IPE职位评估系统

国际职位评估系统International Position Evaluation不清晰的职位等级Unclear Ranking of PositionsLL 1L 1L 1L 1L-1L-2L-2L-1L-2L-2L-1L-2L-2L-1L-2L-2L-3L-3幻灯片 3Jason1 左边是标尺deluker18, 2005-12-9职位评估系统因素Position Evaluation Factors OrganizationFunction /unitPosition Position Evaluation Factors组织Function / unit 部门职位++Size 规模Area of responsibility Qualification Impact 影响Supervision 监督管理职责范围Interaction 沟通技巧Q 任职资格Problem solving 解决问题Environment 环境职位评估系统分数The IPE Points46810519018013090301010101512345675105责任范围对企业的影响Impact on organization监督管理SupervisionArea of responsibility沟通技巧Interaction任职资格Qualification解决问题难度Problem solving环境条件Environmental conditions人数Numbe r类别Kind影响Impact规模Size 广度Diversity独立性Independence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EnvironmentSIZE OF RESPONSIBILITY 职责规模SCOPE OF RESPONSIBILITY 职责范围JOB COMPLEXITY 工作复杂程度营业知识面Business understanding内外用处Organization frameIConditions对企业的影响Impact on Organization3%Area of ResponsibilitySupervision监督管理因素一：对企业的影响Impact on Organizationo heavily weighted in the Position Evaluation在职位评估中占很大比重o the more positions there are on the same organization level, the less impact the positions have在机构的同一层次,职位越多,职位的影响则越小o measure the influence the position has on organization’s result both in the short-and long-term量度一个职位对企业短期及长期的影响evaluating the impact from the top of the organization downwards o evaluating the impact from the top of the organization downwards 由上而下进行评估机构的性质Nature of the organizationRaw MaterialsValue-added Chain 增值链Table A Table CTable B Ideas Semi Finished原料Ideas 构思Concepts 概念Systems 系统半完成Finished 完成p Solutions 方案y Application 应用Packages 包装Wholesale 批发Delivery to Network 通过销售网络Final Customer顾客Final User 最终用户幻灯片 10Jason2 前5列决定第一个级别，表F决定第二个级别。

deluker18, 2005-12-9幻灯片 12Jason3 职能部门deluker18, 2005-12-9 Jason4 分公司，子公司deluker18, 2005-12-9幻灯片 13Jason5 可以把C D 看作一个范围，比如deluker18, 2005-12-9因素二：监督管理SupervisionHeadcount 人数: 44Direct subordinates 直接下属: 9 Indirect subordinates 间接下属: 34 Total subordinates 总下属人数: 43Headcount of subordinates : 43下属人数: 43Supervision 监督Supervision 监督Communication沟通Communication沟通Supervision=Recruit/Train/Develop/Control/Guide/Advise…+Functional reporting 监督=招聘/培训/开发/控制/指导/辅导...+功能报告监督招聘/培训/开发/控制/指导/辅导... 功能报告Communication=Inform/Exchange ideas/Cooperate/Work in groups...沟通=通知/交换意见/合作/团体工作...下属人数(直接和间接的)Number of Subordinates (direct and indirect)o gives an indication of the management qualifications required明确管理者所具备的资格oconsider the total number of employees for which the postion is responsible, both directly reporting and those reporting through b di tsubordinates 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owhen subordinates clearly have two reporting lines, then the y p g ,number of such subordinates should be divided by two当下属清楚地向两方上级报告, 将这类下属的人数除二下属类别Kind of Subordinates41232S S S S H H H H HH H H HS: Subordinates with specialized activities: analyses, techniques .. 下属担任专门的的活动:分析,技术H:Subordinates with homogeneous activities:current and basic 下属担任相似的活动:现今的基本的SSHcorrect degree levelH: Subordinates with homogeneous activities: current and basic … 下属担任相似的活动:现今的,基本的广度Diversity级别Leads an organization 领导机构Leads several function/unit 领导几个功能组别87Organization 机构DegreeDiverse activities within different Leads a function/unit 领导一个功能组别65功能组别Function功能组别Function业务组别Business UnitDiverse activities within a function/unit在同一功能组别内担任不同的工作functions/units在不同功能组别内,担任不同的工作4责任范围Area of ResponsibilityPosition 职位在同功能组别内,担任不同的工作Several similar activities within a function/unit在同一功能组别内,担任几个相似的工作Similar activities within a function/unit在同功能组别内担任相似的工作23Position 