贝恩的国际职位评估系统
- 1. 国际职位评估系统 International Position Evaluation贝恩管理咨询公司 bain
- 2. 不清晰的职位等级 Unclear Ranking of PositionsLL-1L-2L-2L-3L-3L-1L-2L-2L-1L-2L-2L-1L-2L-2
- 3. 清晰的职位等级 Clear Ranking of PositionsL-1LL-1L-2L-2L-3L-3L-1L-2L-2L-1L-2L-2L-2L-2
- 4. 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 解决问题 Environment 环境职位评估系统因素 Position Evaluation Factors
- 5. 职位评估系统分数 The IPE Points12345675105101010154681051901809030130 SIZE OF RESPONSIBILITY 职责规模SCOPE OF RESPONSIBILITY 职责范围对企业的影响 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 解决问题难度 Problem solving环境条件 Environmental conditionsJOB COMPLEXITY 工作复杂程度人数 Number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
- 6. 职位评估系统七个因素的比重 The Weighting of IPE Factors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 Total Points: 65-1193
- 7. 因素一：对企业的影响 Impact on Organization heavily weighted in the Position Evaluation 在职位评估中占很大比重 the more positions there are on the same organization level, the less impact the positions have 在机构的同一层次,职位越多,职位的影响则越小 measure the influence the position has on organization’s result both in the short- and long-term 量度一个职位对企业短期及长期的影响 evaluating the impact from the top of the organization downwards 由上而下进行评估
- 8. 机构规模 Size of Organization The impact of a position vary much depends on the size of the organization 职位对企业的影响随著机构的规模不同,而有明显的不同 What do we consider as an organization? 如何定义组织机构? 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) 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)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
- 9. 机构的性质 Nature of the organization Semi Finished 半完成Raw Materials 原料Finished 完成Wholesale 批发Final Customer 顾客Value-added Chain 增值链Table ATable CTable BIdeas 构思Concepts 概念Solutions 方案Systems 系统Application 应用Packages 包装Delivery to Network 通过销售网络Final User 最终用户
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- 12. 对企业的影响 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 功能组别 (B-level positions B级职位)Function/ 功能组别 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)
- 13. 对企业的影响 Impact on Organization 机构 Organization职位 Position121110 967893456B Level Positions B级职位C Level Positions C级职位 D Level Positions D级职位功能/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
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- 15. 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…+Functional reporting 监督=招聘/培训/开发/控制/指导/辅导... +功能报告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 : 43Headcount of subordinates : 43 下属人数 : 43
- 16. 下属人数 (直接和间接的) Number of Subordinates (direct and indirect) gives an indication of the management qualifications required 明确管理者所具备的资格 consider the total number of employees for which the postion is responsible, both directly reporting and those reporting through subordinates 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 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报告, 将这类下属的人数除二
- 17. correct degree level 下属类别 Kind of Subordinates S: Subordinates with specialized activities: analyses, techniques .. 下属担任专门的的活动:分析,技术H: Subordinates with homogeneous activities: current and basic … 下属担任相似的活动:现今的,基本的42S123SSSHHHHHHHHSSHH
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- 19. 因素三：责任范围 Area of Responsiblity The diversity and ranges of activities required for the position. 职位所要求的活动范围和多样性 The degree of independence required to make decisions and influence own and subordinates’ work. 对职位自身和下属工作作出决定和影响的独立程度 The degree of knowledge required regarding the company / the market. 公司、市场所要求的知识程度。
- 20. 广度 Diversity!Contact=Activity=Responsibility//接触 活动责任Diverse activities within a function/unit 在同一功能组别内,担任不同的工作Several similar activities within a function/unit 在同一功能组别内,担任几个相似的工作 Same activities within a function/unit 在同一功能组别内,担任重复性的工作Similar activities within a function/unit 在同一功能组别内,担任相似的工作Diverse activities within different functions/units 在不同功能组别内,担任不同的工作 Leads an organization 领导机构Leads a function/unit 领导一个功能组别Leads several function/unit 领导几个功能组别87654231 Organization 机构 功能组别 Function 责任范围 Area of Responsibility Position 职位 Position 职位 Position 职位 Position 职位 功能组别 Function 业务组别 Business Unit级别 Degree
- 21. 独立性 IndependencePosition holder plans how to attain the goal set and is responsible for independent implementation of results 主管制定目标后,任职人独立实施和负责实施的结果Superior decides what- and when to do, and checks at certain stages 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- 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,如何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 主管制定作什么,何时作和如何作并在每一环节进行监督 Position holder decides what-, why-,when-,where- and how to do within the function 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Position holder decides what-, why-,when-,where- and how to do for the organization 任职人为机构制定作什么,为何作, 何时作,那里作和如何作 Position holder sets overall targets and policies for the corporation in consultation with the Corporate Board 谘询集团董事会后, 任职人为集团制定全面的目标和政策 7654231级别 Degree
- 22. 独立性 Independence Corporate Board of Directors control 集团董事会控制X7645321outside the organization 公司外 Corporate CEO control 集团总裁控制Strategic achievement control 战略目标成就控制XXXXXXXXXXXXXXXXXXwithin the organization 公司内Control after delivery 以效果控制Control through checkpoints 检查控制Step by step control 一步一步控制Permanent control 时时刻刻受控制级别 Degree
- 23. 营业知识面 Business UnderstandingMarket 市场Organization 机构1234345/correct degree levelBusiness understanding=Professional understanding营业知识面专业知识面!
