某咨询国际的中英文双语作品国际职位评估系统

国际职位评估系统

InternationalPositionEvaluation贝恩管理咨询公司bain不清晰的职位等级

UnclearRankingofPositionsLL-1L-2L-2L-3L-3L-1L-2L-2L-1L-2L-2L-1L-2L-2清晰的职位等级

ClearRankingofPositionsL-1LL-1L-2L-2L-3L-3L-1L-2L-2L-1L-2L-2L-2L-2Organization组织

Function/unit部门Position职位++Size

规模Impact影响Supervision

监督管理Areaofresponsibility职责范围Interaction沟通技巧Qualification任职资格Problemsolving解决问题Environment环境职位评估系统因素

PositionEvaluationFactors职位评估系统分数

TheIPEPoints12345675105101010154681051901809030130

SIZEOFRESPONSIBILITY职责规模SCOPEOFRESPONSIBILITY职责范围对企业的影响Impactonorganization监督管理Supervision责任范围Areaofresponsibility

沟通技考Interaction

任职资格

Qualification

解决问题难度Problemsolving环境条件EnvironmentalconditionsJOBCOMPLEXITY

工作复杂程度人数Number类别Kind影响Impact规模Size营业知识面

Businessunderstanding广度Diversity独立性Independence内外用处Organizationframe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Environment职位评估系统七个因素的比重

TheWeightingofIPEFactors解决问题难度任职资格沟通技巧环镜条件对企业的影响监督管理责任范围总分数TotalPoints:65-1193因素一：对企业的影响

ImpactonOrganization

heavilyweightedinthePositionEvaluation

在职位评估中占很大比重themorepositionsthereareonthesameorganizationlevel,thelessimpactthepositionshave

在机构的同一层次,职位越多,职位的影响则越小measuretheinfluencethepositionhasonorganization’sresultbothintheshort-andlong-term

量度一个职位对企业短期及长期的影响evaluatingtheimpactfromthetopoftheorganizationdownwards

由上而下进行评估机构规模

SizeofOrganization

Theimpactofapositionvarymuchdependsonthesizeoftheorganization职位对企业的影响随著机构的规模不同,而有明显的不同Whatdoweconsiderasanorganization?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

SemiFinished半完成RawMaterials原料Finished完成Wholesale批发FinalCustomer顾客Value-addedChain增值链TableATableCTableBIdeas构思Concepts概念Solutions方案Systems系统Application应用Packages包装DeliverytoNetwork通过销售网络FinalUser最终用户对企企业业的的影影响响ImpactonOrganizationOrganizationSize机构规模HeadofOrganization

