1、國際職位評估系統International Position Evaluation不清晰的職位等級Unclear Ranking of PositionsLL-1L-2L-2L-3L-3L-1L-2L-2L-1L-2L-2L-1L-2L-2清晰的職位等級Clear Ranking of PositionsL-1LL-1L-2L-2L-3L-3L-1L-2L-2L-1L-2L-2L-2L-2Organization組織 Function / unit部門Position職位+Size 規模Impact 影響Supervision 監督管理Area of responsibility職責范圍Int

2、eraction 溝通技巧Qualification 任職資格Problem solving 解決問題Environment 環境職位評估系統因素Position Evaluation Factors職位評估系統分數 The IPE Points12345675105101010154681051901809030130 SIZE OF RESPONSIBILITY 職責規模SCOPE OF RESPONSIBILITY 職責范圍對企業的影響Impact on organization監督管理Supervision責任范圍Area of responsibility 溝通技考Interacti

3、on 任職資格 Qualification 解決問題難度Problem solving環境條件Environmental conditionsJOB COMPLEXITY 工作復雜程度人數Number類別Kind影響Impact規模Size營業知識面 Business understanding廣度Diversity獨立性Independence內外用處Organization frame技考Ability頻率Frequency學歷Education經驗Experience創造性Innovative復雜性Operational 風險Risk環境Environment職位評估系統七個因素的比重

4、The Weighting of IPE Factors解決問題難度任職資格溝通技巧環鏡條件對企業的影響監督管理責任范圍總分數Total Points:65-1193因素一：對企業的影響 Impact on Organization heavily weighted in the Position Evaluation 在職位評估中占很大比重the more positions there are on the same organization level, the less impact the positions have 在機構的同一層次,職位越多,職位的影響則越小measure th

5、e influence the position has on organizations result both in the short- and long-term 量度一個職位對企業短期及長期的影響evaluating the impact from the top of the organization downwards 由上而下進行評估機構規模 Size of Organization The impact of a position vary much depends on the size of the organization 職位對企業的影響隨著機構的規模不同,而有明顯的

6、不同What do we consider as an organization? 如何定義組織機構?a line function (e.g. sales, production) + two support functions (e.g. finance, human resources) 一個前線功能組別 (例如:銷售,生產) + 兩個支援功能組別 (例如: 財政, 人力資源)The size of organization tables are in local currency and are updated each year, taking into account local

7、inflation and exchange rate fluctuations (in relation to US$) 考慮地方通脹率和匯率浮動(兌美金)的因素, 機構規模查表以地方貨幣為單位,并且每年更新一次 機構的性質 Nature of the organization Semi Finished 半完成Raw Materials原料Finished 完成Wholesale 批發Final Customer 顧客Value-added Chain 增值鏈Table ATable CTable BIdeas 構思Concepts 概念Solutions 方案Systems 系統Appl

8、ication 應用Packages 包裝Delivery to Network 通過銷售網絡Final User 最終用戶對企業的影響 Impact on Organization Organization Size機構規模Head of Organization 機構領導(A-level positions A級職位)Staff Function 功能組別(B-level positions B級職位)Function/ 功能組別Business Unit 業務組別(B-level positions B級職位)Job Area 工作范圍(C-level positions C級職位)(D

9、-level positions and below D級或以下職位)對企業的影響 Impact on Organization 機構Organization職位Position121110 967893456B Level PositionsB級職位C Level PositionsC級職位D Level Positions D級職位功能/業務組別Function/Business Unit有限 Limited一些 Some相當Significant主要Major有限 Limited一些 Some相當Significant主要Major有限 Limited一些 Some相當Significa

10、nt主要Major級別 Degree因素二：監督管理 SupervisionSupervision 監督Supervision 監督Communication溝通 Communication溝通 Supervision=Recruit/Train/Develop/Control/Guide/Advise+Functional reporting 監督=招聘/培訓/開發/控制/指導/輔導. +功能報告Communication=Inform/Exchange ideas/Cooperate/Work in groups. 溝通=通知/交換意見/合作/團體工作.Headcount 人數 : 44D

11、irect subordinates 直接下屬 : 9Indirect subordinates 間接下屬 : 34Total subordinates 總下屬人數 : 43Headcount of subordinates : 43下屬人數 : 43下屬人數 (直接和間接的) Number of Subordinates (direct and indirect) gives an indication of the management qualifications required 明確管理者所具備的資格consider the total number of employees for

12、 which the postion is responsible, both directly reporting and those reporting through subordinates 包括所有監督的職員,直接報告的和通過下屬間接報告的人也計算在內when subordinates clearly have two reporting lines, then the number of such subordinates should be divided by two 當下屬清楚地向兩方上級報告, 將這類下屬的人數除二correct degree level 下屬類別 Kind

13、 of Subordinates S: Subordinates with specialized activities: analyses, techniques . 下屬擔任專門的的活動:分析,技術H: Subordinates with homogeneous activities: current and basic 下屬擔任相似的活動:現今的,基本的42S123SSSHHHHHHHHSSHH因素三：責任范圍 Area of ResponsiblityThe diversity and ranges of activities required for the position. 職位

