美世：美世国际职位评估系统-职位评估证书培训.pdf

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1、Beijing2005IPE Version 3.1 Position Evaluation Certificate Training美世国际职位评估系统职位评估证书培训Mercer Human Resource Consulting2Agenda Day One-Part 1议程：第一天第一部分Get to know each other and know your learning objectives 互相了解并了解您的兴趣Why Position Evaluation and the process职位评估的意义和流程Mercer Human Resource Consulting3A

2、genda Day One-Part 2议程：第一天第二部分IPEV3.1 Introduction IPEV3.1 介绍International Position Evaluation 国际职位评估系统Mercer Human Resource Consulting4Agenda-Day 2议程：第二天IPE Case Study国际职位评估体系练习与分析How to be a good evaluator?评估中的技巧IPE Examination国际职位评估体系测试Mercer Human Resource Consulting5Ground rules基本要求?Know each o

3、ther and networking 相互认识并建立联系；相互认识并建立联系；?Actively participate discussion 积极参加讨论；积极参加讨论；?Share experiences and ideas 分享经验和想法分享经验和想法;?Open minded and mutual respect 善于听取别人的观点并互相尊重；善于听取别人的观点并互相尊重；?Take care of your own learning 积极提出问题，获取最大收益；积极提出问题，获取最大收益；?Enjoy and practice(safe environment)充分享受大家的聚会并

4、积极练习；充分享受大家的聚会并积极练习；?No mobile phone 关掉手机关掉手机Mercer Human Resource Consulting6What are your expectations?您希望从本次培训中学到什么?请您做一下自我介绍：请您做一下自我介绍：?您对职位评估有多少经验？您对职位评估有多少经验？?您为什么希望参加职位评估的培训？您为什么希望参加职位评估的培训？?您认为职位评估最大的难度是什么？您认为职位评估最大的难度是什么？?您希望通过此次培训达到什么目的？您希望通过此次培训达到什么目的？?您认为作为优秀的人力资源管理者所应具备的素质有那些？您认为作为优秀的人力

5、资源管理者所应具备的素质有那些？BeijingIPE Version 3.1 Position Evaluation Certificate Training美世国际职位评估系统职位评估证书培训Part 1Mercer Human Resource Consulting8Model of Integrated HRM整合性的人力资源管理体系Role Clarification职位描述Role Clarification职位描述Objective Setting目标设定Objective Setting目标设定Performance Review绩效考核Performance Review绩效考

6、核Position Evaluation职位评估Position Evaluation职位评估Compensation 薪酬Compensation 薪酬Person Development 个人发展Person Development 个人发展Mercer Human Resource Consulting9Why Position Evaluation?职位评估的意义职位评估的意义Mercer Human Resource Consulting10Why Position Evaluation again?为何再提职位评估?Barriers are broken down 壁垒已被打破In

7、vestment capital knows no borders 投资无边界Allocation and movement of intellectual capital is global知识资本运作的全球化趋势?Business Strategy requires effective structures业务策略要求有效的结构?Job design to be transparent across cultures and geographies不同文化和地域都需要透明的职位设计?Competitive compensation regardless of location跨地域的有竞争

8、力的薪酬?Clarity in communication of roles and expectations清晰沟通职位和期望的需要Mercer Human Resource Consulting11The Purposes of Position Evaluation 职位评估的目的?Measures the relative importance of positions 权衡职位的相对重要性?Rates and ranks positions评定职位的等级?Establishes a grading system建立职级体系?Provides a basis for a salary

9、structure为薪酬架构提供基础?Provides a basis for comparing positions among organizations为组织间的职位比较提供基础Mercer Human Resource Consulting12Multinationals have focused on Job Evaluation for long time 跨国机构长期关注职位评估Reasons cited for pursuing global job evaluation:从事全球职位评估的原因：从事全球职位评估的原因：?Ensure equity?保证公平?Facilitat