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- 25. 因素四：沟通技巧 Interaction沟通 CommunicationAbility 技巧Frame 范围Frequency 频率谈判 Negotiation决策 Decision 31 2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
- 26. Interaction Ability 沟通技巧1 Normal Basic courtesy & exchange of information 普通 一般性礼节和交换信息的交流 2 Important More demanding nature吃力的交流 重要 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 Maximum Negotiations and decisions of high 极大 importance for the WHOLE organization 对整个公司有重大影响的谈判和决策
- 27. Which degree of Contact Frequency? 沟通频率Daily 天天A few times a week 时常A few times a month 偶尔
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- 29. 因 素 五：任职资格 QualificationEducation 学历 the minimum education normally required by the organization 机构要求的最低学历 “Mandatory” normally is defined as at least 9-10 years of education 接受最少九至十年的义务教育 Experience 经验 relevant practical experience 相关的实际经验 should not be evaluated in terms of number of years, but in terms of the extent of knowledge and skills acquired for the position 不按工作年数评估, 而依据按职位所需的知识和技巧程度 Should not consider position holder’s 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的学历和经验,因为这些通常不等于工作所需!
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- 31. 因 素 六： 解 决 问 题 Problem SolvingAnalytical and creative abilities required for problem solving and developments 解 决 问 题 所 需 的 分 析 力 和 创 造 性 Complexity of operational and administrative problems 处 理 问 题 的 复 杂 性
- 32. 解决问题的创造性 Innovative Problem Solving1No improvement necessary 不需要改良32Update - 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 在功能组别内, 改良工具,技巧和方法 76Unique development - new in the market 市场上的新发明Invention - more scientific, technical 科学和技术上的新发明45Create - new techniques, methods with internal support 源至内部的帮助,创造新的技巧和方法Create - new techniques, methods with external support 源至外来的帮助,创造新的技巧和方法级别 Degree
- 33. 解决问题的复杂性 Operational/Administrative Problem Solving7645321Routine - follow instructions 按常规工作 - 跟随指示Choice - two options 二选一Alternative options - requiring analysis 有选择的 - 需要分析Forecast - investigation of impact on outcome such as revenue, cost, reactions etc. 预测 - 研究对结果的影响,例如,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. 预测未来不确定的因素 - 研究复杂因素和对结果的影响,例如,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的范围和规模增加,但创造性问题却不一样!
