美世职位（中英文对照完整版）HR必备Position Analysis and Role Clarification[全文].doc

《美世职位（中英文对照完整版）HR必备Position Analysis and Role Clarification[全文].doc》由会员分享，可在线阅读，更多相关《美世职位（中英文对照完整版）HR必备Position Analysis and Role Clarification[全文].doc（34页珍藏版）》请在三一办公上搜索。

1、Position Analysis and Role ClarificationSession 2JD and Mercers Responsibility Analysis Tool 职位分析与美世职责分析工具*We Will Learn我们将要学习What is position 职位的概念Position analysis method (ARCPI) 职位分析的方法（ARCPI）介绍How to use Mercers tool analyze positions responsibility 如何使用美世工具分析职位的职责*Vision 愿景Responsibility 职责Func

2、tion 职能Organization 组织Strategy 战略Position 职位According corporations business requirement sets position3.根据企业经营的要求建立职位Vision to Position愿景到职位*The Thinking Way for Build Position Map建立职位图谱的思路根据职级所表现的特性，将职级进一步整合形成大职层，体现公司战略导向的支持和传递，形成一种承上启下的通用层级关系Position Class 1大职层Position a（NO.）职种乙纵向的职级和横向的职种的交叉点为职位，根

3、据工作任务的大小和业务发展的需要所需设定的职位数量即职数从纵向上根据职位评估分数排序结果进行聚类分析，结合公司的情况整合成适宜的职级从横向上基于组织机构和业务流程分析，以相同或类似职能为原则将职位归纳为职种职种甲职种丙Position b（NO.）Position c（NO.）Position Class 2Position Class 3职类*What Is Position?什么是职位？Position is 职位是: A organization structures basic unit 一个组织结构的基本单位 It belongs to organization, not posit

4、ion holder 它属于组织，而不属于职位任职者 Results driven-position must be output 以结果为导向 职位一定有产出 Dynamic, but relatively steady 动态的，而又是相对稳定的*When a employee moved, he would take his management style, problem solution and performance level away.当一个员工流动时，他带走的是他的管理风格、解决问题的能力和绩效表现水平。He would leave his positons function

5、, work scope and responsibility.他留下来的是他所处职位的“功能”、工作的范围和应付的职责。In the other words, his position still exists.换句话说，他的职位仍然存在。What Is Position?什么是职位？Organization Strategy组织战略Function 职能Line of Business 事业部Main Responsibility Area 主要职责领域Department 部门Structure结构Function职能PositionPositions existence, charac

6、ter and definition are based on organization strategy.职位的存在、特征与定义，都是基于组织的战略Position Is Organizations Minimize Unit职位是组织的最小单位PositionPosition*Middle Levels Washing Machine中层管理的洗衣机High 高Middle中Low 低Clear 清楚Ambiguity 含糊Clear 清楚*Position Holders point of 5view任职者角度Managements point of view 管理者角度To Under

7、standing PositionMaybe Exist Difference对职位的理解可能的偏差*JD职位说明书Expected role公司的要求Perceived role个人的理解Accepted role双方同意Distribute responsibility分配工作职责Assignment Clarification任务澄清Communication沟通Commission承诺，答应负责Position Requirement Recruitment Profile Basic tool of HR Management 职位的要求 招聘要求人力资源基本工具*JDs Effor

8、ts: Consistent Agreement岗位说明书的效果： 一致的认同JD may strengthen position holder for positions understanding岗位说明书可以强化任职者对职位的理解，减少任职者和管理者对岗位职责的认识差异。JD岗位说明书Managements point of view管理者角度Position Holders point of view任职者角度Managements point of view管理者角度Position Holders point of view任职者角度*Position Analysis Roadm

9、ap职位分析路径图1.Analyze Organization 组织分析2.Clarify Department Responsibility部门职责澄清3 Detail Department Responsibility 部门职责细化4.Distribute to Position分配到职位5.Write JD编写职位说明书Position information 职位基本信息2. Positions existence purpose 职位存在的目的Positions Size职位规模Work network 工作联系网络Lowest position holders requiremen

10、t 最低任职要求Responsibility scope 职责范围Measure standard 衡量标准*1：Organization Structure Analysis What shape should the Organization Structure be?组织结构分析 公司应当采用什么样的组织结构Tall with small units and small spans of control? 多层次结构以及较小的管理幅度？Flat with large units and wide spans of control? 扁平结构以及较宽的管理幅度？*Organization

