贝恩--国际职位评估系统PPT资料.ppt

贝恩--国际职位评估系统PPT资料.ppt

《贝恩--国际职位评估系统PPT资料.ppt》由会员分享，可在线阅读，更多相关《贝恩--国际职位评估系统PPT资料.ppt（53页珍藏版）》请在冰点文库上搜索。

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,对企业的影响ImpactonOrganization,对企业的影响ImpactonOrganization,因素二：

监督管理Supervision,Headcount人数:

44Directsubordinates直接下属:

9Indirectsubordinates间接下属:

34Totalsubordinates总下属人数:

43,Headcountofsubordinates:

43下属人数:

43,下属人数（直接和间接的）NumberofSubordinates（directandindirect）,givesanindicationofthemanagementqualificationsrequired明确管理者所具备的资格considerthetotalnumberofemployeesforwhichthepostionisresponsible,bothdirectlyreportingandthosereportingthroughsubordinates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whensubordinatesclearlyhavetworeportinglines,thenthenumberofsuchsubordinatesshouldbedividedbytwo当下属清楚地向两方上级报告,将这类下属的人数除二,correctdegreelevel,下属类别KindofSubordinates,S:

Subordinateswithspecializedactivities:

analyses,techniques.下属担任专门的的活动:

分析,技术,H:

Subordinateswithhomogeneousactivities:

currentandbasic下属担任相似的活动:

现今的,基本的,因素三：

责任范围AreaofResponsiblity,Thediversityandrangesofactivitiesrequiredfortheposition.职位所要求的活动范围和多样性Thedegreeofindependencerequiredtomakedecisionsandinfluenceownandsubordinateswork.对职位自身和下属工作作出决定和影响的独立程度Thedegreeofknowledgerequiredregardingthecompany/themarket.公司、市场所要求的知识程度。

广度Diversity,!

Diverseactivitieswithinafunction/unit在同一功能组别内,担任不同的工作,Severalsimilaractivitieswithinafunction/unit在同一功能组别内,担任几个相似的工作,Sameactivitieswithinafunction/unit在同一功能组别内,担任重复性的工作,Similaractivitieswithinafunction/unit在同一功能组别内,担任相似的工作,Diverseactivitieswithindifferentfunctions/units在不同功能组别内,担任不同的工作,Leadsanorganization领导机构,Leadsafunction/unit领导一个功能组别,Leadsseveralfunction/unit领导几个功能组别,8,7,6,5,4,2,3,1,级别Degree,独立性Independence,Positionholderplanshowtoattainthegoalsetandisresponsibleforindependentimplementationofresults主管制定目标后,任职人独立实施和负责实施的结果,Superiordecideswhat-andwhentodo,andchecksatcertainstages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-andhowtodothejobareclearlydefinedandsupervised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,Superiordecideswhat-,when-andhowtodo,andcontrolfromtimetotime主管制定作什么,何时作和如何作并在每一环节进行监督,Positionholderdecideswhat-,why-,when-,where-andhowtodowithinthefunction在功能组别内,任职人制定作什么,为何作,何时作,那里作和如何作,Positionholderdecideswhat-,why-,when-,where-andhowtodofortheorganization任职人为机构制定作什么,为何作,何时作,那里作和如何作,PositionholdersetsoveralltargetsandpoliciesforthecorporationinconsultationwiththeCorporateBoard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Independence,CorporateBoardofDirectorscontrol集团董事会控制,级别Degree,营业知识面BusinessUnderstanding,Market市场,Organization机构,1,2,3,4,3,4,5,/,因素四：

沟通技巧Interaction,InteractionAbility沟通技巧,1NormalBasiccourtesy&

exchangeofinformation普通一般性礼节和交换信息的交流2ImportantMoredemandingnature吃力的交流重要Cooperation&

influencingpeople要求与人合作,对人施加影响Negotiations,interviews,salesandpurchasingdecisions谈判,面试,销售,说服等3MaximumNegotiationsanddecisionsofhigh极大importancefortheWHOLEorganization对整个公司有重大影响的谈判和决策,WhichdegreeofContactFrequency?

沟通频率,Daily天天,Afewtimesaweek时常,Afewtimesamonth偶尔,因素五：

任职资格Qualification,Education学历theminimumeducationnormallyrequiredbytheorganization机构要求的最低学历“Mandatory”normallyisdefinedasatleast9-10yearsofeducation接受最少九至十年的义务教育Experience经验relevantpracticalexperience相关的实际经验shouldnotbeevaluatedintermsofnumberofyears,butintermsoftheextentofknowledgeandskillsacquiredfortheposition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ProblemSolving,Analyticalandcreativeabilitiesrequiredforproblemsolvinganddevelopments解决问题所需的分析力和创造性Complexityofoperationalandadministrativeproblems处理问题的复杂性,解决问题的创造性InnovativeProblemSolving,3,2,Update-tools,techniques,methodsrelatedtoaposition在工作范围内,更新工具,技巧和方法,Improve-tools,techniques,methodsrelatedtoafunction在功能组别内,改良工具,技巧和方法,7,6,Uniquedevelopment-newinthemarket市场上的新发明,Invention-morescientific,technical科学和技术上的新发明,4,5,Create-newtechniques,methodswithinternalsupport源至内部的帮助,创造新的技巧和方法,Create-newtechniques,methodswithexternalsupport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/AdministrativeProblemSolving,7,6,4,5,3,2,1,Routine-followinstructions按常规工作-跟随指示,Choice-twooptions二选一,Alternativeoptions-requiringanalysis有选择的-需要分析,Forecast-investigationofimpactonoutcomesuchasrevenue,cost,reactionsetc.预测-研究对结果的影响,例如,收入,成本及反馈,Forecastwithuncertainfuturevariables-investigationofcomplicatedvariablesandimpactonoutcomesuchasaccuracy,predictionsonrevenue,cost,position,reactionsetc.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,Acrossentireorganization横跨整个机构,Acrossseveralorganizations横跨几个机构,Theoperational/administrativeproblemgrowwiththescopeandsizeofthepositionwhereasthisisnotthecasewithinnovativeproblems.复杂性问题随著职位的范围和规模增加,但创造性问题却不一样,!

