职位分析与职位评估很详细.ppt

*,*,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,职位分析与职位评估,12/10/2025,1,Agenda,日程,战略性人力资源管理的基本内容,流程分析与组织结构,如何进行职位分析,如何编写职位说明书,如何进行职位评估,职位体系的其他问题,12/10/2025,2,Objectives,课程目标,To learn the concept of strategic human resources management,学习战略性的人力资源管理理念,To know why to clarify the role of position,弄清楚为什么要澄清岗位的角色和职责,To know how to conduct job analysis,学习如何进行职位分析,To understand how to write the position clarification,掌握如何描写岗位说明书,To have a basic understanding of Position Evaluation,基本掌握职位说明体系,12/10/2025,3,战略性的人力资源管理,Strategic Human Resources Management,12/10/2025,4,宏观管理,A Global View of Management,经营策略,Business Strategy,经营业绩,Performance,附加价值,Added Value,金融资源,Financial,Resources,技术资源,Technical,Resources,人力资源,Human,Resources,12/10/2025,5,长期,Long Term,持续,Continuity,人力,Human Resources,中期,Medium Term,生产率,Productivity,技术,Technical Resources,短期,Short Term,产出,Yield,资金,Financial Resources,企业资源,The Corporate Resources,12/10/2025,6,人力资源管理模式,Human Resources Management Model,职 位 说 明,POSITION CLARIFICATION,目标确定,OBJECTIVE,SETTING,职 位 评估,POSITION EVALUATION,工作表现审核,PERFORMANCE REVIEW,薪酬政策,COMPENSATON,人力资源开发,HUMAN RESOURCES DEVELOPMENT,12/10/2025,7,组织设计的基本框架,1、,流程,关键的流程是什么？,2、,结构,我们需要什么样的工作、职位、职责、权限以及他们之间的关系?,3、,知识和信息,我们需要什么样的信息，如何才能得到？,4、,决策,什么地方需要做决策，谁来做，基于什么？,5、,奖励,什么样的行为是奖励的，什么是不奖励的?,6、,素质,需要什么样的素质，如何发展这些素质?,12/10/2025,8,流程的基本定义/内容,流程包含一系列的行为,行为是一系列的任务,任务可以分成不同要素,12/10/2025,9,如何辨别核心业务流程,计划,合同管理,客户支持,概念设计,开发草图,细节设计,产品线设计,产品线运作,质量控制,仓库管理,运输管理,送货管理,客户管理,产品开发,产品制造,运输,目的：,客户满意度,12/10/2025,10,简单流程举例,定单,执行,批准,纠正,送到物流部,接受定单,包装定单,装车,顾客,12/10/2025,11,什么是流程图,流程的操作者,流程的输入和最终输出,流程或工作流内的步骤或行为,用来支持流程的系统和技术,流程内的断点,流程图是用来标示组织中流程如何流程的图例。流程图可以用来帮助我们理解流程内的工作步骤。一个典型的流程图表示：,12/10/2025,12,流程图示,什么开始流程,?,O,P,E,R,A,T,O,R,S,if“no”,PROCESS FLOW,谁开始流程?,谁/什么是流程的操作者,?,什么是流程的主要问题或断点,?,谁做决策,?,虚线表示自动的工作步骤,什么是流程内的主要工作步骤?,Which steps areautomated/systemssupport the process?,s,s,if“yes”,12/10/2025,13,标准流程举例,12/10/2025,14,标准流程举例,12/10/2025,15,如何类集工作?,How should work be organized?,1.,By Function,按职能,2.,By Product,按产品,3.,By Territory,按地域,12/10/2025,16,组织设计,Organization Design,网络,NETWORK,IT,Strategy,Policy,Communication,Control,HR,R+D,Production,Finance,Sales,12/10/2025,17,如何类集工作?,How should work be organized?,4.,By Function,Product,Territory,按行业、产品、地域,12/10/2025,18,如何类集工作?,How should work be organized?,4.,By Function,Product,Territory,按行业、产品、地域,12/10/2025,19,公司结构该成什么形状？,What shape should the Organization Structure be?,多层与小单位及微小的管辖范围？,Tall with small units and small spans of control?,少层与大单位及宽大的管辖范围？