咨询公司职位评估系统内训中.ppt

美世咨询 北京,Mercer IPE3.1 Training美世国际职位评估体系(IPE 3.1)培训,2006年11月,2,目录 Table Of Content,关于职位评估 What Is Job EvaluationIPE简介 International Position Evaluation(IPE)IPE结果的用途 Application Of IPE Results职位评估的方法和原则 Process And Principles Of Job Evaluation IPE因素介绍 Factors And Dimensions Of IPE,关于职位评估What Is Job Evaluation,4,美世的人力资源管理模型-3P Model,Position Evaluation岗位评估,Performance Evaluation业绩评价,Person Evaluation人才评价,5,职位评估的定义Definition Of Job Evaluation,通过考查职位内容和组织结构，用一套连续的、有序的、清晰的方式，在一个组织内部确定不同职位相对重要性大小的方法Job Evaluation is an approach to objectively determine the relative ranking of positions within an organization by considering the content of the positions and the organization structure.职位内容 Content of the position：职位的存在目的、应负职责和任职资格等Purpose of the position,job responsibility,and job requirements,etc.组织结构 Organization structure：职位在组织中的位置、影响范围和角色定位等Job relationship,position impact,and the roles,etc.,6,职位评估的特点 Key Points Of JE,职位评估是一个确定职位相对重要性的过程JE is to determine the relative ranking of the positions职位评估涉及到的是在同一个组织内职位与职位之间的相对价值，而不是一个绝对性的考察职位评估是一个对职位进行分析的过程JE is based on the objective analysis on the job roles and responsibilities.评估本身虽然是一个判断的过程，但是这种判断是建立在对职位职责和职位内容进行系统，客观的分析基础上的职位评估是一个对职位价值进行判断的过程Evaluator is required to make the judgment according to the job responsibility by using the Job Evaluation Tool.职位评估被描述为一个衡量职位大小的科学方法，但是它要求人们在对职位职责理解和应用的基础上进行判断,7,职位评估的特点（续）Key Points Of JE(Cont.),职位评估是一个结构明确的过程JE is a systematical process which has a very clear framework.职位评估是一个结构非常清晰的过程，因为评估方法本身是系统的，连续性的和理性的职位评估是一个以职位为中心的过程JE is to evaluate the positions value,but not the incumbents.职位评估的核心是职位的应负职责的相对大小，它关注的是职位本身，而不是职位上任职者的业绩表现,8,企业在何时需要进行职位评估？When The Job Evaluation Is Needed?,在企业快速发展一段时间后，需要对组织结构和职位体系进行规范It is required to optimize the organization structure and job system in order to cooperate with the development of the organization公司经过合并或收购之后，重新审视新的组织体系After the merger or acquisition,the organization system is needed to be reviewed组织为适应未来发展的需要而对薪酬体系进行改革时It is required to review the positions when the compensation system needs to be improved.,国际职位评估体系 版本3.1 International Position Evaluation System,(IPE3.1),10,国际职位评估体系(IPE3.1),国际职位评估体系（IPE3.1）是美世人力资源咨询公司与数十家世界一流跨国公司合作，经过数十年的研究，所开发出来的一套科学的职位评估工具。迄今为止，它根据用户使用情况和经济环境变化已经过不断的更新与维护。当前使用的版本3.1，是美世咨询公司在2005年根据最新的研究成果修订而来自1995年进入中国，美世已运用IPE帮助数百家中国的一流外企、大型国企和优秀的民营企业建立起职位体系，并与他们一起分享职位评估方面的经验作为美世提供的完整的人力资源解决方案的一部分，IPE3.1与美世的其他人力资源工具和方法论紧密地结合在一起,The Mercer International Position Evaluation(IPE)System is a dynamic approach to position evaluation developed and enhanced by users in cooperation with Mercer Human Resource Consulting.It is built on many personnel executives long experience in position evaluation and the base approach has been to develop an easy to use system which includes the necessary factors to compare all kinds of positions within most industries.Mercer Human Resource Consulting seeks to continuously improve the system and make it relevant to the changing needs of organizations.,11,4 Factors 因素,Impact影响,Innovation创新,Communication沟通,Knowledge知识,12,10 Dimensions 纬度,Impact,Innovation,Communication,Knowledge,影响,沟通,创新,知识,沟通,框架,创新,复杂性,知识,团队,宽广度,贡献,影响,组织,13,63 Degrees 刻度Each Dimension has a different set of Degrees 每个维度有不同的刻度,Innovation,Impact,Innovation,Communication,Knowledge,影响,沟通,创新,知识,沟通,框架,创新,复杂性,知识,团队,宽广度,贡献,影响,组织,14,1,210 Points 点,15,48 Position Classes职位级别,总点数范围,职位级别,IPE的应用Application Of IPE,17,明确分出职位的级别 Accurately determine position ranking within virtually any type of organization 一种组织结构分析的工具 Tool to compare the relative importance of different units作为一个公平的岗位职等体系的可靠依据 Reliable basis for job leveling system解决职称问题的客观参考Objective reference for solving titling