日化行业国际职位评估系统分析报告.pptx

Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,*,SLIDE TITLE,SLIDE TITLE,国际职位评定系统,International Position Evaluation,日化行业国际职位评估系统分析报告,第1页,不清楚职位等级,Unclear Ranking of Positions,L,L-1,L-2,L-2,L-3,L-3,L-1,L-2,L-2,L-1,L-2,L-2,L-1,L-2,L-2,日化行业国际职位评估系统分析报告,第2页,清楚职位等级,Clear Ranking of Positions,L-1,L,L-1,L-2,L-2,L-3,L-3,L-1,L-2,L-2,L-1,L-2,L-2,L-2,L-2,日化行业国际职位评估系统分析报告,第3页,Organization,组织,Function/unit,部门,Position,职位,+,+,Size,规模,Impact,影响,Supervision,监督管理,Area of responsibility,职责范围,Interaction,沟通技巧,Qualification,任职资格,Problem solving,处理问题,Environment,环境,职位评定系统原因,Position Evaluation Factors,日化行业国际职位评估系统分析报告,第4页,职位评定系统分数,The IPE Points,1,2,3,4,5,6,7,5,10,5,10,10,10,15,468,105,190,180,90,30,130,SIZE OF RESPONSIBILITY,职责规模,SCOPE OF RESPONSIBILITY,职责范围,对企业影响,Impact on,organization,监督管理,Supervision,责任范围,Area of responsibility,沟通技考,Interaction,任职资格,Qualification,处理问题难度,Problem solving,环境条件,Environmental,conditions,JOB COMPLEXITY,工作复杂程度,人,数,Numbe,r,类别,Kind,影响,Impact,规模,Size,营业知识面,Business understanding,广度,Diversity,独立性,Independence,内外用处,Organization frame,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,日化行业国际职位评估系统分析报告,第5页,职位评定系统七个原因比重,The Weighting of IPE Factors,处理问题难度,任职资格,沟通技巧,环镜条件,对企业影响,监督管理,责任范围,总分数,Total Points:,65-1193,日化行业国际职位评估系统分析报告,第6页,原因一：对企业影响,Impact on Organization,heavily weighted in the Position Evaluation,在职位评定中占很大比重,the more positions there are on the same organization level,the less impact the positions have,在机构同一层次,职位越多,职位影响则越小,measure the influence the position has on organizations result both in the short-and long-term,量度一个职位对企业短期及长久影响,evaluating the impact from the top of the organization downwards,由上而下进行评定,日化行业国际职位评估系统分析报告,第7页,机构规模,Size of Organization,The impact of a position vary much depends on the size of the organization,职位对企业影响随著机构规模不一样,而有显著不一样,What do we consider as an organization?,怎样定义组织机构?,a line function(e.g.sales,production)+two support functions (e.g.finance,human resources),一个前线功效组别,(比如:销售,生产),+两个支援功效组别,(比如: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 relation to US$),考虑地方通胀率和汇率浮动(兑美金)原因,机构规模查表以,地方货币为单位,而且每年更新一次,日化行业国际职位评估系统分析报告,第8页,机构性质,Nature of the organization,Semi Finished,半完成,Raw Materials,原料,Finished,完成,Wholesale,批发,Final Customer,用户,Value-added Chain,增值链,Table A,Table C,Table B,Ideas,构思,Concepts,概念,Solutions,方案,Systems,系统,Application,应用,Packages,包装,Delivery to Network,经过,销售网络,Final User,最终,用户,日化行业国际职位评估系统分析报告,第9页,日化行业国际职位评估系统分析报告,第10页,日化行业国际职位评估系统分析报告,第11页,对企业影响,Impact on Organization,Organization,Size,机构规模,Head of Organization,机构领导,(,A-level positions,A,级职位,),Staff Function,功效组别,(,B-level positions,B,级职位,),Function/,功效组别,Business Unit,业务组别,(,B-level positions,B,级职位,),Job Area,工作范围,(,C-level positions,C,级职位,),(,D-level positions,and below,D,级或以下职位,),日化行业国际职位评估系统分析报告,第12页,对企业影响,Impact on Organization,机构,Organization,职位,Position,12,11,10,9,6,7,8,9,3,4,5,6,B Level Positions,B,级职位,C Level Positions,C,级职位,D Level Positions,D,级职位,功效/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,日化行业国际职位评估系统分析报告,第13页,日化行业国际职位评估系统分析报告,第14页,原因二：监督管理,Supervision,Supervision,监督,Supervision,监督,Communication,沟通,Communication,沟通,Supervision=Recruit/Train/Develop/Control/Guide/Advise+Functional reporting,监督=招聘/培训/开发/控制/指导/辅导.