某咨询国际的中英文双语作品：国际职位评估系统

国际职位评估系统

InternationalPositionEvaluation贝恩管理咨询公司bain不清晰的职位等级

UnclearRankingofPositionsLL-1L-2L-2L-3L-3L-1L-2L-2L-1L-2L-2L-1L-2L-2清晰的职位等级

ClearRankingofPositionsL-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Supervision

监督管理Areaofresponsibility职责范围Interaction沟通技巧Qualification任职资格Problemsolving解决问题Environment环境职位评估系统因素

PositionEvaluationFactors职位评估系统分数

TheIPEPoints12345675105101010154681051901809030130

SIZEOFRESPONSIBILITY职责规模SCOPEOFRESPONSIBILITY职责范围对企业的影响Impactonorganization监督管理Supervision责任范围Areaofresponsibility

沟通技考Interaction

任职资格

Qualification

解决问题难度Problemsolving环境条件EnvironmentalconditionsJOBCOMPLEXITY

工作复杂程度人数Number类别Kind影响Impact规模Size营业知识面

Businessunderstanding广度Diversity独立性Independence内外用处Organizationframe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职位评估系统七个因素的比重

TheWeightingofIPEFactors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TotalPoints:65-1193因素一：对企业的影响

ImpactonOrganization

heavilyweightedinthePositionEvaluation

在职位评估中占很大比重themorepositionsthereareonthesameorganizationlevel,thelessimpactthepositionshave

在机构的同一层次,职位越多,职位的影响则越小measuretheinfluencethepositionhasonorganization’sresultbothintheshort-andlong-term

量度一个职位对企业短期及长期的影响evaluatingtheimpactfromthetopoftheorganizationdownwards

由上而下进行评估机构规模

SizeofOrganization

Theimpactofapositionvarymuchdependsonthesizeoftheorganization职位对企业的影响随著机构的规模不同,而有明显的不同Whatdoweconsiderasanorganization?如何定义组织机构?alinefunction(e.g.sales,production)+twosupportfunctions(e.g.finance,humanresources)

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)Thesizeoforganizationtablesareinlocalcurrencyandareupdatedeachyear,takingintoaccountlocalinflationandexchangeratefluctuations(inrelationtoUS$)

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

Natureoftheorganization

SemiFinished半完成RawMaterials原料Finished完成Wholesale批发FinalCustomer顾客Value-addedChain增值链TableATableCTableBIdeas构思Concepts概念Solutions方案Systems系统Application应用Packages包装DeliverytoNetwork通过销售网络FinalUser最终用户对企企业业的的影影响响ImpactonOrganizationOrganizationSize机构规模HeadofOrganization