机构领导(A-levelpositionsA级职位)StaffFunction

功能组别(B-levelpositions

B级职位)Function/

功能组别BusinessUnit

业务组别(B-levelpositions

B级职位)JobArea

工作范围(C-levelpositionsC级职位)(D-levelpositionsandbelow

D级或以下职位)对企企业业的的影影响响ImpactonOrganization机构Organization职位Position121110967893456BLevelPositionsB级职位CLevelPositionsC级职位DLevelPositionsD级职位功能/业务组别Function/BusinessUnit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因素素二二：：监监督督管管理理SupervisionSupervision监督Supervision监督Communication沟通Communication沟通Supervision=Recruit/Train/Develop/Control/Guide/Advise…+Functionalreporting监督=招聘/培训/开发/控制/指导/辅导...+功能报告Communication=Inform/Exchangeideas/Cooperate/Workingroups...沟通=通知/交换意见/合作/团体工作...Headcount人数数:44Directsubordinates直接接下下属属:9Indirectsubordinates间接接下下属属:34Totalsubordinates总下下属属人人数数:43Headcountofsubordinates:43下属属人人数数:43下属属人人数数(直直接接和和间间接接的的)NumberofSubordinates(directandindirect)givesanindicationofthemanagementqualificationsrequired明确确管管理理者者所所具具备备的的资资格格considerthetotalnumberofemployeesforwhichthepostionisresponsible,bothdirectlyreportingandthosereportingthroughsubordinates包括括所所有有监监督督的的职职员员,直直接接报报告告的的和和通通过过下下属属间间接接报报告告的的人人也也计计算算在在内内whensubordinatesclearlyhavetworeportinglines,thenthenumberofsuchsubordinatesshouldbedividedbytwo当下下属属清清楚楚地地向向两两方方上上级级报报告告,将将这这类类下下属属的的人人数数除除二二correctdegreelevel下属类别KindofSubordinatesS:Subordinateswithspecializedactivities:analyses,techniques..下属担任专专门的的活活动:分析析,技术H:Subordinateswithhomogeneousactivities:currentandbasic…下属担任相相似的活动动:现今的的,基本的的42S123SSSHHHHHHHHSSHH因素三：责责任范围AreaofResponsiblityThediversityandrangesofactivitiesrequiredfortheposition.职位所要求求的活动范范围和多样样性Thedegreeofindependencerequiredtomakedecisionsandinfluenceownandsubordinates’’work.对职位自身身和下属工工作作出决决定和影响响的独立程程度Thedegreeofknowledgerequiredregardingthecompany/themarket.公司、市场场所要求的的知识程度度。广度Diversity!Contact=Activity=Responsibility//接触活动责任Diverseactivitieswithinafunction/unit在同一功能能组别内,担任不同同的工作Severalsimilaractivitieswithinafunction/unit在同一功能能组别内,担任几个个相似的工工作Sameactivitieswithinafunction/unit在同一功能能组别内,担任重复复性的工作作Similaractivitieswithinafunction/unit在同一功能能组别内,担任相似似的工作Diverseactivitieswithindifferentfunctions/units在不同功能能组别内,担任不同同的工作Leadsanorganization领导机构Leadsafunction/unit领导一个功功能组别Leadsseveralfunction/unit领导几个功功能组别87654231

Organization机构

功能组别

Function

责任范围AreaofResponsibility

Position职位

Position职位

Position职位

Position职位

功能组别

Function

业务组别

BusinessUnit级别Degree独立性IndependencePositionholderplanshowtoattainthegoalsetandisresponsibleforindependentimplementationofresults主管制定目目标后,任任职人独立立实施和负负责实施的的结果Superiordecideswhat-andwhentodo,andchecksatcertainstages主管制定作作什么和何何时作并在在主要环节节进行监督督What-,why-,when-,where-andhowtodothejobareclearlydefinedandsupervised工作过程分分明-作什什么,为何何作,何何时作,那那里作,如如何作都很很清楚说明明并受监督督Superiordecideswhat-,when-andhowtodo,andcontrolfromtimetotime主管制定作作什么,何何时作和如如何作并在在每一环节节进行监督督Positionholderdecideswhat-,why-,when-,where-andhowtodowithinthefunction在功能组别别内,任任职人制定定作什么,为何作,何时作作,那里作作和如何作作Positionholderdecideswhat-,why-,when-,where-andhowtodofortheorganization任职人为机机构制定作作什么,为为何作,何何时作,那里作和和如何作PositionholdersetsoveralltargetsandpoliciesforthecorporationinconsultationwiththeCorporateBoard谘询集团董董事会后,任职人人为集团制制定全面的的目标和政政策7654231级别Degree独立性IndependenceCorporateBoardofDirectorscontrol集团董事会会控制X7645321outsidetheorganization