,Flat with large units and wide spans of control?,12/10/2025,20,对比多层与少层之公司架构,Tall versus Flat Structures,Tall,多层,Flat,少层,较多时间予分析及有条理地作决定较多时间予协调及解决分歧,1,More time for analysis and orderlyMore time in coordination and,decision making resolving differences,较多时间向上层辨明正确决定较多时间予讨论及咨询,2,More time spent in justifying More time in discussion and,decision upwardsconsultation,传递资料时出现曲解较少出现与上层沟通之曲解,3,Distortion in flow of informationLess distortion of upward communication,依赖上司依赖自己,4,Rely on boss!Rely on yourself!,缺乏自主权存在自主性,5,Lacks autonomyAutonomous existence,12/10/2025,21,从远景到职位,From Vision to Position,组 织,Vision,Responsibility,Function,Organization,Strategy,Position,部 门,责 任,职 位,战 略,远 景,12/10/2025,22,一个职位在公司的位置,The Place of an Position within an Organization,公司、机构,ORGANIZATION,部门,FUNCTION,部门,FUNCTION,责任范围,Areas of Responsibility,职位,Position,职位,Position,职位,Position,职位,Position,职位,Position,职位,Position,责任范围,Areas of Responsibility,职位,Position,职位,Position,职位,Position,职位,Position,职位,Position,职位,Position,部门,FUNCTION,12/10/2025,23,僵硬的工作关系,12/10/2025,24,有限的工作关系,12/10/2025,25,有机的工作关系,12/10/2025,26,Position Clarification,职位说明,公司的要求,Expected role,沟通,Communication,承诺,Commitment,激励,Motivation,个人的理解,Perceived role,完成,Fulfilled role,双方同意,Accepted role,工作表现,Performance,薪酬,Compensation,更新,Adaptation,战略政策,Strategy,组织结构,Organization,竞争,Competition,工作表现契约,Performance contract,职位说明,Position clarification,有效,Effectiveness,成功,Success,固定,Fixed,浮动,Variable,12/10/2025,27,Position Clarification Commitment,对职位说明的认同,POSITION HOLDER,VIEW OF POSITION,任职者的理解,SUPERVISOR VIEW OF POSITION,主管的理解,12/10/2025,28,The Middle Management Washing Machine,高,Top,中,Middle,低,Bottom,清楚,Clear,含糊,Fuzzy,清楚,Clear,12/10/2025,29,如何书写职位说明书,How to Write the Position Description,12/10/2025,30,高层,Top,清楚,Clear,中层,Middle,失真,Fuzzy,底层,Bottom,清楚,Clear,中层管理洗衣机,12/10/2025,31,Job Clarification Form,12/10/2025,32,职位说明书,(1),Position Clarification(1),IDENTITY,确立,Date,日期,Organization,机构,Department,部门,Position Title,职位名称,Incumbent,任职者,Approval,接受,Supervisor,主管,Supervisors Name,主管名称,Approval,批准,12/10/2025,33,职位说明书,(2),Position Clarification(2),目的（职位存在的理由，在什么范围内达到什么目的),PURPOSE(Why the position exists,within what limits and with what objectives),为了,在范围,做,12/10/2025,34,职位说明书,(3),Position Clarification(3),经 济 类 指 标,Financial,公 司 指 标,部 门 指 标,非经济,Non financial,公司总人数,Total no.of employees,下属人数,No.of subordinates:Direct-,直接,Indirect-,间接,类别,经理 专业人员 其他,Kind:Managers Specialists Other,12/10/2025,35,职位说明书,(4),Position Clarification(4),互相影响的网络,NETWORK OF INTERACTION,外部,EXTERNAL,内部,INTERNAL,外部,EXTERNAL,12/10/2025,36,职位说明书,(5),Position Clarification(5),MINIMUM REQUIREMENTS,最低要求,Education,教育,Experience,经验,Specific Knowledge,特别知识,Competencies,技能,12/10/2025,37,职位说明书,(6),Position