机构领导(A-levelpositionsA级职位)StaffFunction

功能组别(B-levelpositions

B级职位)Function/

功能组别BusinessUnit

业务组别(B-levelpositions

B级职位)JobArea

工作范围(C-levelpositionsC级职位)(D-levelpositionsandbelow

D级或以下职位)对企企业业的的影影响响ImpactonOrganization机构Organization职位Position121110967893456BLevelPositionsB级职位CLevelPositionsC级职位DLevelPositionsD级职位功能/业务组别Function/BusinessUnit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因素素二二：：监监督督管管理理SupervisionSupervision监督Supervision监督Communication沟通Communication沟通Supervision=Recruit/Train/Develop/Control/Guide/Advise…+Functionalreporting监督=招聘/培训/开发/控制/指导/辅导...+功能报告Communication=Inform/Exchangeideas/Cooperate/Workingroups...沟通=通知/交换意见/合作/团体工作...Headcount人数数:44Directsubordinates直接接下下属属:9Indirectsubordinates间接接下下属属:34Totalsubordinates总下下属属人人数数:43Headcountofsubordinates:43下属属人人数数:43下属属人人数数(直直接接和和间间接接的的)NumberofSubordinates(directandindirect)givesanindicationofthemanagementqualificationsrequired明确确管管理理者者所所具具备备的的资资格格considerthetotalnumberofemployeesforwhichthepostionisresponsible,bothdirectlyreportingandthosereportingthroughsubordinates包括括所所有有监监督督的的职职员员,直直接接报报告告的的和和通通过过下下属属间间接接报报告告的的人人也也计计算算在在内内whensubordinatesclearlyhavetworeportinglines,thenthenumberofsuchsubordinatesshouldbedividedbytwo当下下属属清清楚楚地地向向两两方方上上级级报报告告,将将这这类类下下属属的的人人数数除除二二correctdegreelevel下属属类类别别KindofSubordinatesS:Subordinateswithspecializedactivities:analyses,techniques..下属属担担任任专专门门的的的的活活动动:分分析析,技技术术H:Subordinateswithhomogeneousactivities:currentandbasic……下属属担担任任相相似似的的活活动动:现现今今的的,基基本本的的42S123SSSHHHHHHHHSSHH因素素三三：：责责任任范范围围AreaofResponsiblityThediversityandrangesofactivitiesrequiredfortheposition.职位位所所要要求求的的活活动动范范围围和和多多样样性性Thedegreeofindependencerequiredtomakedecisionsandinfluenceownandsubordinates’’work.对职职位位自自身身和和下下属属工工作作作作出出决决定定和和影影响响的的独独立立程程度度Thedegreeofknowledgerequiredregardingthecompany/themarket.公司、市场所所要求的知识识程度。广度Diversity!Contact=Activity=Responsibility//接触活动责任Diverseactivitieswithinafunction/unit在同一功能组组别内,担任任不同的工作作Severalsimilaractivitieswithinafunction/unit在同一功能组组别内,担任任几个相似的的工作Sameactivitieswithinafunction/unit在同一功能组组别内,担任任重复性的工工作Similaractivitieswithinafunction/unit在同一功能组组别内,担任任相似的工作作Diverseactivitieswithindifferentfunctions/units在不同功能组组别内,担任任不同的工作作Leadsanorganization领导机构Leadsafunction/unit领导一个功能能组别Leadsseveralfunction/unit领导几个功能能组别87654231

Organization机构

功能组别

Function

责任范围AreaofResponsibility

Position职位

Position职位

Position职位

Position职位

功能组别

Function

业务组别

BusinessUnit级别Degree独立性IndependencePositionholderplanshowtoattainthegoalsetandisresponsibleforindependentimplementationofresults主管制定目标标后,任职人人独立实施和和负责实施的的结果Superiordecideswhat-andwhentodo,andchecksatcertainstages主管制定作什什么和何时作作并在主要环环节进行监督督What-,why-,when-,where-andhowtodothejobareclearlydefinedandsupervised工作过程分明明-作什么,为何作,何何时作,那那里作,如何何作都很清楚楚说明并受监监督Superiordecideswhat-,when-andhowtodo,andcontrolfromtimetotime主管制定作什什么,何时作作和如何作并并在每一环节节进行监督Positionholderdecideswhat-,why-,when-,where-andhowtodowithinthefunction在功能组别内内,任职人人制定作什么么,为何作,何时作,那里作和如如何作Positionholderdecideswhat-,why-,when-,where-andhowtodofortheorganization任职人为机构构制定作什么么,为何作,何时作,那里作和如如何作PositionholdersetsoveralltargetsandpoliciesforthecorporationinconsultationwiththeCorporateBoard谘询集团董事事会后,任任职人为集团团制定全面的的目标和政策策7654231级别Degree独立性IndependenceCorporateBoardofDirectorscontrol集团董事会控控制X7645321outsidetheorganization