+功效汇报,Communication=Inform/Exchange ideas/Cooperate/Work in groups.,沟通=通知/交换意见/合作/团体工作.,Headcount,人数:,44,Direct subordinates,直接下属:,9,Indirect subordinates,间接下属:,34,Total subordinates,总下属人数:,43,Headcount of subordinates,:,43,下属人数:,43,日化行业国际职位评估系统分析报告,第15页,下属人数(直接和间接),Number of Subordinates(direct and indirect),gives an indication of the management qualifications required,明确管理者所具备资格,consider the total number of employees for which the postion is responsible,both directly reporting and those reporting through subordinates,包含全部监督职员,直接汇报和经过下属间接汇报人也计算在内,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汇报,将这类下属人数除二,日化行业国际职位评估系统分析报告,第16页,correct degree level,下属类别,Kind of Subordinates,S:Subordinates with specialized activities:analyses,techniques.,下属担任专门活动:分析,技术,H:Subordinates with homogeneous activities:current and basic,下属担任相同活动:现今,基本,4,2,S,1,2,3,S,S,S,H,H,H,H,H,H,H,H,S,S,H,H,日化行业国际职位评估系统分析报告,第17页,日化行业国际职位评估系统分析报告,第18页,原因三：责任范围,Area of Responsiblity,The diversity and ranges of activities required for the position.,职位所要求活动范围和多样性,The degree of independence required to make decisions and influence,own and subordinates work.,对职位本身和下属工作作出决定和影响独立程度,The degree of knowledge required regarding the company/the market.,企业、市场所要求知识程度。,日化行业国际职位评估系统分析报告,第19页,广度,Diversity,!,Contact=Activity=Responsibility,/,/,接触,活动,责任,Diverse activities within a function/unit,在同一功效组别内,担任不一样工作,Several similar activities within a function/unit,在同一功效组别内,担任几个相同工作,Same activities within a function/unit,在同一功效组别内,担任重复性工作,Similar activities within a function/unit,在同一功效组别内,担任相同工作,Diverse activities within different functions/units,在不一样功效组别内,担任不一样工作,Leads an organization,领导机构,Leads a function/unit,领导一个功效组别,Leads several function/unit,领导几个功效组别,8,7,6,5,4,2,3,1,Organization,机构,功效组别,Function,责任范围,Area of Responsibility,Position,职位,Position,职位,Position,职位,Position,职位,功效组别,Function,业务组别,Business Unit,级别,Degree,日化行业国际职位评估系统分析报告,第20页,独立性,Independence,Position holder plans how to attain the goal set and is responsible for independent implementation of results,主管制订目标后,任职人独立实施和负责实施结果,Superior decides what-and when to do,and checks at certain stages,主管制订作什么和何时作并在主要步骤进行监督,What-,why-,when-,where-and how to do the job are clearly defined and supervised,工作过程分明-作什么,为何作,何时作,那里作,怎样作都很清楚说明并受监督,Superior decides what-,when-and how to do,and control from time to time,主管制订作什么,何时作和怎样作并在每一步骤进行监督,Position holder decides what-,why-,when-,where-and how to do within the function,在功效组别内,任职人制订作什么,为何作,何时作,那里作和怎样作,Position holder decides what-,why-,when-,where-and how to do for the organization,任职人为机构制订作什么,为何作,何时作,那里作和怎样作,Position holder sets overall targets and policies for the corporation in consultation with the Corporate Board,谘询集团董事会后,任职人为集团制订全方面目标和政策,7,6,5,4,2,3,1,级别,Degree,日化行业国际职位评估系统分析报告,第21页,独立性,Independence,Corporate Board of Directors,control,集团董事会控制,X,7,6,4,5,3,2,1,outside the organization,企业外,Corporate CEO control,集团总裁控制,Strategic achievement control,战略目标成就控制,X,X,X,X,X,X,X,X,X,X,X,X,X,X,X,X,X,X,within the organization,企业内,Control after delivery,以效果控制,Control through checkpoints,检验控制,Step by step control,一步一步控制,Permanent control,时时刻刻受控制,级别,Degree,日化行业国际职位评估系统分析报告,第22页,营业知识面,Business Understanding,Market,市场,Organization,机构,1,2,3,4,3,4,5,/,correct degree level,Business understanding=Professional understanding,营业知识面,专业知识面,!,日化行业国际职位评估系统分析报告,第23页,日化行业国际职位评估系统分析报告,第24页,原因四：沟通技巧,Interaction,沟通,Communication,Ability,技巧,Frame,范围,Frequency,频率,谈判,Negotiation,决议,Decision,3,1,2,天天,Daily,偶然,Occasional,时常,Frequent,3,2,1,3,2,1,3,2,1,1,2,1,2,1,2,1,2,1,2,1,2,1,2,1,2,1,2,天天,Daily,偶然,Occasional,时常,Frequent,天天,Daily,偶然,Occasional,时常,Frequent,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,Internal,内部,External,外部,日化行业国际职位评估系统分析报告,第25页,Interaction Ability,沟通技巧,1,NormalBasic courtesy&exchange of information,普通普通性礼节和交换信息交流,2,ImportantMore demanding nature,吃力交流,主要,Cooperation&influencing people,要求与人合作,对人施加影响,Negotiations,interviews,sales and,purchasing decisions,谈判,面试,销售,说服等,3,MaximumNegotiations