岗位价值度评估表

岗位价值度评估表,,,,,,,,,,,,,,,,,,

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部门：,生管部,,姓名：,胡磊庆,,工号：20230346,,日期：2011年5月4,,,,,,,,,,

审核(直属主管):核准(科级主管或以上):客户(主要服务单位):,,,,,,,,,,,,,,,,,,

NO.,工作项目,工作內容,,项数,输出,,客户单位,部门价值度（30%）,,,客评得分（70%）,,,综合得分,岗位后续处理,,,

,,,,,,,,参与度,产出,得分,参与度,产出,得分,,,,,

1,员工服务,推动解决员工生活环境改善并建立监督机制,,3,"1.提高员工生活质量

2.推动提高基层管理水平为基层管理提供方向；

3.丰富员工业余生活",,制造总厂,主导方,效益大,8.0,重要协助,效益大,6.0,6.6,保留,不参与,无效益,取消

,,员工心态、谣言、怠工的预测检测及处理开展员工满意度调查,,,,,制造总厂,主导方,效益大,8.0,重要协助,效益大,6.0,6.6,优化整合,参与较少,效益一般,优化整合

,,组建积极有效健康向上的员工协会及活动,,,,,制造总厂,主导方,效益大,8.0,重要协助,效益大,6.0,6.6,优化整合,一般参与,效益大,保留

,,,,,,,,主导方,效益大,8.0,,,0.0,2.4,,重要协助,效益极大,

,,,,,,,,主导方,效益大,8.0,,,0.0,2.4,,主导方,,

2,应急机制建立,建立员工事件应急机制（就医、纠纷、冲突）,,4,1、及时有效处理员工各种劳动关系,,制造总厂,主导方,效益大,8.0,,,0.0,2.4,,,,

,,完善员工建议建立员工申诉机制,,,2、为员工提供个人发表意见或建议的平台,,制造总厂,主导方,效益大,8.0,,,0.0,2.4,,,,

,,建立公司高层与员工沟通机制,,,3、使公司上下沟通顺畅,,制造总厂,主导方,效益大,8.0,,,0.0,2.4,,,,

,,组建员工关系管理小组,,,4、更加有效的为员工服务,,制造总厂,主导方,效益大,8.0,,,0.0,2.4,,,,

,,,,,,,,,,0.0,,,0.0,0.0,,,,

3,异常工时查核管理,建立异常工时查核制度,,3,1、减少异常工时,,制造总厂,主导方,效益极大,12.0,,,0.0,3.6,,,,

,,,,,2、明确查核制度,,制造总厂,主导方,效益极大,12.0,,,0.0,3.6,,,,

,,建立异常工时专项查核流程,,,3、上报查核情况,,制造总厂,主导方,效益极大,12.0,,,0.0,3.6,,,,

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,,建立阶段性异常工时查核情况报表,,,,,,,,0.0,,,0.0,0.0,,,,

4,,,,,,,,,,0.0,,,0.0,0.0,,,,

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5,,,,,,,,,,0.0,,,0.0,0.0,,,,

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"岗位价值度分析小结：

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填写须知:,,,,,,,,,,,,,,,,,,

1.工作内容为实际工作之描述,,,,,,,,,,,,,,,,,,

"2.工作输出为该工作所产生的效果,尽量量化(节省金额数、效率提升、品质提升、文件数量、报告数量等)",,,,,,,,,,,,,,,,,,

"3.价值度评分方式如下,平均价值度评分为各项得分与其比例乘积后之总和",,,,,,,,,,,,,,,,,,

"0分:不参与,无效益",,"1分:参与较少,效益一般",,,"2分:一般参与,效益大",,"3分:重要协助,效益极大",,4分:主导方,,,,,,,,,

"4.评核过程分自评、客户评估,结果以客户评估