贝恩-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最终用户对企业的影响

ImpactonOrganization

OrganizationSize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)对企业的影响

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因素二：监督管理

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:44Directsubordinates直接下属:9Indirectsubordinates间接下属:34Totalsubordinates总下属人数:43Headcountofsubordinates: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42S123SSSHHHHHHHHSSHH因素三：责任范围

AreaofResponsiblity

Thediversityandrangesofactivitiesrequiredfortheposition.职位所要求的活动范围和多样性Thedegreeofindependencerequiredtomakedecisionsandinfluenceownandsubordinates’work.

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!Contact=Activity=Responsibility//接触活动责任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

7654231级别

Degree

独立性

Independence

CorporateBoardofDirectorscontrol集团董事会控制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

BusinessUnderstandingMarket市场Organization机构1234345/correctdegreelevelBusinessunderstanding=Professionalunderstanding营业知识面专业知识面!因素四：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1 Normal Basiccourtesy&exchangeofinformation

普通 一般性礼节和交换信息的交流2 Important Moredemandingnature吃力的交流

重要 Cooperation&influencingpeople

要求与人合作,对人施加影响

Negotiations,interviews,salesand purchasingdecisions

谈判,面试,销售,说服等3 Maximum Negotiationsanddecisionsofhigh

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

QualificationEducation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：解决问题ProblemSolvingAnalyticalandcreativeabilitiesrequiredforproblemsolvinganddevelopments

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

InnovativeProblemSolving1Noimprovementnecessary不需要改良32Update-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76Uniquedevelopment-newinthemar