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- 35. 因 素 七：环境条件 Environmental Conditions Environment 环境 normal 正常 - no/ limited adaptation 不需/有限的适应 difficult 非正常 - governed by technical tools and/or mental process and/or requires physical effort 技术设备因素及/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 基于一些不能预测的事件妨碍正常运作 difficult 非正常 - constantly faces political uncertainty or industrial risk 经常面对政局不稳或工业风险
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- 37. 分数转换表
- 38. IPE 系统的应用 Applications of IPE SystemA clear ranking of positions 明确分出职位的级别 A reliable base for an equitable salary structure 作为一个公平的工资结构的可靠依据 A global overview of relations between positions 宏观的了解职位的相互关系 A starting point for position/person profiles 职位、任职者形象描述的出发点 A database for career planning and succession 职业发展和继承的数据库 An objective reference to solve titling issues 解决职称问题的客观参考 A means of market comparison 市场比较的手段
- 39. 清晰的职位等级 Clear Ranking of PositionsL-1LL-1L-2L-2L-3L-3L-1L-2L-2L-1L-2L-2L-2L-2
- 40. IPE 系统的应用 Applications of IPE SystemA clear ranking of positions 明确分出职位的级别 A reliable base for an equitable salary structure 作为一个公平的工资结构可靠依据 A global overview of relations between positions 宏观的了解职位的相互关系 A starting point for position/person profiles 职位、任职者形象描述的出发点 A database for career planning and succession 职业发展和继承的数据库 An objective reference to solve titling issues 解决职称问题的客观参考 A means of market comparison 市场比较的手段
- 41. Salary Structure - Company Z Z 公司工资结构 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
- 42. IPE 系统的应用 Applications of IPE SystemClear ranking of positions 明确分出职位的级别 A reliable base for an equitable salary structure 作为一个公平的工资结构的可靠依据 A global overview of relations between positions 宏观的了解职位的相互关系 A starting point for position/person profiles 职位、任职者形象描述的出发点 A database for career planning and succession 职业发展和继承的数据库 An objective reference to solve titling issues 解决职称问题的客观参考 A means of market comparison 市场比较的手段
- 43. Position Evaluation 职位评估
- 44. IPE 系统的应用 Applications of IPE SystemA clear ranking of positions 明确分出职位的级别 A reliable base for an equitable salary structure 作为一个公平的工资结构的可靠依据 A global overview of relations between positions 宏观的了解职位的相互关系 A starting point for position/person profiles 职位、任职者形象描述的出发点 A database for career planning and succession 职业发展和继承的数据库 An objective reference to solve titling issues 解决职称问题的客观参考 A means of market comparison 市场比较的手段
- 45. The Position and The Incumbent 职位和任职者比较CRG 等级
- 46. IPE 系统的应用 Applications of IPE SystemA clear ranking of positions 明确分出职位的级别 A reliable base for an equitable salary structure 作为一个公平的工资结构的可靠依据 A global overview of relations between positions 宏观的了解职位的相互关系 A starting point for position/person profiles 职位、任职者形象描述的出发点 A database for career planning and succession 职业发展和继承的数据库 An objective reference to solve titling issues 解决职称问题的客观参考 A means of market comparison 市场比较的手段
- 47. Promotion and Consequences 提升和结果V IV III II I290 220 170 130 100公司等级 Internal Grading标准工资 Reference Salary应得的报酬 Recognition挑战 Challenge风险 Risk乌托邦 Utopia提升的标准依照公司等级而定 Promotion steps follow the internal grading 标准工资随公司等级变化而变化 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
- 48. IPE 系统的应用 Applications of IPE SystemA clear ranking of positions 明确分出职位的级别 A reliable base for an equitable salary structure 作为一个公平的工资结构的可靠依据 A global overview of relations between positions 宏观的了解职位的相互关系 A starting point for position/person profiles 职位、任职者形象描述的出发点 A database for career planning and succession 职业发展和继承的数据库 An objective reference to solve titling issues 解决职称问题的客观参考 A means of market comparison 市场比较的手段
- 49. Position Evaluation 职位评估
- 50. IPE 系统的应用 Applications of IPE SystemA clear ranking of positions 明确分出职位的级别 A reliable base for an equitable salary structure 作为一个公平的工资结构的可靠依据 A global overview of relations between positions 宏观的了解职位的相互关系 A starting point for position/person profiles 职位、任职者形象描述的出发点 A database for career planning and succession 职业发展和继承的数据库 An objective reference to solve titling issues 解决职称问题的客观参考 A means of market comparison 市场比较的手段
- 51. Your Position vs. Market
- 52. 评估原则 Evaluation Rules1. Evaluate Top Down职位评估由上至下 2. No one may evaluate own position不可评估个人职位 3. Check internal equity检验内部平衡 Rank all positions evaluated according to size 按照被评估职位的级别排列 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
- 53. 评估步骤 Evaluation Process1. Select benchmark positions 选择标准职位 2. Gather data on benchmark positions 标准职位信息收集 3. Select position analysts 挑选职位分析员 4. Form evaluation committee 建立评估委员会 5. Communicate the process to those involved 与评估参与者进行沟通 6. Train evaluation committee 培训评估委员会 7. Evaluate positions 职位评估 8. Put the evaluation results to use 应用评估结果
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