Clarification(6),任职者 职位名称 日期,INCUMBENT POSITION TITLEDATE,AREAS OF RESPONSIBILITY,责任范围,Headings,标题,Ranking,优先排列,下定义,为了,什么效果，做什么,Definition,in order to,achieve what results,IMPACT,影响级别,Full,全部,Partial,部分,Supporting,协助,MEASUREMENT CRITERIA,衡量标准,Quantitative,数量,Qualitative,质量,12/10/2025,38,澄清责任范围,Analysis of Areas of Responsibility,任务,Role,结果,Results,级别,Level,1.,动词,做什么,为了 结果,2.,职责的级别或层次,3.,衡量的标准,12/10/2025,39,招聘,Recruitment,为什么(目的),Why(Purpose)?,为了,在时间、成本和质素上满足使用者的要求,In order to,satisfy user specifications in time,cost and quality,做什么(活动),What(Activities)?,辨别、选择、面试、推荐、聘请合格的人选,identify,select,interview,recommend and hire,suitable candidates,12/10/2025,40,流动现金的管理,Cash flow management,为什么(目的),Why(Purpose)?,为了,保持足够的流动现金和获得最高的回报,In order to,maintain sufficient liquidity and maximize returns,做什么(活动),What(Activities)?,预测和估计短期和长期的资本需求,债务和债权人,predict and assess short-term and long-term capital requirements,debtors and creditors,12/10/2025,41,销售,Sales,为什么(目的),Why(Purpose)?,为了,介绍产品和获得销售,In order to,introduce products and obtain sales,做什么(活动),What(Activities)?,辨别、接触和拜访准客户,identify,contact and visit prospective companies,12/10/2025,42,Responsibilities Mapping,12/10/2025,43,全部，部分或协助？,Full,Partial or Supporting?,全部,FULL,部分,PARTIAL,协助,SUPPORTING,在同等级内的责任,Responsibility,within,the same,hierarchy,责任被分配在机构的左右,Responsibility,shared,left and right,in the organization,责任在机构内的某处,Responsibility,somewhere else,in the organization,12/10/2025,44,如何证明优异的工作成绩？,How can you prove that you have achieved good results?,衡量,Measurement,12/10/2025,45,责任澄清,12/10/2025,46,责任澄清,12/10/2025,47,职位说明书,(2),Position Clarification(2),目的（职位存在的理由，限度和目标),PURPOSE(Why the position exists,within what limits and with what objectives),为了,在范围,做,12/10/2025,48,“,该职位为什么存在,Why does this position exist?”,动词,责任 在 范围内,Verbs,Role Within Framework,职位存在的目的,Purpose,12/10/2025,49,目的(职位目标,限制和存在的理由),Purpose.,Results,结果,Market Share,市场份额,Profit,利润,Sales,销售额,Quantity,数量,Quality,质量,Service,服务,.,Policy,政策,Principles,原则,Guidelines,准则,Supervision,监督管理,Organize,组织,Direct,指导,Recommend,推荐,Plan,计划,Operate,操作活动,With What Objectives,目标?,Within Which Limits,限制?,Why Does The Position Exist,职位存在的理由?,为了,做什么,在,$,12/10/2025,50,职位目的之写法(高级顾问),为,为保持高质的服务水准以实现销售额，利润及保留增加客户的目标，,在,在公司的政策及营业方向和客户在质量，时间，可靠性而有效利用资金要求下，,做,管理工资和福利调查，主持咨询项目，提供和促进客户服务，管理办公室职员及代理总经理职务。,12/10/2025,51,为,为最大限度地利用销售资源增加销售额,扩大市场产品形象,在,在指定的销售范围区域内,和公司政策规定指导下,做,计划销售策略,观察,监督和领导销售代表完成销售目标和建立市场信息渠道。,职位目的之写法(大区客户销售经理),12/10/2025,52,你本人职位存在的价值是什么？