国际职位评估系统ppt课件

1、国际职位评价系统 IPE International Position Evaluation罗静2021.课程目的了解职位评价的重要性及根本方法了解职位评价的相关知识掌握职位评价的方法及步骤.课程内容岗位评价的意义和作用岗位评价与岗位分析的关系岗位评价采用的方法国际职位评价系统引见岗位评价误区.岗位评价与岗位分析区别.职位评价.岗位评价的意义.职位评价的作用.岗位评价的常用方法.职位评价特点及原那么.具有代表性的国际职位评价方法-HAY 法.具有代表性的国际职位评价方法美世岗位评价体系 美世人力资源咨询公司WilliamMercer是世界上分布最广的人力资源管理咨询机构，2000年将其评价工具

2、晋级到第三版，成为目前市场上最为简便、适用的评价工具国际职位评价系统IPE V3.0，International Position Evaluation,它不但可以比较全球不同行业不同规模的企业，还适用于大型集团企业中各个分子公司的职位比较。 这套职位评价系统共有4个要素，10个纬度，104个级别，总分1225分。评价的结果可以分成48个级别。其中这套评价系统的4个要素是指：影响Impact、沟通Communication、创新Innovation和知识Knowledge、危险性可选。这是在原先这个系统第二版7个评价要素对企业的影响、监视管理、责任范围 、沟通技巧、任职资历、处理问题、环境条件

3、的根底上经过大量科学提炼简化的结果。 .本次课程内容是基于IPE V2.0七大评价要素，结合公司组织形状，经第三方华新惠悦、贝恩等咨询公司研发而来的改良版涵盖组织、部门、岗位三个层面包括规模、影响、监视管理、职责范围、沟通技巧、任职资历、处理问题、环境八个要素国际职位评价方法.Organization组织 Function / unit部门Position职位+Size 规模Impact 影响Supervision 监视管理Area of responsibility职责范围Interaction 沟通技巧Qualification 任职资历Problem solving 处理问题Enviro

4、nment 环境职位评价系统要素Position Evaluation Factors.职位评价系统分数 The IPE Points12345675105101010154681051901809030130 SIZE OF RESPONSIBILITY 职责规模SCOPE OF RESPONSIBILITY 职责范围对企业的影响Impact on organization监视管理Supervision责任范围Area of responsibility 沟通技考Interaction 任职资历 Qualification 处理问题难度Problem solving环境条件Environme

5、ntal conditionsJOB COMPLEXITY 任务复杂程度人数Number类别Kind影响Impact规模Size营业知识面 Business understanding广度Diversity独立性Independence内外用途Organization frame技考Ability频率Frequency学历Education阅历Experience发明性Innovative复杂性Operational 风险Risk环境Environment.职位评价系统七个要素的比重 The Weighting of IPE Factors处理问题难度任职资历沟通技巧环镜条件对企业的影响监视管

6、理责任范围总分数Total Points:65-1193.要素一：对企业的影响 Impact on Organization heavily weighted in the Position Evaluation 在职位评价中占很大比重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,职位的影响那么越小measure the influence the position has on organizations result

7、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 由上而下进展评价.机构规模 Size of Organization The impact of a position vary much depends on the size of the organization 职位对企业的影响随著机构的规模不同,而有明显的不同What do we consider as an organization? 如何定义组织机构?a

8、 line function (e.g. sales, production) + two support functions (e.g. finance, human resources) 一个前线功能组别 (例如:销售,消费) + 两个援助功能组别 (例如: 财政, 人力资源)The size of organization tables are in local currency and are updated each year, taking into account local inflation and exchange rate fluctuations (in relatio

9、n to US$) 思索地方通胀率和汇率浮动(兑美金)的要素, 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 Nature of the organization Semi Finished 半完成Raw Materials原料Finished 完成Wholesale 零售Final Customer 顾客Value-added Chain 增值链Table ATable CTable BIdeas 构思Concepts 概念Solutions 方案Systems 系统Application 运用Packages 包装Delivery to Network 经过销售网络Fina

10、l User 最终用户.对企业的影响 Impact on Organization Organization Size机构规模Head of Organization 机构指点(A-level positions A级职位)Staff Function 功能组别(B-level positions B级职位)Function/ 功能组别Business Unit 业务组别(B-level positions B级职位)Job Area 任务范围(C-level positions C级职位)(D-level positions and below D级或以下职位).对企业的影响 Impact

11、on Organization 机构Organization职位Position121110 967893456B Level PositionsB级职位C Level PositionsC级职位D Level Positions D级职位功能/业务组别Function/Business Unit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.要素二：监视管理 SupervisionSupervisio

12、n 监视Supervision 监视Communication沟通 Communication沟通 Supervision=Recruit/Train/Develop/Control/Guide/Advise+Functional reporting 监视=招聘/培训/开发/控制/指点/辅导. +功能报告Communication=Inform/Exchange ideas/Cooperate/Work in groups. 沟通=通知/交换意见/协作/团体任务.Headcount 人数 : 44Direct subordinates 直接下属 : 9Indirect subordinates