公司外CorporateCEOcontrol

集团总裁控制Strategicachievementcontrol战略目标成就控制XXXXXXXXXXXXXXXXXXwithintheorganization

公司内Controlafterdelivery

以效果控制Controlthroughcheckpoints

检查控制Stepbystepcontrol

一步一步控制Permanentcontrol时时刻刻受控制级别Degree营业知识面BusinessUnderstandingMarket市场Organization机构1234345/correctdegreelevelBusinessunderstanding=Professionalunderstanding营业知识面专业知识面!因素四：沟通通技巧Interaction沟通CommunicationAbility技巧Frame范围Frequency频率谈判Negotiation决策Decision312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InteractionAbility沟通技巧1Normal Basiccourtesy&exchangeofinformation普通 一般性性礼节和交换换信息的交流流2ImportantMoredemandingnature吃力的交流重要Cooperation&influencingpeople要求与人合作作,对人施加加影响Negotiations,interviews,salesandpurchasingdecisions谈判,面试,销售,说服服等3Maximum Negotiationsanddecisionsofhigh极大importancefortheWHOLEorganization对整个公司有有重大影响的的谈判和决策策WhichdegreeofContactFrequency?沟通频率Daily天天Afewtimesaweek时常Afewtimesamonth偶尔因素五：：任职资格QualificationEducation学历theminimumeducationnormallyrequiredbytheorganization机构要求的最最低学历“Mandatory”normallyisdefinedasatleast9-10yearsofeducation接受最少九至至十年的义务务教育Experience经验relevantpracticalexperience相关的实际经经验shouldnotbeevaluatedintermsofnumberofyears,butintermsoftheextentofknowledgeandskillsacquiredfortheposition不按工作年数数评估,而而依据按职位位所需的知识识和技巧程度度Shouldnotconsiderpositionholder’sowneducationandexperiencesincethatisnotalwaysthatsameaswhatisrequiredforjob.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!因素六：：解决问问题ProblemSolvingAnalyticalandcreativeabilitiesrequiredforproblemsolvinganddevelopments解决问题题所需需的分析析力和和创造性性Complexityofoperationalandadministrativeproblems处理问题题的复复杂性解决问题的创创造性InnovativeProblemSolving1Noimprovementnecessary不需要改良32Update-tools,techniques,methodsrelatedtoaposition在工作范围内内,更新工具具,技巧和方方法Improve-tools,techniques,methodsrelatedtoafunction在功能组别内内,改良工具,技技巧和方法76Uniquedevelopment-newinthemarket市场上的新发发明Invention-morescientific,technical科学和技术上上的新发明45Create-newtechniques,methodswithinternalsupport源至内部的帮帮助,创造新的技巧巧和方法Create-newtechniques,methodswithexternalsupport源至外来的帮帮助,创造新新的技巧和方方法级别Degree解决问题的复复杂性Operational/AdministrativeProblemSolving7645321Routine-followinstructions按常规工作-跟随指指示Choice-twooptions二选一Alternativeoptions-requiringanalysis有选择的-需要分析析Forecast-investigationofimpactonoutcomesuchasrevenue,cost,reactionsetc.预测-研研究对结果的的影响,例如如,收入,成成本及反馈Forecastwithuncertainfuturevariables-investigationofcomplicatedvariablesandimpactonoutcomesuchasaccuracy,predictionsonrevenue,cost,position,reactionsetc.预测未来不确确定的因素-研究复复杂因素和对对结果的影响响,例如,准准确性,预预测收入,成成本,职位及反馈Acrossentireorganization横跨整个机构构Acrossseveralorganizations横跨几个机构构Theoperational/administrativeproblemgrowwiththescopeandsizeofthepositionwhereasthisisnotthecasewithinnovativeproblems.