issues作为一个公平的工资结构的可靠依据Reliable basis for determining pay for positions人岗匹配分析的基础Objective reference for evaluating peoples competencies relative to the requirements of their positions职业发展与晋升的基础Framework for promotion and succession planning,ApplicationsIPE 系统的应用,Unclear Ranking of Positions 不清晰的职位等级,Clear Ranking of Positions 清晰的职位等级,L-1,IPE职级,20,明确分出职位的级别 Accurately determine position ranking within virtually any type of organization 一种组织结构分析的工具 Tool to compare the relative importance of different units作为一个公平的岗位职等体系的可靠依据 Reliable basis for job leveling system解决职称问题的客观参考Objective reference for solving titling issues作为一个公平的工资结构的可靠依据Reliable basis for determining pay for positions人岗匹配分析的基础Objective reference for evaluating peoples competencies relative to the requirements of their positions职业发展与晋升的基础Framework for promotion and succession planning,ApplicationsIPE 系统的应用,通过IPE职级呈现的组织结构图进行组织结构分析,L-1,IPE职级,22,明确分出职位的级别 Accurately determine position ranking within virtually any type of organization 一种组织结构分析的工具 Tool to compare the relative importance of different units作为一个公平的岗位职等体系的可靠依据 Reliable basis for job leveling system解决职称问题的客观参考Objective reference for solving titling issues作为一个公平的工资结构的可靠依据Reliable basis for determining pay for positions人岗匹配分析的基础Objective reference for evaluating peoples competencies relative to the requirements of their positions职业发展与晋升的基础Framework for promotion and succession planning,ApplicationsIPE 系统的应用,23,JE Results职位评估结果,24,明确分出职位的级别 Accurately determine position ranking within virtually any type of organization 一种组织结构分析的工具 Tool to compare the relative importance of different units作为一个公平的岗位职等体系的可靠依据 Reliable basis for job leveling system解决职称问题的客观参考Objective reference for solving titling issues作为一个公平的工资结构的可靠依据Reliable basis for determining pay for positions人岗匹配分析的基础Objective reference for evaluating peoples competencies relative to the requirements of their positions职业发展与晋升的基础Framework for promotion and succession planning,ApplicationsIPE 系统的应用,25,通过职位评估结果确定内部的职位头衔,26,明确分出职位的级别 Accurately determine position ranking within virtually any type of organization 一种组织结构分析的工具 Tool to compare the relative importance of different units作为一个公平的岗位职等体系的可靠依据 Reliable basis for job leveling system解决职称问题的客观参考Objective reference for solving titling issues作为一个公平的工资结构的可靠依据Reliable basis for determining pay for positions人岗匹配分析的基础Objective reference for evaluating peoples competencies relative to the requirements of their positions职业发展与晋升的基础Framework for promotion and succession planning,ApplicationsIPE 系统的应用,27,设计与级别相联的薪资结构,薪酬,岗位等级,薪酬曲线,岗位薪酬幅度,44,45,46,47,48,49,5,000,10,000,15,000,评估结果不是决定薪酬的唯一因素,28,明确分出职位的级别 Accurately determine position ranking within virtually any type of organization 一种组织结构分析的工具 Tool to compare the relative importance of different units作为一个公平的岗位职等体系的可靠依据 Reliable basis for job leveling system解决职称问题的客观参考Objective reference for solving titling issues作为一个公平的工资结构的可靠依据Reliable basis for determining pay for positions人岗匹配分析的基础Objective reference for evaluating peoples competencies relative to the requirements of their positions职业发展与晋升的基础Framework for promotion and succession planning,ApplicationsIPE 系统的应用,29,进行人岗匹配的对比分析，确定公司岗位要求和现有人员的能力差异,30,明确分出职位的级别 Accurately determine position ranking within virtually any type of organization 一种组织结构分析的工具 Tool to compare the relative importance of different units作为一个公平的岗位职等体系的可靠依据 Reliable basis for job leveling system解决职称问题的客观参考Objective reference for solving titling issues作为一个公平的工资结构的可靠依据Reliable basis for determining pay for positions人岗匹配分析的基础Objective reference for evaluating peoples competencies relative to the requirements of their positions职业发展与晋升的基础Framework for promotion and succession planning,ApplicationsIPE 系统的应用,31,管理层级 Management,专业层级 Professional,P3,P2,P1,I1,I2,I3,I4,I5,M1,M2,M3,M4,M5,M6,PC,42-43,44-46,50-51,52-54,55-57,58-63,职业发展与晋升的基础Framework for promotion and succession planning,47-49,64-66,评估步骤和原则Job Evaluation Process And Principle,33,1.Select benchmark positions 选择典型标准职位2.Gather data on benchmark positions 标准职位信息收集3.Form evaluation committee 建立评估委员会5.