公司外CorporateCEOcontrol

集团总裁控制Strategicachievementcontrol战略目标成就控制XXXXXXXXXXXXXXXXXXwithintheorganization

公司内Controlafterdelivery

以效果控制Controlthroughcheckpoints

检查控制Stepbystepcontrol

一步一步控制Permanentcontrol时时刻刻受控制级别Degree营业知识面面BusinessUnderstandingMarket市场Organization机构1234345/correctdegreelevelBusinessunderstanding=Professionalunderstanding营业知识面专业知识面!因素四：沟沟通技巧Interaction沟通CommunicationAbility技巧Frame范围Frequency频率谈判Negotiation决策Decision312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External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InteractionAbility沟通技巧1Normal Basiccourtesy&exchangeofinformation普通 一般般性礼节和和交换信息息的交流2Important Moredemandingnature吃力的交流流重要Cooperation&influencingpeople要求与人合合作,对人人施加影响响Negotiations,interviews,salesandpurchasingdecisions谈判,面试试,销售,说服等3MaximumNegotiationsanddecisionsofhigh极大importancefortheWHOLEorganization对整个公司司有重大影影响的谈判判和决策WhichdegreeofContactFrequency?沟通频率Daily天天Afewtimesaweek时常Afewtimesamonth偶尔因素五五：任职资资格QualificationEducation学历theminimumeducationnormallyrequiredbytheorganization机构要求的的最低学历历“Mandatory”normallyisdefinedasatleast9-10yearsofeducation接受最少九九至十年的的义务教育育Experience经验relevantpracticalexperience相关的实际际经验shouldnotbeevaluatedintermsofnumberofyears,butintermsoftheextentofknowledgeandskillsacquiredfortheposition不按工作年年数评估,而依据据按职位所所需的知识识和技巧程程度Shouldnotconsiderpositionholder’sowneducationandexperiencesincethatisnotalwaysthatsameaswhatisrequiredforjob.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!因素六六：解决决问题题ProblemSolvingAnalyticalandcreativeabilitiesrequiredforproblemsolvinganddevelopments解决问问题所所需的的分析析力和和创造造性Complexityofoperationalandadministrativeproblems处理问问题的的复杂杂性解决问题的的创造性InnovativeProblemSolving1Noimprovementnecessary不需要改良32Update-tools,techniques,methodsrelatedtoaposition在工作范围围内,更新新工具,技技巧和方法法Improve-tools,techniques,methodsrelatedtoafunction在功能组别别内,改良工具,技巧和方方法76Uniquedevelopment-newinthemarket市场上的新新发明Invention-morescientific,technical科学和技术术上的新发发明45Create-newtechniques,methodswithinternalsupport源至内部的的帮助,创造新的技技巧和方法法Create-newtechniques,methodswithexternalsupport源至外来的的帮助,创创造新的技技巧和方法法级别Degree解决问题的的复杂性Operational/AdministrativeProblemSolving7645321Routine-followinstructions按常规工作作-跟跟随指示Choice-twooptions二选一Alternativeoptions-requiringanalysis有选择的-需要要分析Forecast-investigationofimpactonoutcomesuchasrevenue,cost,reactionsetc.预测-研研究对结结果的影响响,例如,收入,成成本及反馈馈Forecastwithuncertainfuturevariables-investigationofcomplicatedvariablesandimpactonoutcomesuchasaccuracy,predictionsonrevenue,cost,position,reactionsetc.预测未来不不确定的因因素-研研究复杂杂因素和对对结果的影影响,例如如,准确性性,预测测收入,成成本,职位及反馈馈Acrossentireorganization横跨整个机机构Acrossseveralorganizations横跨几个机机构Theoperational/administrativeproblemgrowwiththescopeandsizeofthepositionwhereasthisisnotthecasewithinnovativeproblems.复杂性问题题随著职位位的范围和和规模增加加,但创造造性问题却却不一样!