11、Structure's Type-by function (1)组织结构的类型按职能（1）*By Products (2)按产品（2）*By Area (3)按地域（3）*By Function, Products, Area(4)按职能、 产品、地域（4）*Matrix Organization (5)矩阵结构（5）Function/Product Matrix 职能/产品矩阵President 总裁Design Director 设计总监 Manufactory Director 生产总监Marketing Director 市场总监 Finance Director 财务总监P

12、rocurement Director 采购总监A Product Manager A 产品经理B Product Manager B产品经理C Product Manager C产品经理D Product Manager D产品经理Product Business Director 产品经营总监*Key Considerations of Organizational Structure Analysis组织结构分析的考虑要素Vertical Oriented Organization 以纵向型结构为主 Task specific 任务专业化 Strict Hierarchy with ma

13、ny rules 严密的层级链，规则多 Vertical communication and reporting system 纵向沟通和报告系统 Few teams, task forces, or integrated people 很少设有团队、任务小组和整合人员 centralized decision making 集权的决策Horizontal, Flattened Oriented Organization 以横向型，扁平化结构为主 Shared task, authorization 任务共享、授权 loose hierarchy with few rules 松散的层级链，规

14、则少 horizontal, face-to-face communication 横向，面对面的沟通 many teams and task forces 许多的团队和任务小组 decentralized decision making 分权的决策Functional Organization 职能型结构Functional Organization with cross Function Team设有跨职能团队或整合人员的职能型结构Line of Business Organization 事业部型结构Matrix Organization 矩阵型结构Horizontal Organiza

15、tion 横向型结构*Function Analysis职能分析Function 职能Responsible Area 职责领域 Research & Development 研究与开发 Application Research应用研究 Development 开发 Design 设计 Manufactory 生产 Maintenance 维修 Manufacture 制造 Quality Control 质量控制 Materials 材料 Procurement 采购 Inventory 仓储 Logistics 运输 Marketing 市场营销 Marketing Researc

16、h 市场研究 Advertisement 广告 Promotion 促销Function 职能Responsible Area 职责领域 Communication 沟通 Internal Communication 内部沟通 Public relationship 公共关系 Advertisement 广告 Information Technology 信息技术 System Development 系统开发 Network 网络 Technical Support 技术支持 Finance 财务 资金管理 报表 会计 Cooperate Affaire 公司事务 Administratio

17、n 行政管理 Communication 沟通 Law 法律事务 Human Resource 人力资源 Recruiting 招聘 C&B 薪酬与福利 Training & Development 培训与开发*2：Clarify Department Responsibility 部门职责澄清Apply process thinking, and identify whole teams general function modules, or function line 应用流程的思想明确整个团队的总体职能模块，或职能条线Detail each work for modul

18、e/line 分析细化各模块/条线下的工作内容Decompose work in necessary必要时进一步分解工作内容According to “verb.-verbs object” format. Eg, review maintenance afford responsibly circuitry 按照“动词动词的宾语”的格式描述。如：“检查所属线路维护工作”Care to describe our team or our work, avoid to be impractical 注重描述本团队做或所能影响的那部分工作，避免描述太虚Do not describe carefull

19、y hot to do the work, avoid to be trivial不需要一步一步地具体描述如何完成工作，避免描述太琐碎Need to describe “what”, not “how” 需要描述的是“做什么（What）”而不是“怎么做（How）”?*3：Detail Department Responsibility 部门职责细化The objective to further detail department responsibility description is to clarify each positions responsibility. 在部门职责描述下的进

20、一步细化，目的是明确各职位的职责。1Planning and Development 规划及发展1.1Analyze and forecast HR supply and demand status, establish HR development and management overall planning and all kinds of business plan 分析预测人力资源供需状况，制定人力资源开发与管理的总体规划及各项业务计划1.2Implementation and control of HR plan 人力资源规划的实施与控制1.3Guide and supervise

21、 all subsidiary units (departments) to execute HR planning and all kinds of related policy, regulation, guidance 指导并监督所属各单位（部门）贯测执行人力资源规划和各项相关政策法规、规章制度2HR Deployment 人力资源配置2.1Position and Headcount Setting岗位设置及编制定员2.1.1Coordinate related organization plan and write institutional management area 配合涉及