14、所要求的活動范圍和多樣性 The degree of independence required to make decisions and influence own and subordinates work. 對職位自身和下屬工作作出決定和影響的獨立程度The degree of knowledge required regarding the company / the market. 公司、市場所要求的知識程度。廣度 Diversity!Contact=Activity=Responsibility/接觸 活動責任Diverse activities within a functio

15、n/unit 在同一功能組別內,擔任不同的工作Several similar activities within a function/unit 在同一功能組別內,擔任幾個相似的工作Same activities within a function/unit 在同一功能組別內,擔任重復性的工作Similar activities within a function/unit 在同一功能組別內,擔任相似的工作Diverse activities within different functions/units 在不同功能組別內,擔任不同的工作Leads an organization 領導機構L

16、eads a function/unit 領導一個功能組別Leads several function/unit 領導幾個功能組別87654231 Organization 機構 功能組別 Function 責任范圍 Area of Responsibility Position 職位 Position 職位 Position 職位 Position 職位 功能組別 Function 業務組別 Business Unit級別Degree獨立性 IndependencePosition holder plans how to attain the goal set and is responsi

17、ble for independent implementation of results 主管制定目標后,任職人獨立實施和負責實施的結果Superior decides what- and when to do, and checks at certain stages 主管制定作什么和何時作并在主要環節進行監督 What-, why-,when-,where- and how to do the job are clearly defined and supervised 工作過程分明-作什么,為何作, 何時作,那里作,如何作都很清楚說明并受監督Superior decides what-

18、, when- and how to do, and control from time to time 主管制定作什么,何時作和如何作并在每一環節進行監督Position holder decides what-, why-,when-,where- and how to do within the function 在功能組別內, 任職人制定作什么,為何作, 何時作,那里作和如何作Position holder decides what-, why-,when-,where- and how to do for the organization 任職人為機構制定作什么,為何作, 何時作,那

19、里作和如何作Position holder sets overall targets and policies for the corporation in consultation with the Corporate Board 諮詢集團董事會后, 任職人為集團制定全面的目標和政策 7654231級別 Degree 獨立性 Independence Corporate Board of Directors control 集團董事會控制X7645321outside the organization 公司外 Corporate CEO control 集團總裁控制Strategic ach

20、ievement control 戰略目標成就控制XXXXXXXXXXXXXXXXXXwithin the organization 公司內Control after delivery 以效果控制Control through checkpoints 檢查控制Step by step control 一步一步控制Permanent control 時時刻刻受控制級別 Degree營業知識面 Business UnderstandingMarket 市場Organization 機構1234345/correct degree levelBusiness understanding=Profes

21、sional understanding營業知識面專業知識面!因素四：溝通技巧 Interaction溝通CommunicationAbility 技巧Frame 范圍Frequency 頻率談判Negotiation決策Decision 31 2每天Daily偶爾Occasional時常Frequent321321321121212121212121212每天Daily偶爾Occasional時常Frequent每天Daily偶爾Occasional時常FrequentInternal 內部External 外部Internal 內部External 外部Internal 內部Externa

22、l 外部Internal 內部External 外部Internal 內部External 外部Internal 內部External 外部Internal 內部External 外部Internal 內部External 外部Internal 內部External 外部Interaction Ability 溝通技巧1NormalBasic courtesy & exchange of information普通一般性禮節和交換信息的交流2ImportantMore demanding nature吃力的交流重要Cooperation & influencing people要求與人合作,對

23、人施加影響Negotiations, interviews, sales and purchasing decisions談判,面試,銷售,說服等3MaximumNegotiations and decisions of high極大importance for the WHOLE organization對整個公司有重大影響的談判和決策Which degree of Contact Frequency? 溝通頻率Daily天天A few times a week時常A few times a month偶爾 因 素 五：任職資格 QualificationEducation 學歷the mi

24、nimum education normally required by the organization 機構要求的最低學歷“Mandatory” normally is defined as at least 9-10 years of education 接受最少九至十年的義務教育Experience 經驗relevant practical experience 相關的實際經驗should not be evaluated in terms of number of years, but in terms of the extent of knowledge and skills ac

25、quired for the position 不按工作年數評估, 而依據按職位所需的知識和技巧程度Should not consider position holders own education and experience since that is not always that same as what is required for job. 不應考慮任職者個人的學歷和經驗,因為這些通常不等于工作所需! 因 素 六： 解 決 問 題Problem SolvingAnalytical and creative abilities required for problem solvi

26、ng and developments 解 決 問 題 所 需 的 分 析 力 和 創 造 性Complexity of operational and administrative problems 處 理 問 題 的 復 雜 性解決問題的創造性Innovative Problem Solving1No improvement necessary 不需要改良32Update - tools, techniques, methods related to a position 在工作范圍內,更新工具,技巧和方法Improve - tools, techniques, methods relat

