英文版 详解美世Mercer职位评估

InternationalPositionEvaluationSystemSession1:WhyPositionEvaluation?TheCorporateResourcesHumanResourcesTechnicalResourcesFinancialResourcesPerformanceAddedValueBusinessStrategyThe3-PManagementModelRoleClarificationObjectiveSettingPerformanceReviewPositionEvaluationCompensationPersonDevelopmentPositionEvaluationPerformanceEvaluationPersonEvaluationJobEvaluationMethodsQualitativeRankingFactorPointsFactorComparisonJobComparedwithStandardsJobComparedwithEachOtherQuantitativeJobClarificationJobtreatedasawholeJobcomparedwithfactorsMercerIPEIPESystemis…AglobalpointfactorevaluationsystemdesignedtoobjectivelydeterminetherelativerankingofpositionsIPEisdesignedtoAccuratelydeterminepositionrankingwithinvirtuallyanytypeoforganizationMakeitpossibletocomparepositionsinlargecompanieswithpositionsinsmallcompaniesEnablecomparisonamongdifferentfunctions,suchasmanufacturing,sales,financeandhumanresourceTheIPEsystemisananalyticpointsystemcoveringfourfactorswith10dimensionsResultinginapositionclassexpressingtherelativevalueofapositionfortheorganizationTheMethodologyisadvancedbuteasytoapplyandunderstandSession2:PurposeofMercerIPE8PurposesofMercerIPEPositionrankingInternalgradesandpromotionstepsPositioninter-relationObjectivereferencefortitlingCareerpathSalarystructurePositionvs.personOrganizationanalysis1,ToRankPositionsClearly2,Abasisforemployeegradesandpromotion3,AGlobalOverviewofInter-RelationsBetweenPositions4,Anobjectivereferencefortitling5,ABasisforcareerplanningandsuccessionPromotionstepsfollowtheinternalgradingReferencesalaries(PayforPosition)areinlinewithinternalgradingPromotionisbuiltoncompetencies,notonperformanceonly6,DevelopingSalaryGrade7,ThePositionandThePerson8,RelativeOrganizationChartForAnalysisDoesthisorganizationchartlooksreasonable?Session3:PositionEvaluationProcessAvoid2CommonMistakesAllpositionsaresameimportantbecausenopositioncanbeomitted.Thebiggerlosscanbecaused,themoreimportant.EvaluationProcess234561GatherdataonbenchmarkpositionsFormevaluationCommitteesCommunicateandconducttrainingEvaluatePositionsConfirmtheresultsandputthemintouseSelectBenchmarkPositions1,SelectionofBenchmarkPositionsBenchmarksshouldberepresentativeJob-holdershouldberepresentativeThehigherup,themoreuniqueBenchmarks>15%But<30%ofTotalPositions.LL-1L-2L-3L-4L-5Executivecommittee100%55Seniormanagers80%2016Managers/experts60%7042Supervisors/specialists40%9036Staff20%15030Blue-collars10%60060Total20~25%935189PercentileofbenchmarkpositionsPositionsOrganizationbenchmarks2,PositionDataGatheringGatherdataReviewupdatedorganizationchartReviewexistingpositiondescriptionsInterviewkeypersonnel(directsupr.ismust)ConfirmpositionsUseexistingpositiondescriptions,orUsepositionanalysisquestionnaire,orModifypositiondescriptions,orWritenewpositiondescriptions3,TheEvaluationCommitteePermanentMembersHRRepresentative(s),Consultant(s),SeniorModeratorRotatingMembersRespectiveLineManagersCrossfunctionalexperienceCredibilityNoonemayevaluatehis/herownposition4,CommunicationNotaimedatcuttingmanpower/salariesLookingatposition;notposition-holderUsingwelltestedevaluationmethodologyFairlyandconsistentlyevaluatesjobsCancomparealltypesofjobsOneortwocommitteesorganizedforjobs’evaluationsTrainingNotraining,noparticipation(topmanagementanddirectsupr.)Learningbypractice5,EvaluationAllevaluationsaretentativeuntilvalidationEvaluatingpositionnotposition-holderConsideringcompetent,acceptableperformanceCommitteemembersrepresentmanagementEvaluationcanbeconductedbygroupdiscussionand/orquestionnaireEvaluationsaregroup’sdecisionGroupmustdefendittogetherNodissentingopinionEvaluationscorrectwhenevaluatedWhenchangesandreorganizationstakeplace,evaluationsredoneSession4:MercerIPE3.1IPESystemOverview:4+1FactorsImpactCommunicationInnovationKnowledgeEnvironmentKnowledgeRisk(Optional)CommunicationInnovationImpactIPESystemOverview:10+2DimensionsImpactCommunicationInnovationKnowledgeEnvironmentContributionFrameComplexityRiskTeamBreathKnowledgeRisk(Optional)CommunicationInnovationImpactOrganizationIPESystemOverview:63+7DegreesImpactCommunicationInnovationKnowledgeEnvironmentContributionFrameComplexityRiskTeamBreathKnowledgeRisk(Optional)CommunicationInnovationImpactOrganizationIPESystemOverview:210+35PointsCommunicationFrameInnovationComplexityEnvironmentRiskKnowledgeTeamBreathImpactContributionOrganization5705115101010130260350PositionClassConversionTableTotalPointsRangePositionClass