复杂性问题随随著职位的范范围和规模增增加,但创造造性问题却不不一样!因素七：：环境条件EnvironmentalConditionsEnvironment环境normal正常-no/limitedadaptation不需/有限的的适应difficult非正常-governedbytechnicaltoolsand/ormentalprocessand/orrequiresphysicaleffort技术设备因素素及/或精神神程序及/或或需要体力劳劳动Risknormal正常-onlyunpredictedeventsmayinterruptthenormalcourseofaction基于一些不能能预测的事件件妨碍正常运运作difficult非正常-constantlyfacespoliticaluncertaintyorindustrialrisk经常面对政局局不稳或工业业风险分数转换表IPE系统的应用ApplicationsofIPESystemAclearrankingofpositions明确分出职位位的级别Areliablebaseforanequitablesalarystructure作为一个公平平的工资结构构的可靠依据据Aglobaloverviewofrelationsbetweenpositions宏观的了解职职位的相互关关系Astartingpointforposition/personprofiles职位、任职者者形象描述的的出发点Adatabaseforcareerplanningandsuccession职业发展和继继承的数据库库Anobjectivereferencetosolvetitlingissues解决职称问题题的客观参考考Ameansofmarketcomparison市场比较的手手段清晰的职位等等级ClearRankingofPositionsL-1LL-1L-2L-2L-3L-3L-1L-2L-2L-1L-2L-2L-2L-2IPE系统的应用ApplicationsofIPESystemAclearrankingofpositions明确分出职位位的级别Areliablebaseforanequitablesalarystructure作为一个公平平的工资结构构可靠依据Aglobaloverviewofrelationsbetweenpositions宏观的了解职职位的相互关关系Astartingpointforposition/personprofiles职位、任任职者形形象描述述的出发发点Adatabaseforcareerplanningandsuccession职业发展展和继承承的数据据库Anobjectivereferencetosolvetitlingissues解决职称称问题的的客观参参考Ameansofmarketcomparison市场比较较的手段段SalaryStructure-CompanyZZ公司工资资结构ThereisnoSalaryStructure工资无结结构Salariesaredecidedcasebycase工资随机机性Obviousinternalinequity内部无公公平IPE系统的应应用ApplicationsofIPESystemClearrankingofpositions明确分出出职位的的级别Areliablebaseforanequitablesalarystructure作为一个个公平的的工资结结构的可可靠依据据Aglobaloverviewofrelationsbetweenpositions宏观的了了解职位位的相互互关系Astartingpointforposition/personprofiles职位、任任职者形形象描述述的出发发点Adatabaseforcareerplanningandsuccession职业发展展和继承承的数据据库Anobjectivereferencetosolvetitlingissues解决职称称问题的的客观参参考Ameansofmarketcomparison市场比较较的手段段PositionEvaluation职位评估估IPE系统的应应用ApplicationsofIPESystemAclearrankingofpositions明确分出出职位的的级别Areliablebaseforanequitablesalarystructure作为一个个公平的的工资结结构的可可靠依据据Aglobaloverviewofrelationsbetweenpositions宏观的了了解职位位的相互互关系Astartingpointforposition/personprofiles职位、任职职者形象描描述的出发发点Adatabaseforcareerplanningandsuccession职业发展和和继承的数数据库Anobjectivereferencetosolvetitlingissues解决职称问问题的客观观参考Ameansofmarketcomparison市场比较的的手段ThePositionandTheIncumbent职位和任职职者比较CRG等级IPE系统的应用用ApplicationsofIPESystemAclearrankingofpositions明确分出职职位的级别别Areliablebaseforanequitablesalarystructure作为一个公公平的工资资结构的可可靠依据Aglobaloverviewofrelationsbetweenpositions宏观的了解解职位的相相互关系Astartingpointforposition/personprofiles职位、任职职者形象描描述的出发发点Adatabaseforcareerplanningandsuccession职业发展和和继承的数数据库Anobjectivereferencetosolvetitlingissues解决职称问问题的客观观参考Ameansofmarketcomparison市场比较的的手段PromotionandConsequences提升和结果果VIVIIIIII290220170130100公司等级InternalGrading标准工资ReferenceSalary应得的报酬