职位Position 职位Same activities within a function/unit在同一功能组别内,担任重复性的工作在同一功能组别内,担任相似的工作1Position 职位!Contact=Activity=Responsibility//接触活动责任独立性Independence级别Position holder sets overall targets and policies for the corporation in consultation with the Corporate Board 咨询集团董事会后, 任职人为集团制定全面的目标和政策7DegreePosition holder decides what-, why-,when-,where-and how to do within the function在功能组别内任人制定作什么为何作何时作作和如何作Position holder decides what-, why-,when-,where-and how to do for the organization任职人为机构制定作什么,为何作, 何时作,那里作和如何作65Position holder plans how to attain the goal set and is responsible for independent implementation of results 主管制定目标后,任职人独立实施和负责实施的结果在功能组别内, 任职人制定作什么,为何作, 何时作,那里作和如何作4Superior decides what-and when to do, and checks at certain stages主管制定作什么和何时作并在主要环节进行监督Superior decides what-, when-and how to do, and control from time to time23What-, why-,when-,where-and how to do the job are clearly defined and supervised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主管制定作什么,何时作和如何作并在每一环节进行监督1独立性Independence级别DegreeCorporate Board of Directors control 集团董事会控制X 7outside the organization 公司外Corporate CEO control within the organization 65Corporate CEO control集团总裁控制Strategic achievement controlX X within the organization公司内4战略目标成就控制XControl after delivery以效果控制32X X XX Control through checkpoints检查控制Step by step control步步控制1XXXX XXXX XX X 一步一步控制Permanent control时时刻刻受控制因素四：沟通技巧InteractionAbility 技巧Frame 范围Frequency 频率每天2External 外部决策Decision3Daily偶尔时常Frequent 3211122Internal 内部Internal External 外部Internal 内部External 外部谈判Occasional321122每天Daily时常Internal 内部Internal 内部External 外部Internal External 外部Negotiation211122每天偶尔OccasionalFrequent Internal 内部External 外部Internal 内部I t l External 外部沟通Communication132111212Daily偶尔时常Frequent Internal 内部Internal 内部External 外部Internal 内部External 外部OccasionalInteraction Ability 沟通技巧1Normal Basic courtesy & exchange of information N l B i t&h f i f ti 普通一般性礼节和交换信息的交流More demanding nature2Important More demanding nature吃力的交流重要Cooperation & influencing people要求与人合作,对人施加影响Negotiations, interviews, sales andpurchasing decisions谈判,面试,销售,说服等3Maximum Negotiations and decisions of highimportance for the WHOLE organization 极大importance for the WHOLE organization对整个公司有重大影响的谈判和决策因素五：任职资格Qualificationo Education 学历u the minimum education normally required by the organization 机构要求的最低学历u“Mandatory” normally is defined as at least 9-10 years ofeducation 接受最少九至十年的义务教育o Experience 经验p p相关的实际经验u relevant practical experienceu should not be evaluated in terms of number of years, but in termsof the extent of knowledge and skills acquired for the position不按工作年数评估, 而依据按职位所需的知识和技巧程度不按工作年数评估而依据按职位所需的知识和技巧程度Should not consider position holder’s own education and experience since that is not always that !same as what is required for jobsame as what is required for job.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解决问题的创造性Innovative Problem Solving级别7Unique development -new in the marketInvention -more scientific, technical科学和技术上的新发明Degree6Unique development -new in the market 市场上的新发明5Create -new techniques, methods with external support源至外来的帮助创造新的技巧和方法4Create -new techniques, methods with internal support 源至内部的帮助,创造新的技巧和方法源至外来的帮助,创造新的技巧和方法32Update -tools, techniques, methods related to a position Improve -tools, techniques, methods related to a function 在功能组别内, 改良工具,技巧和方法1No improvement necessaryp ,q ,p在工作范围内,更新工具,技巧和方法不需要改良解决问题的复杂性Operational/Administrative Problem Solving76Across entire organization 横跨整个机构Across several organizations 横跨几个机构5Forecast with uncertain future variables -investigation of complicated variables andimpact on outcome such as accuracy, predictions on revenue, cost, position, reactions etc.