,职位存在的目的,Purpose,12/10/2025,53,职位说明项目的安排,Logistics of Position Clarification,最新的机构图,Organization chart up-to-date and complete,职位和任职者的名单,List of positions and incumbents,主管职位和任职者的名单,List of supervisory positions and incumbents,活动时间表,Calendar for communication-implementation follow-up,职位说明书表格,Format of position clarification,12/10/2025,54,撰写职位说明书的步骤,Position Clarification Process,本人修改,Revision by the,incumbent,转给上级,Transmission to the,supervisor,撰写草稿,Writing of a draft of,Position Clarification,上下级取得一致,Agreement,-Supervisor,-Incumbent,面试任职者,Interview of,incumbent,完成,Final,Position Clarification,12/10/2025,55,面试,Interview,欢迎,Welcome,面试的目的,Objectives of the meeting,写职位说明书的目的,Objectives of the position clarification,职位分析,Position analysis,跟踪,Follow,-up,12/10/2025,56,面试的目的,Objectives of the Interview,分析职位 任职者,Position analysis Incumbent analysis,起草职位说明书,Position clarification draft,任职者审核,Incumbent,s review,上级批准,Supervisors approval,12/10/2025,57,如何书写职位说明书,How to Write Position Clarification?,收集该职位有关的信息,Collect information around the position.,经营活动，组织设置，关键数据,Business activities,organization set-up,key data,内外业务联系,Internal and external business relationships,面试任职者,Interview the incumbent.,(1)确定相互影响关系,Define the interaction network.,确定经营活动的重要数据,Define key-data of business value and volume.,辨别主要的责任,Identify key-areas of responsibilities.,(2)澄清角色，目标，影响，衡量指标,Clarify role,results,impact,measurement criteria.,(3)总结主要责任及限制范围,Summarize key-role with limits and objectives.,(4)确定任职要求,Define main position requirements:education,experience,skills.,保证有效性及取得一致意见,Ensure validity and common agreement.,任职者审核并同意,Review and agreement from the incumbent.,上级、公司同意,Review and agreement from the supervisor,the organization.,12/10/2025,58,岗位评估-定义,通过考查岗位内容和组织结构,用一套连续、有序、清晰的方式,在一个组织内部确定不同岗位相对重要性大小的方法，其目的在与评估岗位在组织中的相对价值。,评估的只是职位的相对价值，因此，岗位评估的过程是一个分析、判断与比较的过程。,岗位评估的是岗位的相对价值，不是对任职者的评估。,岗位评估不是岗位分析。,12/10/2025,59,岗位评估,我们为什么要评估岗位？,如果我们没有岗位的价值体系会发生什么？,这个后果会对我们的业务有什么影响？,12/10/2025,60,岗位评估的方法,工作分类法（,Job Classification Method,）,因素比较法（,Factor Comparison Method,）,点值法（,Point Rating Method,）,12/10/2025,61,点值法的步骤,1、确定付酬因素，并确定总分值（1000分）,教育,经验,管理职责,业务职责,工作环境,工作的独立性,犯错误的后果,12/10/2025,62,点值法的步骤,2、对每个付酬因素进行描述,12/10/2025,63,点值法的步骤,3、确定每个因素的分数等级,12/10/2025,64,点值法的步骤,3、确定每个因素的分数等级,12/10/2025,65,点值法的步骤,4、对职位进行评估,12/10/2025,66,点值法的步骤,5、根据评估分数建立职位等级,12/10/2025,67,点值法的步骤,5、根据评估分数建立职位等级和公司的职位矩阵,12/10/2025,68,Human Capital Strategy-People,人力资源战略-员工,People,员工,Competencies,能力,Assessment,评估,Leadership,领导能力,Performance,业绩,Objectives,目标,Review,审核,Total Rewards,全部报酬,Position,职位,Clarification,分类,Evaluation,评估,People,员工,Competencies,能力,Assessment,评估,Selection&Recruitmen,人员选聘,Learning&Development,学习与发展,Growth&Retention,成长与挽留,Feedback,回馈,Communication,沟通,12/10/2025,69,