Recognition挑战Challenge风险Risk乌托邦Utopia提升的标准准依照公司司等级而定定Promotionstepsfollowtheinternalgrading标准工资随随公司等级级变化而变变化ReferenceSalaries(PayforPosition)areinlinewithinternalgrading提升是由技技能决定，，而非仅由由绩效而定定Promotionisbuiltoncompetencies,notonperformanceonlyIPE系统的应用用ApplicationsofIPESystemAclearrankingofpositions明确分出职职位的级别别Areliablebaseforanequitablesalarystructure作为一个公公平的工资资结构的可可靠依据Aglobaloverviewofrelationsbetweenpositions宏观的了解解职位的相相互关系Astartingpointforposition/personprofiles职位、任职职者形象描描述的出发发点Adatabaseforcareerplanningandsuccession职业发展和和继承的数数据库Anobjectivereferencetosolvetitlingissues解决职称问问题的客观观参考Ameansofmarketcomparison市场比较的的手段PositionEvaluation职位评估IPE系统的应用用ApplicationsofIPESystemAclearrankingofpositions明确分出职职位的级别别Areliablebaseforanequitablesalarystructure作为一个公公平的工资资结构的可可靠依据Aglobaloverviewofrelationsbetweenpositions宏观的了解解职位的相相互关系Astartingpointforposition/personprofiles职位、任职职者形象描描述的出发发点Adatabaseforcareerplanningandsuccession职业发展和和继承的数数据库Anobjectivereferencetosolvetitlingissues解决职称问问题的客观观参考Ameansofmarketcomparison市场比较的的手段YourPositionvs.Market评估原则EvaluationRules1.EvaluateTopDown职位评估由由上至下2.Noonemayevaluateownposition不不可可评评估估个个人人职职位位3.Checkinternalequity检检验验内内部部平平衡衡Rankallpositionsevaluatedaccordingtosize按照照被被评评估估职职位位的的级级别别排排列列Compareacrossalldivisionsordepartments跨部部门门对对比比职职位位Calibratetoensureequityacrosstheboard校正正异异常常职职位位以以确确保保内内部部平平衡衡评估估步步骤骤EvaluationProcess1.Selectbenchmarkpositions选择择标标准准职职位位2.Gatherdataonbenchmarkpositions标准准职职位位信信息息收收集集3.Selectpositionanalysts挑选选职职位位分分析析员员4.Formevaluationcommittee建立立评评估估委委员员会会5.Communicatetheprocesstothoseinvolved与评评估估参参与与者者进进行行沟沟通通6.Trainevaluationcommittee培训训评评估估委委员员会会7.Evaluatepositions职位位评评估估8.Puttheevaluationresultstouse应用用评评估估结结果果9、静夜四无无邻，荒居居旧业贫。。。12月-2212月-22Tuesday,December13,202210、雨中中黄叶叶树，，灯下下白头头人。。。23:59:3123:59:3123:5912/13/202211:59:31PM11、以我独独沈久，，愧君相相见频。。。12月-2223:59:3123:59Dec-2213-Dec-2212、故人人江海海别，，几度度隔山山川。。。23:59:3123:59:3123:59Tuesday,December13,202213、乍见翻疑梦梦，相悲各问问年。。12月-2212月-2223:59:3123:59:31December13,202214、他乡乡生白白发，，旧国国见青青山。。。13十十二二月202211:59:31下下午午23:59:3112月月-2215、比不了得就就不比，得不不到的就不要要。。。十二月2211:59下下午12月-2223:59December13,202216、行动出成果果，工作出财财富。。2022/12/1323:59:3123:59:3113December202217、做前，能够够环视四周；；做时，你只只能或者最好好沿着以脚为为起点的射线线向前。。11:59:31下午午11:59下下午23:59:3112月-229、没没有有失失败败，，只只有有暂暂时时停停止止成成功功！！。。12月月-2212月月-22Tuesday,December13,202210、很多多事情情努力力了未未必有有结果果，但但是