13、 间接下属 : 34Total subordinates 总下属人数 : 43Headcount of subordinates : 43下属人数 : 43.下属人数 (直接和间接的) Number of Subordinates (direct and indirect) gives an indication of the management qualifications required 明确管理者所具备的资历consider the total number of employees for which the postion is responsible, both directl

14、y reporting and those reporting through subordinates 包括一切监视的职员,直接报告的和经过下属间接报告的人也计算在内when subordinates clearly have two reporting lines, then the 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.correct degree level 下属类别 Kind of Subordinates S: Subordinates with speciali

15、zed 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 下属担任类似的活动:现今的,根本的42S123SSSHHHHHHHHSSHH.要素三：责任范围 Area of ResponsiblityThe diversity and ranges of activities required for the position. 职位所要求的活动范围和多样性 The degree of independence requi

16、red to make decisions and influence own and subordinates work. 对职位本身和下属任务作出决议和影响的独立程度The degree of knowledge required regarding the company / the market. 公司、市场所要求的知识程度。.广度 Diversity!Contact=Activity=Responsibility/接触 活动责任Diverse activities within a function/unit 在同一功能组别内,担任不同的任务Several similar activ

17、ities within a function/unit 在同一功能组别内,担任几个类似的任务Same activities within a function/unit 在同一功能组别内,担任反复性的任务Similar activities within a function/unit 在同一功能组别内,担任类似的任务Diverse activities within different functions/units 在不同功能组别内,担任不同的任务Leads an organization 指点机构Leads a function/unit 指点一个功能组别Leads several f

18、unction/unit 指点几个功能组别87654231 Organization 机构 功能组别 Function 责任范围 Area of Responsibility Position 职位 Position 职位 Position 职位 Position 职位 功能组别 Function 业务组别 Business Unit级别Degree.独立性 IndependencePosition holder plans how to attain the goal set and is responsible for independent implementation of resul

19、ts 主控制定目的后,任职人独立实施和担任实施的结果Superior decides what- and when to do, and checks at certain stages 主控制定作什么和何时作并在主要环节进展监视 What-, why-,when-,where- and how to do the job are clearly defined and supervised 任务过程清楚-作什么,为何作, 何时作,那里作,如何作都很清楚阐明并受监视Superior decides what-, when- and how to do, and control from tim

20、e to time 主控制定作什么,何时作和如何作并在每一环节进展监视Position holder decides what-, why-,when-,where- and how to do within the function 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Position holder sets overall targets

21、and policies for the corporation in consultation with the Corporate Board 谘询集团董事会后, 任职人为集团制定全面的目的和政策 7654231级别 Degree. 独立性 Independence Corporate Board of Directors control 集团董事会控制X7645321outside the organization 公司外 Corporate CEO control 集团总裁控制Strategic achievement control 战略目的成就控制XXXXXXXXXXXXXXXXX

22、Xwithin the organization 公司内Control after delivery 以效果控制Control through checkpoints 检查控制Step by step control 一步一步控制Permanent control 时时辰刻受控制级别 Degree.营业知识面 Business UnderstandingMarket 市场Organization 机构1234345/correct degree levelBusiness understanding=Professional understanding营业知识面专业知识面!.要素四：沟通技巧

23、Interaction沟通CommunicationAbility 技巧Frame 范围Frequency 频率谈判Negotiation决策Decision 31 2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Ext

24、ernal 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.Interaction Ability 沟通技巧1NormalBasic courtesy & exchange of information普通普通性礼节和交换信息的交流2ImportantMore demanding nature费劲的交流重要Cooperation & influencing people要求与人协作,对人施加影响Negotiations, interviews, sales an

25、d purchasing decisions谈判,面试,销售,压服等3MaximumNegotiations and decisions of high极大importance for the WHOLE organization对整个公司有艰苦影响的谈判和决策.Which degree of Contact Frequency? 沟通频率Daily天天A few times a week时常A few times a month偶尔. 因 素 五：任职资历 QualificationEducation 学历the minimum education normally required by

26、the organization 机构要求的最低学历“Mandatory normally is defined as at least 9-10 years of education 接受最少九至十年的义务教育Experience 阅历relevant practical experience 相关的实践阅历should not be evaluated in terms of number of years, but in terms of the extent of knowledge and skills acquired for the position 不按任务年数评价, 而根据按

27、职位所需的知识和技巧程度Should not consider position holders own education and experience since that is not always that same as what is required for job. 不应思索任职者个人的学历和阅历,由于这些通常不等于任务所需!. 因 素 六： 解 决 问 题Problem SolvingAnalytical and creative abilities required for problem solving and developments 解 决 问 题 所 需 的 分 析

28、 力 和 创 造 性Complexity of operational and administrative problems 处 理 问 题 的 复 杂 性.处理问题的发明性Innovative Problem Solving1No improvement necessary 不需求改良32Update - tools, techniques, methods related to a position 在任务范围内,更新工具,技巧和方法Improve - tools, techniques, methods related to a function 在功能组别内, 改良工具,技巧和方法

29、76Unique development - new in the market市场上的新发明Invention - more scientific, technical科学和技术上的新发明45Create - new techniques, methods with internal support 源至内部的协助,发明新的技巧和方法Create - new techniques, methods with external support 源至外来的协助,发明新的技巧和方法级别 Degree.处理问题的复杂性Operational/Administrative Problem Solvin

30、g7645321Routine - follow instructions 按常规任务 - 跟随指示Choice - two options 二选一Alternative options - requiring analysis 有选择的 - 需求分析Forecast - investigation of impact on outcome such as revenue, cost, reactions etc. 预测 - 研讨对结果的影响,例如,收入,本钱及反响Forecast with uncertain future variables - investigation of compl

31、icated variables and impact on outcome such as accuracy, predictions on revenue, cost, position, reactions etc. 预测未来不确定的要素 - 研讨复杂要素和对结果的影响,例如,准确性, 预测收入,本钱,职位及反响 Across entire organization 横跨整个机构Across several organizations 横跨几个机构The operational/administrative problem grow with the scope and size of

32、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添加,但发明性问题却不一样!. 因 素 七：环境条件 Environmental ConditionsEnvironment 环境normal 正常 - no/ limited adaptation 不需/有限的顺应difficult 非正常 - governed by technical tools and/or mental process and/or requires physical effort 技术设备要素及/或精神

33、程序及/或需求膂力劳动Risknormal 正常 - only unpredicted events may interrupt the normal course of action 基于一些不能预测的事件妨碍正常运作 difficult 非正常 - constantly faces political uncertainty or industrial risk 经常面对政局不稳或工业风险.分数转换表.IPE 系统的运用Applications of IPE SystemA clear ranking of positions 明确分出职位的级别A reliable base for an

34、 equitable salary structure 作为一个公平的工资构造的可靠根据A global overview of relations between positions 宏观的了解职位的相互关系A starting point for position/person profiles 职位、任职者笼统描画的出发点A database for career planning and succession 职业开展和承继的数据库An objective reference to solve titling issues 处理职称问题的客观参考A means of market co

35、mparison 市场比较的手段.明晰的职位等级Clear Ranking of PositionsL-1LL-1L-2L-2L-3L-3L-1L-2L-2L-1L-2L-2L-2L-2.IPE 系统的运用Applications of IPE SystemA clear ranking of positions 明确分出职位的级别A reliable base for an equitable salary structure 作为一个公平的工资构造可靠根据A global overview of relations between positions 宏观的了解职位的相互关系A start

36、ing point for position/person profiles 职位、任职者笼统描画的出发点A database for career planning and succession 职业开展和承继的数据库An objective reference to solve titling issues 处理职称问题的客观参考A means of market comparison 市场比较的手段.Salary Structure - Company ZZ 公司工资构造 There is no Salary Structure 工资无构造 Salaries are decided ca

37、se by case 工资随机性 Obvious internal inequity 内部无公平.IPE 系统的运用Applications of IPE SystemClear ranking of positions 明确分出职位的级别A reliable base for an equitable salary structure 作为一个公平的工资构造的可靠根据A global overview of relations between positions 宏观的了解职位的相互关系A starting point for position/person profiles 职位、任职者笼

38、统描画的出发点A database for career planning and succession 职业开展和承继的数据库An objective reference to solve titling issues 处理职称问题的客观参考A means of market comparison 市场比较的手段.Position Evaluation 职位评价.IPE 系统的运用Applications of IPE SystemA clear ranking of positions 明确分出职位的级别A reliable base for an equitable salary str

39、ucture 作为一个公平的工资构造的可靠根据A global overview of relations between positions 宏观的了解职位的相互关系A starting point for position/person profiles 职位、任职者笼统描画的出发点A database for career planning and succession 职业开展和承继的数据库An objective reference to solve titling issues 处理职称问题的客观参考A means of market comparison 市场比较的手段.IPE

40、系统的运用Applications of IPE SystemA clear ranking of positions 明确分出职位的级别A reliable base for an equitable salary structure 作为一个公平的工资构造的可靠根据A global overview of relations between positions 宏观的了解职位的相互关系A starting point for position/person profiles 职位、任职者笼统描画的出发点A database for career planning and successio

41、n 职业开展和承继的数据库An objective reference to solve titling issues 处理职称问题的客观参考A means of market comparison 市场比较的手段.Promotion and Consequences提升和结果VIVIIIIII290220170130100公司等级Internal Grading规范工资Reference Salary应得的报酬 Recognition挑战Challenge风险Risk乌托邦Utopia提升的规范按照公司等级而定Promotion steps follow the internal grading规范工资随公司等级变化而变化Reference Salaries (Pay for Position) are in line with internal grading提升是由技艺决议，而非仅由绩效而定Promotion is built on competencies, not on performance only.IPE 系统的运用Applications of IPE SystemA clear ranking of positions 明确分出职位的级别A reliable base for an equitable salary structure 作为一个