TotalPointsRangePositionClass

TotalPointsRangePositionClass26-5040

426-45056

826-8507251-7541

451-47557

851-8757376-10042

476-50058

876-90074101-12543

501-52559

901-92575126-15044

526-55060

926-95076151-17545

551-57561

951-97577176-20046

576-60062

976-100078201-22547

601-62563

1001-102579226-25048

626-65064

1026-105080251-27549

651-67565

1051-107581276-30050

676-70066

1076-110082301-32551

701-72567

1101-112583326-35052

726-75068

1126-115084351-37553

751-77569

1151-117585376-40054

776-80070

1176-120086401-42555

801-82571

1201-122587BeforeYouStartDefineOrganizationReviewOrganizationChartReviewPosition’sRoleFactor1.ImpactImpactContributionImpactOrganizationThisfactorisafunctionoftheorganizationsize,thenatureofimpactassignedtothepositionandmodifiedbyhitsrelativecontributiontotheorganizationoverallresult.ThisfactorisheavilyweightedintheIPEsystemProcess:Identifytheorganizationanddetermineitssize.Identifytheposition’snatureofimpact.ModifyimpactbythelevelofcontributionConsidercombinedresultwithinthecontextoforganizationsizeReviewtheStructureandDefineOrganizationsSubdividetothesmallestpossibleOrganization,including:Independentprofit/costcenterOneprimaryfunctionplustwosupportfunctions(Finance,HR)Notcloselyconnected“Organization〞ofIPEOnelinefunctionatleastProductionMarketingandsalesResearch/productdevelopmentAndtwosupportingfunctionsFinancepersonnelImpactContributionImpactOrganizationReviewOrganizationsComplexityandHowItCreatesAdded-ValueTangibleProducts–ManufacturedProductsProductDevelopmentProductionSalesandServicesBasicR&DAppliedR&DEngineerProcureLogisticProduceApplyAssembleMarketSalesDistributeServiceOrg.ComplexityDescriptionMultiplierBasicR&DPrimaryresearch.Typicallyincludesbasicresearchanddevelopmentactivitieswheretheeventualproductand/ormarketpotentialisunknown.Generallycharacterizedbyarelativelymodestrateofsuccess(e.g.20%ofresearcheventuallyresultsinnewproducts)4.0Appliedresearch&developmentProductdevelopment.IncludestargetedR&Dactivitiestodevelopaspecificnewproductorenhancementofanexistingproductwheretheeventualmarketpotentialismoredefined.Typicallyincludesdevelopmentofpreliminaryproductspecificationsandpre-productionprototypes.go-to-marketdecisionsaregenerallymadeatthisstageofdevelopment.2.0engineeringProductiondesign.Finalengineeringofproduction-readyspecificationsandmanufacturingprocesses.1.5procurement/inboundlogisticSupply.Specificfunctionresponsibleforobtainingmanufacturinginputs,includingrawmaterialsandintermediatemanufacturedproducts.Generallyresponsibleforallcontractnegotiation.Vendormanagementandspotmarkettransactions.Supplymanagement.managementofinboundmaterials,includingdeliveryscheduling,transportation,warehousingandinventorymanagement2.0productionbasicmanufacturing.Productionofintermediateorfinalgoodsfromrawmaterials.Mayincludeintermediatemanufacturedproductsaspartoftheproductionprocess.Characterizedbytheconversionofmaterialstoanewproductwithdifferentcharacteristics(e.g.moldingofplasticintoautoparts).2.0application/assemblyassemblyofpreviouslymanufacturedgoodsformarket.Includesfinalassemblyandpackagingoftwoormoremanufacturedproducts(e.g.assemblyofautopartsintoacompleteautomobile).Mayincludelimitedintermediatefinishingofinputs.2.5marketingIndependentofsales.Functionresponsibleforinternalmarketanalysisandplanningandexternalcommunications,suchaspublicrelations,advertisingandmarketingcollateral.1.0salesExcludingmarketing.Includesmanagementofdirectandindirectsalesforces.Doesnotincludeoversightofthird-partydistributions.1.5distributionoutboundlogistics.Includeswarehousingandoutboundtransportationofgoodstothird-partydistributorsand/orfinalcustomers.1.5serviceafter-saleservice.Includescustomercallcentersandrepair,serviceandsupportservicemaybeofferedonwarrantycontractorfee-for-servicebasis.2.0SelectLocalSizeofOrganizationTableToDetermineSizeDegreeExampleHowToDefineOrganizationDegreeExample:Sales&TechnicalServiceOrganizationSalesVolume:EURO28millionEmployeeNumbers:140Multiplier:(market)1.0+(sales)1.5+(distribute)1.5+(service)2.0=6EconomicSize=SalesVolumexMultiplier=28x6=168millionEuroLookupintheEconomicSizeTable,it’sdegreelevel3LookupintheNumberofEmployeesTable,it’sdegreelevel5Average=4ThenOrganizationDegreeis4OrganizationThisvalidationalignscapitalintensivevs.peopleintensiveorganizations.Whencalculatingsizeoforganization,byECONOMICsizedegreeandEMPLOYEEsizedegree,theeconomicsizeshouldcarrythehigherweight.Roundadecimalvaluetotheintegerclosesttotheeconomicsize.ProductDevelopmentProductionSalesandServicesBasicR&D4.0

AppliedR&D2.0

Engineer1.5

ProcureLogistic2.0

Produce2.0

ApplyAssemble2.5Market1.0Sales1.5Distribute1.5Service2.0ImpactDetermineNatureofImpactNatureofImpact

AreaofImpact

How?Delivery

JobArea

DeliveraccordingtospecificstandardsandguidelinesOperational

JobArea(s)

WorkwithinoperationaltargetorservicestandardsTactical

BusinessUnit/Function

Specifynewproducts,processes,standardsbasedonorganizationstrategyorsetsoperationalplansStrategic

Organization

Establishandimplementbusinessstrategieswithalonger-termfocusbasedontheorganization'svisionVisionary

Corporation

Leadanorganizationtodevelopandachieveitsmission,visionandvaluesDLEngineerMgr.GMGrouplevel=+ReviewAreasofResponsibilityImpactWhocanchangeoftheorganizationsoverallphilosophy.(vision/mission/values)VisionaryWhocanchangeoflong-termstrategyandcompanygoals.(strategicdevelopment)StrategicWhocanchangeoftacticalplanfornewdevelopmentsbasedoncorporatedecisionsandplans.(milestones)TacticalWhoissettingobjectivesandsecuringoperationalresults.(checkpoints)OperationalWhodeliverownresultsaccordingtospecifictargetsandservicestandardswithinownareofactivity.DeliveryContributionModifyImpactbyContributionLevelNatureofImpactandLevelofContributionNormally(onlyreference):12-Jr.DL;13-DL;14-Sr.DL22-Jr.Egr.;23-Egr.;24-Sr.Egr.orSupervisor33-Dept.Head44-PlantGM54or53–HeadofGroupThedifferencesof13and14istoseewhethertheyhaveresponsibilitiestocoachothers.

