3. **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
4. **战略性的人力资源管理
Strategic Human Resources Management
5. **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
6. **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
7. **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
13. **流程图示什么开始流程?OPERATORSif “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?ssif “yes”
14. **标准流程举例
15. **标准流程举例
16. **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
17. **组织设计Organization Design网络NETWORKITStrategy
Policy
Communication
ControlHRR + DProductionFinanceSales
18. **如何类集工作?How should work be organized?4. By Function, Product, Territory 按行业、产品、地域
19. **如何类集工作?How should work be organized?4. By Function, Product, Territory 按行业、产品、地域
20. **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?
21. **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 orderly More 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 upwards consultation
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 information Less 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 autonomy Autonomous existence
23. **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
33. **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 Supervisor’s Name 主管名称 Approval 批准
34. **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
35. **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
36. **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
37. **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
38. **职位说明书 (6) Position Clarification (6)任职者 职位名称 日期
INCUMBENT POSITION TITLE DATEAREAS 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 resultsIMPACT 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
39. **澄清责任范围Analysis of Areas of Responsibility任务 Role
结果 Results
级别 Level1. 动词 做什么
为了 结果
2. 职责的级别或层次
3. 衡量的标准
40. **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
41. **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
42. **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
43. **Responsibilities Mapping
44. **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
45. **如何证明优异的工作成绩?
How can you prove that you have achieved good results ?衡量Measurement
46. **责任澄清
47. **责任澄清
48. **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
49. **“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
50. **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$
54. **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
55. **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
56. **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
57. **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 Supervisor’s approval
58. **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.