22、组织机构方案及撰写机构管理领域2.1.2Organize position design, analysis and evaluation 组织岗位设计、分析及评估2.1.3Organize JD write and revise 组织撰写及修订岗位说明书2.1.4Confirm headcount of each position 确定各岗位人员数量2.2Position Management 岗位管理2.2.1Establish position management policy 制订岗位管理办法2.2.2Positioned employee contract management a

23、nd contractor agreement management 在岗员工劳动合同管理和劳务工协议管理2.2.3Establish departmental competitive positioning management policy 制订本局内部竞争上岗管理制度2.2.4Organize departmental position recruiting 组织开展本局范围内的岗位招聘2.2.5Employee rewards and punishment management 员工奖惩管理2.2.6Employee attendance and vocation management

24、 员工考勤和各类假期管理*4：Depose to Position Role Mapping, a effective position analysis tool 分配到职位 职责匹配，一种有效的职位分析工具What is role mapping 什么是职责匹配？ Detail departments responsibility, and map to each position 将细化的部门职责匹配到各个职位The purpose of role mapping 职责匹配的目的：Analyze, clarify relationship for each position in imp

25、lementation process, distribute work, clarify responsibility, improve corporation, decrease mistake or wrangle 分析、澄清各项工作执行过程中各相关职位之间的职责关系，分配工作，分清职责边界，以加强合作、减少误解或扯皮现象Standard for role mapping职责匹配的标准：How to divide the work now, not how should we do; parts that un-clear or overlap should fill by actual

26、 work 现在是怎么分工的，而不是应该是怎样的；不清楚或重叠的部分按照实际情况填写*4：Decompose to Position role mapping sample分配到职位 职责匹配示例*4：Decompose to Position role mapping sample分配到职位 职责匹配示例*Commitment 使命和任务Strategy 策略Composed by following 由下列构成:4：Decompose to Position分配到职位ARCPI，另一种有效的职位分析工具 Position/RoleOrganization Structure组织结构Work

27、 process 工作流程Store Purchase Process备用品采购流程： Position/Role Position/Role Position/Role*4：Decompose to PositionARCPI Explanation 分配到职位ARCPI的诠释A-V审批(Approval-Veto)：审核以批准或否决的权利R主要负责(Responsibility): 负责启动并跟踪某一活动，并确保该活动的顺利完成，对该活动的结果负责,主要是“管理”该活动，不一定需要亲自完成它P参与（Participation）：做为行动小组成员之一参与该活动C咨询(Consultation

28、)：为某活动提供咨询、建议I 被告知或获悉(Informed)：必须被告知，但是没有直接影响力*4：Decompose to Position-ARCPI Rule 分配到职位ARCPI的运用规则No directly relationship is block 无直接关系的可以留空R* means only responsibility for the department R*指只对本部门负责Every action has, and only has a R. Therefore, must agree-on “R”, or decided by supervisor. If no ag

29、reement, please reference following 每一活动都有、而且通常只有一项R。因此，必须就此项R形成共识，或由上级拍板决定。达不成共识时可以按如下页方法决定：Detail action (common one)将活动细分（最常见的方法）Move R to supervisor (not the best one) 将R上移给上级主管（不一定是最好的方法）Supervisor decides who is R 上级决定将R给谁*4：Decompose to Position-ARCPI Sample 分配到职位ARCPI应用举例Goalkeeper守门员Guard后卫

30、Forward前锋Offense进攻IPRDefense防守R*R*ICorner角球IP/R*R*/P*4：Decompose to Position- ARCPI Sample 分配到职位ARCPI应用举例（续）Role 角色Activity活动CEOVP分管副总Marketing Manger 市场营销部经理Finance Manager财务部经理Product Manager生产部经理HR Manager人力资源部经理Performance Management 绩效管理-Build KPI 建立绩效指标A-VCR*R*R*R*/CBuild Performance Evaluatio

31、n system 建立绩效评估系统A-VCIIIREvaluate Performance 评估绩效-A-VR*R*R*R*/CDesign Employee Development Planning 设计员工发展计划-A-VR*R*R*R*/CDefine Employee Development Potential 确定员工发展潜力-A-VPPPRDefine Employee Career Development Planning 确定员工职业发展计划-A-VPPPR*Utilize Analysis Results, Identify Responsibility of Positio

32、n利用分析结果明确职位的职责Save current ARCPI draft, based on current situation, adjust responsibility according to job requirement 保留当前状况的ARCPI稿，从当前状况出发根据工作的需求进行职责调整Adjustment focuses are R and P 调整的重点是R和PReferring organizational chart, make A-V and R in one same reporting line as mush as possible 参照组织架构图，尽量使A-