LevelofContribution

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NatureofImpactLimitedSomeDirectSignificantMajor1Delivery

2Operational

3Tactical

4Strategic

5Visionary

Leadanorganizationwithinacorporationoracorporatebusinessunitwithresponsibilityofrprovidingstrongdirectionregardingtheorganization’svision;approvalofvisionwillultimatelyexistatthecorporatelevel.Factor2:CommunicationFrameCommunicationThisfactorisafunctionofthenatureandframeofcommunication.Itcapturesthecommunicationskills,whicharefrequentlyrequiredintheposition,withinaswellasoutsideoftheorganization.Process:DeterminethenatureofthenecessarycommunicationskillsWhetherthepartieshavesharedordivergentinterestWhetherthiscommunicationisundertakenwithpartiesinternalorexternaltothecorporation,andthenHowtheseskillsarenormallyrequiredbythepositione.g.occasionally,frequentlyorcontinuously.Selectthemostdifficult/challengesituationDetermineNatureofCommunicationCOMMUNICATION

Nature

DesiredOutcomeConvey

Communicatebystatement,suggestion,gesture,orappearance

UnderstandingofinformationAdapt&Exchange

Reachagreementthroughflexibilityandcompromise

Comprehensionoffacts/practices/policiesInfluence

Effectchangewithoutdirectexerciseofcommand

Acceptanceofconcept/practice/approachNegotiate

Cometoagreementbymanagingcommunicationsandcompromise

Acceptanceofcompleteproposalbycompromise/discussionNegotiateLongterm

Managecommunicationsofgreatimportancewithinanintegratedframeworkand/orwithlong-termimplications.

AcceptanceofstrategicagreementNormallyincludessales/buyerandmanagerlevelCovermostofsituationsAuthoritytodeterminewhethertogiveupornot=+Hints-AssumeeachcommunicationsituationbasedonJDeachresponsibility,thendecidetheratings.Communicationsituationmustbemaintainedwithinthesamepositionlevel,wecan’tsaythelineleaderisintheinfluencelevelbecausehe/sheneedstoconvinceoperators.Lineleaderisthedirectsupr.ofoperators.WhatCommunicationFrame?SHAREDCommongoalsAlignedinterestsMutualdesireWillinglycompromiseExchangeview,factsAccept,adaptWin-WinDIVERGENTConflictingobjectivesContradictinginterestsDifferingpointofviewReluctantlycompromiseDiscuss,debateNegotiate,bargainWin-LoseCommunicationandFrame

FRAME

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COMMUNICATIONInternalSharedExternalSharedInternalDivergentExternalDivergent1Convey

2Adapt&Exchange

3Influence

4Negotiate

5NegotiateLongTerm

ConvinceexternalpartiestoacceptcompleteproposalandprogramswherethereislittleinterestincooperatingorparticipatingHints-COMMUNICATION&FRAMEshouldbekeptinthesamescenaroFactor3:InnovationComplexityInnovationThisfactorisafunctionoftheexpectedlevelofinnovationfromthepositionandthecomplexityoftheinnovationactivity.Thisfactorrelatestotherequiredimprovementstoproducts,proceduresorservicesaswellastothedevelopmentofnewideas,methods,techniques,servicesandproducts.Process:IdentifythelevelofinnovationrequiredofthepositionModifytheinnovationbythelevelofcomplexityoftheinnovationWhichDegreeofInnovationINNOVATION