and decisions of high,极大,importance for the WHOLE organization,对整个企业有重大影响谈判和决议,日化行业国际职位评估系统分析报告,第26页,Which degree of Contact Frequency?,沟通频率,Daily,天天,A few times a week,时常,A few times a month,偶然,日化行业国际职位评估系统分析报告,第27页,日化行业国际职位评估系统分析报告,第28页,因 素 五：任职资格,Qualification,Education,学历,the minimum education normally required by the organization,机构要求最低学历,“,Mandatory”normally is defined as at least 9-10 years of education,接收最少九至十年义务教育,Experience,经验,relevant practical experience,相关实际经验,should not be evaluated in terms of number of years,but in terms of the extent of knowledge and skills acquired for the position,不按工作年数评定,而依据按职位所需知识和技巧程度,Should not consider position holders own education and experience since that is not always that same as what is required for job.,不应考虑任职者个人学历和经验,因为这些通常不等于工作所需,!,日化行业国际职位评估系统分析报告,第29页,日化行业国际职位评估系统分析报告,第30页,因 素 六：解 决 问 题,Problem Solving,Analytical and creative abilities required for problem,solving and developments,解 决 问 题 所 需 分 析 力 和 创 造 性,Complexity of operational and administrative problems,处 理 问 题 复 杂 性,日化行业国际职位评估系统分析报告,第31页,处理问题创造性,Innovative Problem Solving,1,No improvement necessary,不需要改良,3,2,Update-tools,techniques,methods related to a position,在工作范围内,更新工具,技巧和方法,Improve-tools,techniques,methods related to a function,在功效组别内,改良工具,技巧和方法,7,6,Unique development-new in the market,市场上新创造,Invention-more scientific,technical,科学和技术上新创造,4,5,Create-new techniques,methods with internal support,源至内部帮助,创造新技巧和方法,Create-new techniques,methods with external support,源至外来帮助,创造新技巧和方法,级别,Degree,日化行业国际职位评估系统分析报告,第32页,处理问题复杂性,Operational/Administrative Problem Solving,7,6,4,5,3,2,1,Routine-follow instructions,按常规工作-跟随指示,Choice-two options,二选一,Alternative options-requiring analysis,有选择-需要分析,Forecast-investigation of impact on outcome such as revenue,cost,reactions etc.,预测-研究对结果影响,比如,收入,成本及反馈,Forecast with uncertain future variables-investigation of complicated variables and impact on outcome such as accuracy,predictions on revenue,cost,position,reactions etc.,预测未来不确定原因-研究复杂原因和对结果影响,比如,准确性,预测收入,成本,职位及反馈,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 the position whereas this is not the case with innovative problems.,复杂性问题随著职位范围和规模增加,但创造性问题却不一样,!,日化行业国际职位评估系统分析报告,第33页,日化行业国际职位评估系统分析报告,第34页,因 素 七：环境条件,Environmental Conditions,Environment,环境,normal,正常,-,no/limited adaptation,不需/有限适应,difficult,非正常,-,governed by technical tools and/or mental process and/or requires physical effort,技术设备原因及/或精神程序及/或需要体力劳动,Risk,normal,正常-,only unpredicted events may interrupt the normal course of action,基于一些不能预测事件妨碍正常运作,difficult,非正常,-,constantly faces political uncertainty or industrial risk,经常面对政局不稳或工业风险,日化行业国际职位评估系统分析报告,第35页,日化行业国际职位评估系统分析报告,第36页,分数转换表,日化行业国际职位评估系统分析报告,第37页,IPE,系统应用,Applications of IPE System,A clear ranking of positions,明确分出职位级别,A reliable base for an equitable salary structure,作为一个公平工资结构可靠依据,A global overview of relations between positions,宏观了解职位相互关系,A starting point for position/person profiles,职位、任职者形象描述出发点,A database for career planning and succession,职业发展和继承数据库,An objective reference to solve titling issues,处理职称问题客观参考,A means of market comparison,市场比较伎俩,日化行业国际职位评估系统分析报告,第38页,清楚职位等级,Clear Ranking of Positions,L-1,L,L-1,L-2,L-2,L-3,L-3,L-1,L-2,L-2,L-1,L-2,L-2,L-2,L-2,日化行业国际职位评估系统分析报告,第39页,IPE,系统应用,Applications of IPE System,A clear ranking of positions,明确分出职位级别,A reliable base for an equitable salary structure,作为一个公平工资结构可靠依据,A global overview of relations between positions,宏观了解职位相互关系,A starting point for position/person profiles,职位、任职者形象描述出发点,A database for career planning and succession,职业发展和继承数据库,An