因素七七：环境条条件EnvironmentalConditionsEnvironment环境normal正常-no/limitedadaptation不需/有限限的适应difficult非正常-governedbytechnicaltoolsand/ormentalprocessand/orrequiresphysicaleffort技术设备因因素及/或或精神程序序及/或需需要体力劳劳动Risknormal正常-onlyunpredictedeventsmayinterruptthenormalcourseofaction基于一些不不能预测的的事件妨碍碍正常运作作difficult非正常-constantlyfacespoliticaluncertaintyorindustrialrisk经常面对政政局不稳或或工业风险险分数转换表表IPE系统的应用用ApplicationsofIPESystemAclearrankingofpositions明确分出职职位的级别别Areliablebaseforanequitablesalarystructure作为一个公公平的工资资结构的可可靠依据Aglobaloverviewofrelationsbetweenpositions宏观的了解解职位的相相互关系Astartingpointforposition/personprofiles职位、任职职者形象描描述的出发发点Adatabaseforcareerplanningandsuccession职业发展和和继承的数数据库Anobjectivereferencetosolvetitlingissues解决职称问问题的客观观参考Ameansofmarketcomparison市场比较的的手段清晰的职位位等级ClearRankingofPositionsL-1LL-1L-2L-2L-3L-3L-1L-2L-2L-1L-2L-2L-2L-2IPE系统的应用用ApplicationsofIPESystemAclearrankingofpositions明确分出职职位的级别别Areliablebaseforanequitablesalarystructure作为一个公公平的工资资结构可靠靠依据Aglobaloverviewofrelationsbetweenpositions宏观的了解解职位的相相互关系Astartingpointforposition/personprofiles职位、任职职者形象描描述的出发发点Adatabaseforcareerplanningandsuccession职业发展和和继承的数数据库Anobjectivereferencetosolvetitlingissues解决职称问问题的客观观参考Ameansofmarketcomparison市场比较的的手段SalaryStructure-CompanyZZ公司工资结结构ThereisnoSalaryStructure工资无结构构Salariesaredecidedcasebycase工资随机性性Obviousinternalinequity内部无公平平IPE系统的应用用ApplicationsofIPESystemClearrankingofpositions明确确分分出出职职位位的的级级别别Areliablebaseforanequitablesalarystructure作为为一一个个公公平平的的工工资资结结构构的的可可靠靠依依据据Aglobaloverviewofrelationsbetweenpositions宏观观的的了了解解职职位位的的相相互互关关系系Astartingpointforposition/personprofiles职位位、、任任职职者者形形象象描描述述的的出出发发点点Adatabaseforcareerplanningandsuccession职业业发发展展和和继继承承的的数数据据库库Anobjectivereferencetosolvetitlingissues解决决职职称称问问题题的的客客观观参参考考Ameansofmarketcomparison市场场比比较较的的手手段段PositionEvaluation职位位评评估估IPE系统统的的应应用用ApplicationsofIPESystemAclearrankingofpositions明确确分分出出职职位位的的级级别别Areliablebaseforanequitablesalarystructure作为为一一个个公公平平的的工工资资结结构构的的可可靠靠依依据据Aglobaloverviewofrelationsbetweenpositions宏观观的的了了解解职职位位的的相相互互关关系系Astartingpointforposition/personprofiles职位位、、任任职职者者形形象象描描述述的的出出发发点点Adatabaseforcareerplanningandsuccession职业业发发展展和和继继承承的的数数据据库库Anobjectivereferencetosolvetitlingissues解决决职职称称问问题题的的客客观观参参考考Ameansofmarketcomparison市场场比比较较的的手手段段ThePositionandTheIncumbent职位位和和任任职职者者比比较较CRG等级级IPE系统统的的应应用用ApplicationsofIPESystemAclearrankingofpositions明确确分分出出职职位位的的级级别别Areliablebaseforanequitablesalarystructure作为为一一个个公公平平的的工工资资结结构构的的可可靠靠依依据据Aglobaloverviewofrelationsbetweenpositions宏观观的的了了解解职职位位的的相相互互关关系系Astartingpointforposition/personprofiles职位位、、任任职职者者形形象象描描述述的的出出发发点点Adatabaseforcareerplanningandsuccession职业业发发展展和和继继承承的的数数据据库库Anobjectivereferencetosolvetitlingissues解决决职职称称问问题题的的客客观观参参考考Ameansofmarketcomparison市场场比比较较的的手手段段PromotionandConsequences提升升和和结结果果VIVIIIIII290220170130100公司等级InternalGrading标准工资ReferenceSalary应得的报酬