27、ed to a function 在功能組別內, 改良工具,技巧和方法 76Unique development - new in the market市場上的新發明Invention - more scientific, technical科學和技術上的新發明45Create - new techniques, methods with internal support 源至內部的幫助,創造新的技巧和方法Create - new techniques, methods with external support 源至外來的幫助,創造新的技巧和方法級別 Degree解決問題的復雜性Operat

28、ional/Administrative Problem Solving7645321Routine - follow instructions 按常規工作 - 跟隨指示Choice - two options 二選一Alternative options - requiring analysis 有選擇的 - 需要分析Forecast - investigation of impact on outcome such as revenue, cost, reactions etc. 預測 - 研究對結果的影響,例如,收入,成本及反饋Forecast with uncertain future

29、 variables - investigation of complicated variables and impact on outcome such as accuracy, predictions on revenue, cost, position, reactions etc. 預測未來不確定的因素 - 研究復雜因素和對結果的影響,例如,準確性, 預測收入,成本,職位及反饋 Across entire organization 橫跨整個機構Across several organizations 橫跨幾個機構The operational/administrative probl

30、em grow with the scope and size of the position whereas this is not the case with innovative problems. 復雜性問題隨著職位的范圍和規模增加,但創造性問題卻不一樣! 因 素 七：環境條件 Environmental ConditionsEnvironment 環境normal 正常 - no/ limited adaptation 不需/有限的適應difficult 非正常 - governed by technical tools and/or mental process and/or re

31、quires physical effort 技術設備因素及/或精神程序及/或需要體力勞動Risknormal 正常 - only unpredicted events may interrupt the normal course of action 基于一些不能預測的事件妨礙正常運作 difficult 非正常 - constantly faces political uncertainty or industrial risk 經常面對政局不穩或工業風險分數轉換表IPE 系統的應用Applications of IPE SystemA clear ranking of positions

32、 明確分出職位的級別A reliable base for an equitable salary structure 作為一個公平的工資結構的可靠依據A global overview of relations between positions 宏觀的了解職位的相互關系A starting point for position/person profiles 職位、任職者形象描述的出發點A database for career planning and succession 職業發展和繼承的數據庫An objective reference to solve titling issues

33、 解決職稱問題的客觀參考A means of market comparison 市場比較的手段清晰的職位等級Clear Ranking of PositionsL-1LL-1L-2L-2L-3L-3L-1L-2L-2L-1L-2L-2L-2L-2IPE 系統的應用Applications of IPE SystemA clear ranking of positions 明確分出職位的級別A reliable base for an equitable salary structure 作為一個公平的工資結構可靠依據A global overview of relations between

34、 positions 宏觀的了解職位的相互關系A starting point for position/person profiles 職位、任職者形象描述的出發點A database for career planning and succession 職業發展和繼承的數據庫An objective reference to solve titling issues 解決職稱問題的客觀參考A means of market comparison 市場比較的手段Salary Structure - Company ZZ 公司工資結構 There is no Salary Structure

35、工資無結構 Salaries are decided case by case 工資隨機性 Obvious internal inequity 內部無公平IPE 系統的應用Applications of IPE SystemClear ranking of positions 明確分出職位的級別A reliable base for an equitable salary structure 作為一個公平的工資結構的可靠依據A global overview of relations between positions 宏觀的了解職位的相互關系A starting point for posi

36、tion/person profiles 職位、任職者形象描述的出發點A database for career planning and succession 職業發展和繼承的數據庫An objective reference to solve titling issues 解決職稱問題的客觀參考A means of market comparison 市場比較的手段Position Evaluation 職位評估IPE 系統的應用Applications of IPE SystemA clear ranking of positions 明確分出職位的級別A reliable base f

37、or an equitable salary structure 作為一個公平的工資結構的可靠依據A global overview of relations between positions 宏觀的了解職位的相互關系A starting point for position/person profiles 職位、任職者形象描述的出發點A database for career planning and succession 職業發展和繼承的數據庫An objective reference to solve titling issues 解決職稱問題的客觀參考A means of mark

38、et comparison 市場比較的手段The Position and The Incumbent職位和任職者比較CRG 等級IPE 系統的應用Applications of IPE SystemA clear ranking of positions 明確分出職位的級別A reliable base for an equitable salary structure 作為一個公平的工資結構的可靠依據A global overview of relations between positions 宏觀的了解職位的相互關系A starting point for position/perso

39、n profiles 職位、任職者形象描述的出發點A database for career planning and succession 職業發展和繼承的數據庫An objective reference to solve titling issues 解決職稱問題的客觀參考A means of market comparison 市場比較的手段Promotion and Consequences提升和結果VIVIIIIII290220170130100公司等級Internal Grading標準工資Reference Salary應得的報酬 Recognition挑戰Challenge風

40、險Risk烏托邦Utopia提升的標準依照公司等級而定Promotion steps follow the internal grading標準工資隨公司等級變化而變化Reference Salaries (Pay for Position) are in line with internal grading提升是由技能決定，而非僅由績效而定Promotion is built on competencies, not on performance onlyIPE 系統的應用Applications of IPE SystemA clear ranking of positions 明確分出職位的級別A reliable base for an equitable salary structure 作為一個公平的工資結構的可靠依據A global