33、V和R在一条汇报线上Communication is very important in adjustment process, team manager or management teams discussion and decision are necessary 调整的过程中沟通十分重要，需要由团队的经理或管理小组讨论决定According to ARCPI analysis result, consolidate and describe each positions responsibilities 根据ARCPI的分析结果，归纳整理，并描述各具体职位的职责Be careful o

34、f each positions reporting hierarchy, identify corresponding organizational structure 注意各职位的汇报线关系，明确相应的组织架构*Department roles and responsibilities exercise (60 minutes) 部门职责撰写练习(60分钟) *Role mapping exercise （30 minutes）职责分配练习（30分钟）Session 3How to write a right JD如何撰写精确适用的职位说明书*We Will Learn我们将要学习JDs

35、definition and effects 职位描述的定义和作用JD preparation 职位说明书的准备工作JDs write method 职位说明书的撰写方法JD case and practice 职位说明书案例及练习*JD Is职位描述是A exact instruction to each employees work assignment, contents and evaluation standard 对每个员工的工作任务和内容及考核标准的准确说明Individual work content, one of prescribe in work scope 个人工作内容

36、，工作范围的一个规定According to self-development needs identify main task, JD will include expatiation, organization has some resources that match with HR, the resource something like responsibly, power, benefits, qualification and environment 组织根据自身发展需要所确定的重要工作，与可能拥有的人力资源相匹配而产生的、针对人在组织中的责、权、利、资格、环境等方面的阐述。*J

37、D Is职位描述是A Progress: JD is a process that identify organization's business strategy, and collocate effectively function, responsibility and structure 一个过程：职位描述是明确组织为了实现其经营战略，按最有效方式配置的职能、职责和结构的一个过程Describe object: to achieve needs of organizations business strategys effective function, responsib

38、ly and structure 描述对象：为了满足组织实现经营战略的需要的最有效的职能、职责与结构JD is a process 职位描述是一个过程Analysis and differentiation 分析与识别Check and confirmation 检验与确认Writing and update 撰写与更新A Responsibly Detail List: JD is a position that relatively all of responsibility 一份职责清单：职位描述是一个职位的所有相关职责的清晰列表A Management Tool一个管理工具Exact

39、JD status 准确的描述职位现状Position holder and supervisor agree-on 被任职者与主管共同接受To position provide exact information为职位评估提供准确信息Indicate positions long-term objective, as a base in individual objective setting and performance review指出职位的长远目标，将作为个人目标设定与业绩考核的基础To position competency needs and develop useful inf

40、ormation 为职位能力需要与开发提供有用的信息To select right position holder provide requirements 为遴选适当的任职者提供要求*JD Is NOT职位描述不是To person describe 对人的描述To performance evaluation 对业绩的评估*Why do we need JD?为什么要描述职位？Identify each positions role 明确每个职位的角色Identify each positions contribution for organization objective 明确每个职位

41、对组织目标的贡献Provide exact list that position holds, reduce the gap among “expected role”, “understanding role” and “ accepted role”提供职位所承担职责的精确列表，尽可能减少“期望的角色”、“理解的角色”、与“被接受的角色”之间的差异 Position holders point of view任职者角度Managers print of view管理者角度*JD Tool JD*Typical JD典型的职位说明书内容JDs purpose 职位的目的Position lo

42、cation in organization 职位在组织中的位置Position holders main reasonability 任职者的主要职责Mercer added contents 美世增加的内容Position size 职位的规模Network of internal and external 内部与外部交互的网络Lowest requirements for recruiting a position 职位在招聘时的最低要求Performance measure standard 业绩衡量标准*JDs Effects职位说明书的作用Why do we use JD? 为什么

43、使用职位说明书？As a communicate tool for position holder与任职者沟通的工具A tool organization analysis 组织分析的工具As 作为Objective setting 目标设定Position Evaluation 职位评估Position requirements base 职位要求的基础Recruiting 招聘Entry-level training 入职培训 Wise and training 劝导与训练From JD, we will get: 通过职位说明书，我们将获得：Identify, consistent, sample information 明确、一致、简单的信息Responsibly Area 职责区域Responsibly 职责的宽度/深度 Verb. In used describe 描述中使用的动词Measure standard 衡量标准External standard 客观标准Area in balance core card 在平衡计分卡所属区域Objectiv