79. 职位评估制度 职位相对价值是基于:
VALUE OF JOBS BASED ON:
知识 KNOW-HOW 专门技术 TECHNICAL
+ 管理技巧 MANAGEMENT
人际关系技巧 HUMAN RELATIONS SKILLS
解决问题能力 思维环境 THINKING ENVIRONMENT
PROBLEM SOLVING 思维挑战 THINKING CHALLENGE
+
职责 自由度 FREEDOM TO ACT
ACCOUNTABILITY 工作的宽度 MAGNITUDE
= 影响 IMPACE
曦氏点数(HAY POINTS)
80. BENEFITSTo attract scarce talents
吸引精英
To retain key contributors
留住杰出的专业人才
To reward talented employees
奖励富有才华的员工
To make employees partners in business
使员工成为业务伙伴
To improve morale
提高士气
81. 目标To establish an individual contributor career path with progressive levels of responsibility as an alternative to assuming management responsibilities.
建立一个职责逐步升级的专业人才职业发展途径,不失为除管理职责方面的另一选择。
To communicate information needed to plan careers with the company.
有助于向员工传达他们在公司设计自己职业发展所需的资讯。
To recruit, motivate & retain an outstanding cadre of employees.
有助于聘用,激励,留住杰出的干部员工
To reduce levels; prevent communication disconnects.
有助于减少等级,防止沟通障碍。
To push responsibility to lower levels, speed-up decision, make jobs more challenging.
把责任下放基层,有利于加快决策,使工作更具挑战性。
87. 如何制定薪酬计划3P
Position 岗位工资
Performance 业绩工资
Person 福利待遇
88. 双轨制 A parallel career structure that allows both managers & individual contributors to have the opportunity to progress to senior positions in responsibility compensation & influence within the organization.
在我们的组织内,实施一项平行的双轨制,能让我们的经理管理人员以及专业人才有机会在职责报酬以及影响力方面发展至高级职位。
90. CAREER PATH 高层管理 返遣经验 Top Management
“Turnaround”
experience 2 years
派外工作
Foreign
assignment 2-4 years
第一个岗位
First
responsibilities 3-6 years
在职培训
Training
离职培训 “on the job” 2-4 years EUROPE: 18 years
Training IBM: 22 years
“off the ASIA: 10 years
job” 6-7 years