人事管理制度 Regulation of Labor & Personnel Management 9.2劳动人事制度主要

58、内容 Contents of Labor & Personnel Management Regulations 第1章 总则 General Principle第2章 公司人力资源政策 HR Policies第3章 岗位管理 Position Management 第4章 员工聘用 Labor Employment 第5章 员工培训 Employee Training 第6章 员工绩效管理 Performance Management 第7章 员工工资福利 Pay & Benefits System 第8章 员工考勤管理 Work Attendance Management第9章 工作时间与休

59、假 Working Hours & Holiday 第10章 员工请假 Leaves 第11章 员工奖惩 Awards & Punishment 第12章 劳动合同管理 Labor Contract Management 第13章 员工离职管理 Leave of Office Management 第14章 员工退休 Retirement 9.2.1公司人力资源政策 HR Policies1、全员实行劳动合同制；Labor contract system 2、 “以人为本”的用人理念； 实行“人性化管理”；员工是公司最有价值的资产； Human dignity: employees are t

60、he most valuable assets of the company3、在合适的岗位上使用合适的人才。 员工胜任力： Right person for right position: 成功导向 Success-guided；系统性思维 Systematic thinking；全局观念 Overall point of view； 服务导向 Service-guided；积极主动 Active； 奉献精神 Contribution 9.2.2 代刷卡处罚 Punishment on work attendance check for others 第一次 1st time 第二次 2nd