因素七：

环境条件EnvironmentalConditions,Environment环境normal正常-no/limitedadaptation不需/有限的适应difficult非正常-governedbytechnicaltoolsand/ormentalprocessand/orrequiresphysicaleffort技术设备因素及/或精神程序及/或需要体力劳动Risknormal正常-onlyunpredictedeventsmayinterruptthenormalcourseofaction基于一些不能预测的事件妨碍正常运作difficult非正常-constantlyfacespoliticaluncertaintyorindustrialrisk经常面对政局不稳或工业风险,分数转换表,IPE系统的应用ApplicationsofIPESystem,Aclearrankingofpositions明确分出职位的级别Areliablebaseforanequitablesalarystructure作为一个公平的工资结构的可靠依据Aglobaloverviewofrelationsbetweenpositions宏观的了解职位的相互关系Astartingpointforposition/personprofiles职位、任职者形象描述的出发点Adatabaseforcareerplanningandsuccession职业发展和继承的数据库Anobjectivereferencetosolvetitlingissues解决职称问题的客观参考Ameansofmarketcomparison市场比较的手段,清晰的职位等级ClearRankingofPositions,L-1,IPE系统的应用ApplicationsofIPESystem,Aclearrankingofpositions明确分出职位的级别Areliablebaseforanequitablesalarystructure作为一个公平的工资结构可靠依据Aglobaloverviewofrelationsbetweenpositions宏观的了解职位的相互关系Astartingpointforposition/personprofiles职位、任职者形象描述的出发点Adatabaseforcareerplanningandsuccession职业发展和继承的数据库Anobjectivereferencetosolvetitlingissues解决职称问题的客观参考Ameansofmarketcomparison市场比较的手段,SalaryStructure-CompanyZZ公司工资结构,ThereisnoSalaryStructure工资无结构Salariesaredecidedcasebycase工资随机性Obviousinternalinequity内部无公平,IPE系统的应用ApplicationsofIPESystem,Clearrankingofpositions明确分出职位的级别Areliablebaseforanequitablesalarystructure作为一个公平的工资结构的可靠依据Aglobaloverviewofrelationsbetweenpositions宏观的了解职位的相互关系Astartingpointforposition/personprofiles职位、任职者形象描述的出发点Adatabaseforcareerplanningandsuccession职业发展和继承的数据库Anobjectivereferencetosolvetitlingissues解决职称问题的客观参考Ameansofmarketcomparison市场比较的手段,PositionEvaluation职位评估,IPE系统的应用ApplicationsofIPESystem,Aclearrankingofpositions明确分出职位的级别Areliablebaseforanequitablesalarystructure作为一个公平的工资结构的可靠依据Aglobaloverviewofrelationsbetweenpositions宏观的了解职位的相互关系Astartingpointforposition/personprofiles职位、任职者形象描述的出发点Adatabaseforcareerplanningandsuccession职业发展和继承的数据库Anobjectivereferencetosolvetitlingissues解决职称问题的客观参考Ameansofmarketcomparison市场比较的手段,ThePositionandTheIncumbent职位和任职者比较,CRG等级,IPE系统的应用ApplicationsofIPESystem,Aclearrankingofpositions明确分出职位的级别Areliablebaseforanequitablesalarystructure作为一个公平的工资结构的可靠依据Aglobaloverviewofrelationsbetweenpositions宏观的了解职位的相互关系Astartingpointforposition/personprofiles职位、任职者形象描述的出发点Adatabaseforcareerplanningandsuccession职业发展和继承的数据库Anobjectivereferencetosolvetitlingissues解决职称问题的客观参考Ameansofmarketcomparison市场比较的手段,PromotionandConsequences提升和结果,提升的标准依照公司等级而定Promotionstepsfollowtheinternalgrading标准工资随公司等级变化而变化ReferenceSalaries（PayforPosition）areinlinewithinternalgrading提升是由技能决定，而非仅由绩效而定Promotionisbuiltoncompetencies,notonperformanceonly,IPE系统的应用ApplicationsofIPESystem,Aclearrankingofpositions明确分出职位的级别Areliablebaseforanequitablesalarystructure作为一个公平的工资结构的可靠依据Aglobaloverviewofrelationsbetweenpositions宏观的了解职位的相互关系Astartingpointforposition/personprofiles职位、任职者形象描述的出发点Adatabaseforcareerplanningandsuccession职业发展和继承的数据库Anobjectivereferencetosolvetitlingissues解决职称问题的客观参考Ameansofmarketcomparison市场比较的手段,PositionEvaluation职位评估,IPE系统的应用ApplicationsofIPESystem,Aclearrankingofpositions明确分出职位的级别Areliablebaseforanequitablesalarystructure作为一个公平的工资结构的可靠依据Aglobaloverview