执行总裁岗位职责

执行总裁岗位职责

KeyResponsibilities:

1.BusinessResponsibilities:

-TakeresponsibilityfortheGroupChairmanandPresident.

-Managetheoperationsofthefinance,investment,technology,andadministrativedepartments.

-AssisttheGroupPresidentinformulatingthegroup'sdevelopmentstrategyandadjustittimelybasedonchangesininternalandexternalenvironments.

-Basedonthegroup'smediumtolong-termdevelopmentstrategy,assisttheGroupPresidentinformulatingtheannualbusinessplanandsuperviseitsimplementation.

-Leadthegroup'sdailyoperations,organizetheformulationofworkplans,holdrelevantmeetings,andimplementandsupervisetherelatedplanindicators.

-AssistthePresidentinformulatingtheannualbudget,coordinatethemutualsupportamongdepartments,andensuretherealizationofannualbusinessobjectives.

-Establishandimprovethegroup'sorganizationalstructureandpromotetheimplementationofvariousstrategicplans.

-AssisttheGroupPresidentinestablishingandimprovingthemodernmanagementsystemandpromotethemodernmanagementprocessofthegroup.

-Responsiblefortheplanning,design,construction,andimplementationoftheenterpriseinformationplatform.

-AssisttheGroupPresidentinachievingthegroup'sannualbusinessobjectivesandassetpreservationandappreciation.

-Beresponsiblefortheauditofbasicmanagementsystemsofthedepartmentsundersupervision.

-Beresponsiblefortheapprovaloftheannualfinancialbudgetofthedepartmentsundersupervision.

-Beresponsiblefortheauditofthepoliciesofthedepartmentsundersupervision.

-Beresponsiblefortheauditoftheoperationprocessesofthedepartmentsundersupervision.

-Beresponsiblefortheperformanceevaluationofthedirectsubordinatesofthedepartmentsundersupervision.

-Takeleadershipresponsibilityfortheworkeffectofthedepartmentsundersupervision.

-Beresponsibleforthesafetyofthegroup'spropertywithinthedepartmentsundersupervision.

-Havethenominationrightfortheappointmentandremovalofthedirectsubordinatesofthedepartmentsundersupervision.

-Havetherighttoappointandremovetheindirectsubordinatesofthedepartmentsundersupervision.

2.ManagementResponsibilities:

-OrganizationalDevelopment:

-AssistthePresidentindiscussingthegroup'sorganizationalstructureandcontinuousoptimization.

-Proposesolutionswhenfindingissueswiththegroup'simportantpositionsettingsordivisionoflabor,andreporttothePresidentandtheBoardofDirectors.

-RecruitmentandAppointment:

-Basedonthegroup'sstrategicdevelopmentneeds,proposeplansforexecutiveandspecialtalentallocationandsubmitthemtotheBoardofDirectorsforconfirmation.

-Confirmthetalentneeds(includingjobresponsibilitiesandqualifications)submittedbydirectsubordinatesandsubmitthemtotheBoardofDirectorsforconfirmation.

-Conductpreliminaryinterviewsfordirectsubordinatepositions.

-Conductfinalinterviewsforthedirectsubordinates'directsubordinatepositionsandmakethefinaldecision.

-Organizeandparticipateintheinterviewprocess.

-HandlingofIneligibleEmployees:

-ProposesuggestionsfordealingwithineligibledirectsubordinatesandsubmitthemtothePresidentforconfirmation.

-ConfirmthesuggestionsfordealingwithineligibleemployeesproposedbydirectsubordinatesandhandthemovertotheHumanResourcesDepartment.

-Training:

-ProposetrainingplansfordirectsubordinatesandsubmitthemtothePresidentforconfirmation.

-PerformanceEvaluation:

-ProposeperformanceevaluationprinciplesforsubordinatepositionsandsubmitthemtothePresidentandtheBoardofDirectors.

-Basedontheconfirmedperformanceevaluationprinciples,organizesubordinatedepartmentstoformulateperformanceevaluationplans.

-Reportthegroup'sworktothePresidentandtheBoardofDirectorsasscheduled.

-DeliverthePresident'sandtheBoardofDirectors'decisionstodirectsubordinatesinatimelymanner.

-Motivation:

-ProposemotivationprinciplesforsubordinatedepartmentsanddirectsubordinatesandsubmitthemtothePresidentforconfirmation.

-DiscussandconfirmmotivationmethodswiththeHumanResourcesDepartmentbasedontheconfirmedmotivationprinciples.

-BudgetReviewandControl:

-Approvetheexpensesofsubordinatedepartmentsaccordingtofinancialregulationsandconfirmtherationalityoftheexpenditures.

-Superviseandcontroltheex