objective reference to solve titling issues,处理职称问题客观参考,A means of market comparison,市场比较伎俩,日化行业国际职位评估系统分析报告,第40页,Salary Structure-Company Z,Z,企业工资结构,There is no Salary Structure,工资无结构,Salaries are decided case by case,工资随机性,Obvious internal inequity,内部无公平,日化行业国际职位评估系统分析报告,第41页,IPE,系统应用,Applications of IPE System,Clear ranking of positions,明确分出职位级别,A reliable base for an equitable salary structure,作为一个公平工资结构可靠依据,A global overview of relations between positions,宏观了解职位相互关系,A starting point for position/person profiles,职位、任职者形象描述出发点,A database for career planning and succession,职业发展和继承数据库,An objective reference to solve titling issues,处理职称问题客观参考,A means of market comparison,市场比较伎俩,日化行业国际职位评估系统分析报告,第42页,Position Evaluation,职位评定,日化行业国际职位评估系统分析报告,第43页,IPE,系统应用,Applications of IPE System,A clear ranking of positions,明确分出职位级别,A reliable base for an equitable salary structure,作为一个公平工资结构可靠依据,A global overview of relations between positions,宏观了解职位相互关系,A starting point for position/person profiles,职位、任职者形象描述出发点,A,database for career planning and succession,职业发展和继承数据库,An objective reference to solve titling issues,处理职称问题客观参考,A means of market comparison,市场比较伎俩,日化行业国际职位评估系统分析报告,第44页,The Position and The Incumbent,职位和任职者比较,CRG,等级,日化行业国际职位评估系统分析报告,第45页,IPE,系统应用,Applications of IPE System,A clear ranking of positions,明确分出职位级别,A reliable base for an equitable salary structure,作为一个公平工资结构可靠依据,A global overview of relations between positions,宏观了解职位相互关系,A starting point for position/person profiles,职位、任职者形象描述出发点,A database for career planning and succession,职业发展和继承数据库,An objective reference to solve titling issues,处理职称问题客观参考,A means of market comparison,市场比较伎俩,日化行业国际职位评估系统分析报告,第46页,Promotion and Consequences,提升和结果,V,IV,III,II,I,290,220,170,130,100,企业等级,Internal Grading,标准工资,Reference Salary,应得酬劳,Recognition,挑战,Challenge,风险,Risk,乌托邦,Utopia,提升标准依照企业等级而定,Promotion steps follow the internal grading,标准工资随企业等级改变而改变,Reference Salaries(Pay for Position)are in line with internal grading,提升是由技能决定，而非仅由绩效而定,Promotion is built on competencies,not on performance only,日化行业国际职位评估系统分析报告,第47页,IPE,系统应用,Applications of IPE System,A,clear ranking of positions,明确分出职位级别,A reliable base for an equitable salary structure,作为一个公平工资结构可靠依据,A global overview of relations between positions,宏观了解职位相互关系,A starting point for position/person profiles,职位、任职者形象描述出发点,A database for career planning and succession,职业发展和继承数据库,An objective reference to solve titling issues,处理职称问题客观参考,A means of market comparison,市场比较伎俩,日化行业国际职位评估系统分析报告,第48页,Position Evaluation,职位评定,日化行业国际职位评估系统分析报告,第49页,IPE,系统应用,Applications of IPE System,A,clear ranking of positions,明确分出职位级别,A reliable base for an equitable salary structure,作为一个公平工资结构可靠依据,A global overview of relations between positions,宏观了解职位相互关系,A starting point for position/person profiles,职位、任职者形象描述出发点,A database for career planning and succession,职业发展和继承数据库,An objective reference to solve titling issues,处理职称问题客观参考,A means of market comparison,市场比较伎俩,日化行业国际职位评估系统分析报告,第50页,Your Position vs.Market,日化行业国际职位评估系统分析报告,第51页,评定标准,Evaluation Rules,1.,Evaluate Top Down,职位评定由上至下,2.No one may evaluate own position不可评定个人职位,3.Check internal equity检验内部平衡,Rank all positions evaluated according to size,按照被评定职位级别排列,Compare across all divisions or departments,跨部门对比职位,Calibrate to ensure equity across the board,校正异常职位以确保内部平衡,日化行业国际职位评估系统分析报告,第52页,评定步骤,Evaluation Process,1.,Select benchmark positions,选择标准职位,2.,Gather data on benchmark positions,标准职位信息搜集,3.,Select position analysts,挑选职位分析员,4.,Form evaluation committee,建立评定委员会,5.,Communicate the process to those involved,与评定参加者进行沟通,6.,