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,评估步骤Evaluation Process,34,1.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,评估原则 Evaluation Rules,35,Proper Evaluations正确的评估方法,All evaluations are tentative until the final list is prepared 在评估结果最终确定以前，所有的评估都是暂定的The evaluation is of the POSITION not the position holder 评估的是职位而不是任职者The evaluators are looking for the position at a competent,acceptable level of performance 评估是基于被评估职位是胜任的、绩效是可接受的条件下进行的The members of the evaluation team represent the management during the process,except when their own departments jobs are being evaluated 在评估过程中，除了在评估他们自己部门的职位的时候，评估小组的成员代表着公司管理层的意见The final evaluation represent the teams decision and they are expected to defend it together as a team and not keep a dissenting opinion 最终的评估结果代表了整个评估小组的意见，小组成员不应在最终结果出台后还提出不同的意见Evaluations are correct at the present of time.All evaluations take into account the current situation as it exists today.If organizational changes are anticipated,the evaluations will be redone 评估结果是根据现时情况得出的。如果机构发生了变化，则需要重新进行评估,IPE因素解释Factors And Dimensions Of IPE,37,Factor 1:Impact因素1：影响,This factor is a function of the organisations Size,the Nature of Impact assigned to the position and modified by its relative Contribution to the organisation overall results.这个因素通过综合考虑“组织规模”、“职位所被赋予的影响属性”及“职位对组织的贡献大小”三个方面对职位进行评估This factor is heavily weighted in the IPE System.在IPE系统中，这个因素的权重非常大,Process 评估流程：Identify the organisation and determine its size 确认组织和确定组织的规模Identify the positions nature of Impact 确定该职位的影响本质Modify Impact by the level of Contribution 根据贡献大小调整影响层次Consider combined result within the context of organisation size 结合组织规模计算职位在影响方面的综合得分,38,Review the Structure and define Organisations 审核组织架构确定组织,To be considered an“organization”for the purpose of position evaluation,a business entity needs to meet three criteria.It must:在职位评估中，“组织”必须满足三个条件：Include at least one“primary”function,such as production,service,research,or marketing and sales 包括至少一个“核心”部门，例如，生产、服务、研发、市场或销售Include at least two“supporting”functions,such as information systems,finance and/or human resources,and 至少包括两个“支持”部门，例如，信息系统，财务和/或人力资源等Be operational enough to produce added value.其运营能带来增值,If a review of the structure results in the definition of more than one organization,Mercer recommends evaluating a position within the most specific organizational context that the position impacts.如果审核组织架构发现可以定义出多个组织，美世建议以被评估职位所影响的最明确的组织来进行评估。,39,组织规模的衡量考虑.,营业额/资产,员工数目,组织类型,40,Review organisations complexity and how it creates added-value 评估组织的复杂性及其如何带来增值,Economic volume(Net Sales Turnover,Assets)经济收益（净销售额，资产）Number of employees(Capital or People intensive)员工人数（资产或劳动密集型）,From origin从产品链源头,To final consumer到最终消费者,BasicR&D 基础性研发,ProcureLogistics 采购物流,Applied R&D 应用性研发,Produce 生产制造,ApplyAssemble 应用组装,Market 市场营销,Sales 销售,Distri-bution 分销,Service 客户服务,Engineer 工程技术,Manufactured Products Organisation 产品型组织：Tangible products 有形产品-Manufactured products 制造产品,Services Organisations 服务性组织：Intangible products 无形产品-Services 服务,Financial Asset Services Organization 金融型组织：Financial Services 金融服务-Asset based 以资产为基础,41,Select local Size of Organisation table to determine size degree 选择当地的组织规模表来确定组织规模,Currency 单位：RMB(000.000)百万人民币,Available in morethan 60 countries.