Recognition挑战Challenge风险Risk乌托邦Utopia提升升的的标标准准依依照照公公司司等等级级而而定定Promotionstepsfollowtheinternalgrading标准准工工资资随随公公司司等等级级变变化化而而变变化化ReferenceSalaries(PayforPosition)areinlinewithinternalgrading提升升是是由由技技能能决决定定，，而而非非仅仅由由绩绩效效而而定定Promotionisbuiltoncompetencies,notonperformanceonlyIPE系统的应用ApplicationsofIPESystemAclearrankingofpositions明确分出职位位的级别Areliablebaseforanequitablesalarystructure作为一个公平平的工资结构构的可靠依据据Aglobaloverviewofrelationsbetweenpositions宏观的了解职职位的相互关关系Astartingpointforposition/personprofiles职位、任职者者形象描述的的出发点Adatabaseforcareerplanningandsuccession职业发展和继继承的数据库库Anobjectivereferencetosolvetitlingissues解决职称问题题的客观参考考Ameansofmarketcomparison市场比较的手手段PositionEvaluation职位评估IPE系统的应用ApplicationsofIPESystemAclearrankingofpositions明确分出职位位的级别Areliablebaseforanequitablesalarystructure作为一个公平平的工资结构构的可靠依据据Aglobaloverviewofrelationsbetweenpositions宏观的了解职职位的相互关关系Astartingpointforposition/personprofiles职位、任职者者形象描述的的出发点Adatabaseforcareerplanningandsuccession职业发展和继继承的数据库库Anobjectivereferencetosolvetitlingissues解决职称问题题的客观参考考Ameansofmarketcomparison市场比较的手手段YourPositionvs.Market评估原则EvaluationRules1.EvaluateTopDown职位评估由上上至下2. Noonemayevaluateownposition不不可评估个人人职位3. Checkinternalequity检验验内部平衡Rankallpositionsevaluatedaccordingtosize按照被评估职职位的级别排排列Compareacrossalldivisionsordepartments跨部门对比职职位Calibratetoensureequityacrosstheboard校正异常职位位以确保内部部平衡评估步骤EvaluationProcess1.Selectbenchmarkpositions选择标准职位位2.Gatherdataonbenchmarkpositions标准职位信息息收集3.Selectpositionanalysts挑选职位分析析员4.Formevaluationcommittee建立评估委员员会5.Communicatetheprocesstothoseinvolved与评估参与者者进行沟通6.Trainevaluationcommittee培训评估委员员会7.Evaluatepositions职位评估8.Puttheevaluationresultstouse应用评估估结果9、静夜四四无邻，，荒居旧旧业贫。。。12月-2212月-22Tuesday,December13,202210、雨中黄黄叶树，，灯下白白头人。。。23:59:2723:59:2723:5912/13/202211:59:27PM11、以我独独沈久，，愧君相相见频。。。12月-2223:59:2723:59Dec-2213-Dec-2212、故人江江海别，，几度隔隔山川。。。23:59:2723:59:2723:59Tuesday,December13,202213、乍见见翻疑疑梦，，相悲悲各问问年。。。12月月-2212月月-2223:59:2723:59:27December13,202214、他乡生白发发，旧国见青青山。。13十二月月202211:59:27下午午23:59:2712月-2215、比不了得就就不比，得不不到的就不要要。。。十二月2211:59下下午12月-2223:59December13,202216、行行动动出出成成果果，，工工作作出出财财富富。。。。2022/12/1323:59:2723:59:2713December202217、做前，，能够环