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,4Alternative options requiring analysis Forecast -investigation of impact on outcome such as revenue, cost, reactions etc.预测-研究对结果的影响,例如,收入,成本及反馈职位及反馈32Choice -two options 二选一Alternative options -requiring analysis 有选择的-需要分析1Routine -follow instructions 按常规工作-跟随指示The operational/administrative problem grow with the scope and size of the position whereas this is not the case with innovative problems. 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Environmental Conditions o Environment 环境normal正常-no/ limited adaptation 不需/有限的适应u l/li it d d t tiu difficult 非正常-governed by technical tools and/or mentalprocess and/or requires physical effort技术设备因素及/或精神程序及/或需要体力劳动o Risku normal 正常-only unpredicted events may interrupt thenormal course of action 基于一些不能预测的事件妨碍正常运作非正常y p y u difficult -constantly faces political uncertainty orindustrial risk经常面对政局不稳或工业风险IPE系统的应用IPE 系统的应用Applications of IPE System o A clear ranking of positions明确分出职位的级别o A reliable base for an equitable salary structure 作为个公平的工资结构的可靠依据作为一个公平的工资结构的可靠依据o A global overview of relations between positions 宏观的了解职位的相互关系A t ti i t f iti/filo A starting point for position/person profiles 职位、任职者形象描述的出发点o A database for career planning and succession 职业发展和继承的数据库o An objective reference to solve titling issues 解决职称问题的客观参考o A means of market comparison市场比较的手段清晰的职位等级Clear Ranking of PositionsLL-1L 2L-2L-1L 1L 1L-2L 3L-1L 2L-1L-3L-3L 2L-2L 2L 2L-2L-2L-2L-2L-2IPE系统的应用IPE 系统的应用Applications of IPE Systemo A clear ranking of positions明确分出职位的级别o A reliable base for an equitable salary structure 作为一个公平的工资结构可靠依据o A global overview of relations between positions 宏观的了解职位的相互关系o A starting point for position/person profiles职位、任职者形象描述的出发点A database for career planning and successiono A database for career planning and succession 职业发展和继承的数据库o An objective reference to solve titling issues解决职称问题的客观参考o A means of market comparison市场比较的手段系统的应用IPE 系统的应用Applications of IPE Systemo Clear ranking of positions明确分出职位的级别A reliable base for an equitable salary structure o A reliable base for an equitable salary structure 作为一个公平的工资结构的可靠依据o A global overview of relations between positions 宏观的了解职位的相互关系o A starting point for position/person profiles 职位、任职者形象描述的出发点o A database for career planning and succession 职业发展和继承的数据库An objective reference to solve titling issueso An objective reference to solve titling issues 解决职称问题的客观参考o A means of market comparison市场比较的手段IPE 系统的应用Applications of IPE System o A clear ranking of positions明确分出职位的级别o A reliable base for an equitable salary structure作为一个公平的工资结构的可靠依据作为个公平的工资结构的可靠依据o A global overview of relations between positions 宏观的了解职位的相互关系A t ti i t f iti/filo A starting point for position/person profiles 职位、任职者形象描述的出发点o A database for career planning and succession 职业发展和继承的数据库o An objective reference to solve titling issues 解决职称问题的客观参考o A means of market comparison市场比较的手段The Position and The IncumbentTh P iti d Th I b t职位和任职者比较CRG 等级CRGIPE系统的应用IPE 系统的应用Applications of IPE System o A clear ranking of positions明确分出职位的级别o A reliable base for an equitable salary structure 作为个公平的工资结构的可靠依据作为一个公平的工资结构的可靠依据o A global overview of relations between positions 宏观的了解职位的相互关系A t ti i t f iti/filo A starting point for position/person profiles 职位、任职者形象描述的出发点o A database for career planning and succession 职业发展和继承的数据库o An objective reference to solve titling issues 解决职称问题的客观参考o A means of market comparison市场比较的手段。