超过60个国家有自己的组织规模表Updated each year by local inflation and currency developments 根据当地的物价指数和货币增值情况每年做调整In 2006 refer to end 2005 results 2006年参考2005年年底结果,42,Which type of organisation and what value steps are involved?组织是什么类型及参与了哪些价值链环节？,Sales Volume 销售收入：RMB150 million 人民币1亿5千万元Multiplier 规模乘数：6 Adjusted Revenue 组织经济规模：RMB900 million 人民币9亿元Lookup in the Economic Size Table 按经济规模级别表查找，=Degree level for Size 经济规模级别:3,Example:Sales&Technical Service Organisation举例：销售和技术服务组织,43,This validation aligns capital intensive vs.people intensive organisations.这能相应地反应出该组织是资金密集型组织还是劳动力密集型组织。When calculating Size of Organisation,by ECONOMIC size degree and EMPLOYEE size degree,the economic size should carry the higher weight.通过经济规模级别和员工人数级别来计算组织规模时，经济规模级别占有更大的比重。Round a decimal value to the integer closest to the economic size.当平均值出现小数时，以偏向经济规模级别的方式取整。,Validate Size degree against the number of employees 结合员工人数确定组织规模,44,Determine Nature of Impact 确定影响属性,Nature ofImpact 影响本质,Delivery 交付性,Operational 操作性,Tactical 战术性,Strategic 策略性,Visionary 远见性,Area of Impact 影响区域,How 如何？,Job Area职位区域,Job Area(s)相关职位区域,Business Unit/Function业务单元部门,Organization组织,Corporation集团,+,=,Deliver according to specific standards and guidelines根据特定的标准和说明交付,Specify new products,processes,standards based on organization strategy or sets operational plans根据组织策略或制定运作计划，明确新产品、工艺和标准,Establish and implements business strategies with a longer-term focus based on the organizations vision根据组织的远见，建立和实施着眼于长远的经营策略,Lead an organization to develop and achieve its mission,vision and values领导一个组织发展和达到它的使命、远见和价值,Work within operational target or service standards在操作目标和服务标准范围內工作,Who can change of the organizations overall philosophy.(vision/mission/values)能改变组织的整体价值体系（愿景/使命/价值观）Who can change of long-term strategy and company goals.(strategic development)能改变企业长期的策略和目标（策略性发展）Who can change of tactical plan for new developments based on corporate decisions and plans.(mile stones)能基于企业决策和发展计划改变新的发展战术计划（里程碑）Who is setting objectives and securing operational results.(checkpoints)制定操作性目标并实现此目标Who deliver own results according to specific targets and service standards within own area of activity.在自身工作领域内，根据详尽的工作目标和服务标准完成工作,Visionary远见性Strategic策略性Tactical战术性Operational操作性Delivery交付性,Review Areas of Responsibility审核职责范围,46,Modify Impact by Contribution Level确定在相应影响层级的贡献大小,Decide 决策,Propose 建议,47,Relative Contribution相对的贡献大小,16-20%,Primary functions contribute directly to organisations overall result,totalling 100%.主要部门对组织整体业绩的直接贡献，总和为100%Support functions contribute indirectly to the organisations overall result and they should not be higher evaluated than the functions they support.支持性部门间接贡献于组织的整体业绩，他们的贡献大小不应高过其所支持的部门,48,从定义选择贡献度级别不同影响层次的岗位，其贡献度级别的定义和遵循原则有所差异,49,Size/Impact points组织规模/影响分数表,Point Scorefor Impactand Size根据影响和组织规模确定第一个因素的综合得分,组织规模,影响,50,Factor 2:Communication因素2：沟通,This factor is a function of the Nature and Frame of Communication.这个因素是从沟通的属性和框架两方面对职位进行评估It captures the communication skills,which are frequently required in the position,within as well as outside of the organization.它反映的是职位被经常要求到的沟通方面的技能要求，包括组织内部和组织外部的,Process 评估流程：Identify the most difficult or challenging communication context 识别最困难的或最有挑战的沟通内容Identify the nature of the communication 确定沟通的属性Identify the parties involved,whether internal or external to the corporation 确认参与的沟通对象是属于组织内部的或外部的Determine the kind of involvement by the parties,whether it be of shared or divergent interests 确定参与沟通对象的参与类型，是共享利益还是分歧利益的,51,Determine Nature of Communication确定沟通属性,COMMUNICATION沟通,Convey传达,Adapt&Exchange交互和交流,Influence影响,Negotiate谈判,NegotiateLong term长期影响的谈判,Nature 本质,Desired Outcome 预期输出,+,=,Communicate by statement,suggestion,gesture,or appearance通过表达、建