FollownochangeCheckminorchangesModifyenhanceexisting,day-todaymodificationsImproveimproveexisting,significantlyCreate/Conceptualizeevolutionary,trulynewmethods/techniques,completesystems/conceptsScientific/TechnicalBreakthroughrevolutionary,majornew,unprecedentedadvancesExample:someexistedproceduresimprovementExample:removeoriginalprocedureandcreateacompletelynewoneSixLevelsofInnovationNewExistingDefinedDetermineComplexityCOMPLEXITYDefinedDifficultComplexMultiDimensionEitheroperational,financialorhumanEitheroperational,financialorhumanAnytwoofthreedimensionsi.e.Operational,FinancialandHumanAllthreedimensions-Operational,FinancialandHuman-easilyunderstood-Noteasilyunderstood

InvolveddirectlyinallthreedimensionsInnovationandComplexity

COMPLEXITY

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INNOVATIONDefinedDifficultComplexMulti-Dimensional1Follow

2Check

3Modify

4Improve

5Create/Conceptualize

6Scientific/TechnicalBreakthrough

Extensivelyanalyzecomplexmulti-dimensionalissuesandsignificantlyimprove,changeoradaptexistingmethodsandtechniques.Hints-NormallyengineerbelongstoCheckorModify“Defined〞–don’tneedanalysissecondtime“Difficult〞–needanalysistwiceFactor4:KnowledgeTeamKnowledgeBreathThisfactorrelatestothelevelofknowledgerequiredinthejobtoaccomplishobjectivesandcreatevalueandtheapplicationofknowledgeinteamsandingeographiesandculturesthepositionoperatesorserves.Knowledgemaybeacquiredthroughformaleducationand/orworkexperience.Process:Determinedepthofknowledgerequiredtoaccomplishobjectivesandcreatevalues.Identifythecontextofteamsinwhichthisknowledgeisapplied.Identifythegeographicandintellectualbreadthrequired.KnowledgeKnowledge不需要相关工作经验与岗位相关的根本知识，中专技校的技能，高中毕业在本领域有一定涉及面，2年左右工作经验或本科毕业，一般专业人员某一领域，专，同一领域5年以上经验，高级工程师既广且深，部门经理跨职能业务领域，广泛知识公司内有任何技术问题，以其为准。公司内部的专家组织内某领域专家，总工程师组织外，行业内，也是专家DeterminetheContextofTeamsTeam管理3个人，就是团队领导必须至少带两个团队BreadthGeographicalContextWheretheKnowledgeIsAppliedBreathWeareconsidering:whetherabroadknowledgeoftheculture,businessnorms,socialnetworksofothercountriesrequiredinordertoperformtherole?Knowledge

TEMAS

123

BREADTH

KNOWLEDGETeamMemberTeamLeaderTeamsManager

1Domestic1LimitedJobKnowledge

2Regional2BasicJobKnowledge

3Global3BroadJobKnowledge

4Expertise

5ProfessionalStandard

6OrganizationalGeneralist/FunctionalSpecialist

7BroadPracticalExperience/FunctionalPre-eminence

8BroadandDeepPracticalExperience

Manageandleadteamsthroughprofessionalstandardknowledgeofalljobareaswithinafunctionorpracticalexperienceinseveralfunctionalareasorbusinesses.Factor5.RiskEnvironmentRiskThisfactorrelatestoriskofmentalorphysicalinjury,whichcannotbeeliminatedinthepositionandcouldhappenoutsideone’sowncontrol.Thefactoryieldsnopointsforpositionswithnormalworkingconditionsandlowexposuretorisk.Process:Ignorethefactoriftheworkingenvironmentapplytointernationalsafetystandards.Determineriskifmentalorphysicalinjuryisarealopportunity.Modifyriskbythelevelofexposurefromtheenvironment.Risk

Environment

123

RiskLowExposureModerateExposureHighExposure0Normal

1Mental

2Injury

3Disability

Normalworkingconditions,physicaland/ormentalworkinanenvironmentwhereinternationalstandardsofsafetyapply.工厂里，都是01，所有职位都是正常“0〞PositionEvaluationSummary

DegreePoints

ImpactSize4207Leadanorganizationwithinacorporationoracorporatebusinessunitwithresponsibilityforprovidingstrongdirectionregardingtheorganization'svision;approvalofvisionwillultimatelyexistatthecorporatelev