10、e mobility?促进流动?Promote global perspective?鼓励全球发展?Support employee relations?促进员工关系?Assessments of equal pay?评估薪酬的公平性Have GlobalJob EvaluationDo not haveGlobal Job EvaluationSource:Mercer Interviews with 30 prominent multinational companies来源：美世访问的来源：美世访问的30家杰出的跨国公司。家杰出的跨国公司。Mercer Human Resource Co

11、nsulting13?Global cultural differences 全球文化差异America美国Europe欧洲Asia亚洲Focus on performance关注业绩Focus on position关注职位Focus on person关注人Job Evaluation has its Challenges职位评估面临的挑战Mercer Human Resource Consulting14What is Position Evaluation?职位评估的概念职位评估的概念Mercer Human Resource Consulting15What is position

12、evaluation?职位评估的定义?职位评估的定义?职位评估的定义?Mercer Human Resource Consulting16What is position evaluation?职位评估的定义?职位评估的定义?职位评估的定义?A process to determine the size of positions in the organization;?It is more than measuring,rather a organization review process;?To a organization without prior evaluation experi

13、ence,It is a significant change to the organization,needs to be carefully monitored and communicated;Mercer Human Resource Consulting17The process of position evaluation?职位评估的流程?职位评估的流程?职位评估的流程?Mercer Human Resource Consulting18The Roles角色Strategy 商业战略商业战略Expected role期望的角色期望的角色Perceived role 理解的角色理

14、解的角色Communication沟 通沟 通Accepted role 被接受的角色被接受的角色Commitment承诺，同意承诺，同意Fulfilled role 履行的角色履行的角色Motivation激励激励Adaptation 适时调整适时调整Effectiveness有效性有效性Competition 竞争竞争Success成功成功Organization组织架构组织架构Position description 职位描述职位描述Performance业绩业绩Performance contract 业绩合同业绩合同Fixed 固定固定Compensation 薪酬薪酬Variabl

15、e 浮动浮动Mercer Human Resource Consulting19组织结构是为了实现规模效益和促进信息流动而有机结合的一组职责组织结构是为了实现规模效益和促进信息流动而有机结合的一组职责职责组合职责组合职责组合职责组合部门之间建立联系部门之间建立联系部门之间建立联系部门之间建立联系运作机制运作机制运作机制运作机制组织结构的要求组织结构的要求组织结构的要求组织结构的要求规模效益规模效益规模效益规模效益促进信息流动促进信息流动促进信息流动促进信息流动规范组织行为规范组织行为规范组织行为规范组织行为契合契合契合契合契合契合组织设计组织设计组织设计组织设计Mercer Human Res

16、ource Consulting20部门职责既反映日常运作的需要，同时也必须反映战略的要求部门职责既反映日常运作的需要，同时也必须反映战略的要求战略要求的职责战略要求的职责战略要求的职责战略要求的职责日常运营的职责日常运营的职责Mercer Human Resource Consulting21Top 高Clear 清晰Middle 中Fuzzy 模糊Bottom 低Clear 清晰Clean Out The Middle Management Washing Machine 中层管理洗衣机Mercer Human Resource Consulting22The Development of

17、 IPE美世美世IPE的发展的发展Mercer Human Resource Consulting23Highlights of the Mercer IPE美世国际职位评估系统的优点?Analytical approach based on a point-rating system一个计点打分制的职位分析方法?Advanced,easy-to-use and to understand先进、易用、易懂?Easy to explain to the management and staff易于向员工和管理层解释?Easy to identify differences between pos

18、itions易于辩别职位间的差别?Eliminates distortions caused by position title comparison剔除由于职衔带来的混淆?An integrated system for all levels适用于所有层级的综合性体系?Computerized and easy to use电脑化、易于使用Mercer Human Resource Consulting24IPE is Developed with clients for clientsIPE是与客户一起为客户研发的?Early 1970s-SKF develops new method o

19、f evaluation早在20世纪70年代由SKF开发的一种新的评估工具System adopted extensively in Scandinavia系统在斯堪的纳维亚被广泛应用?1980s-Business International acquires the system20世纪80年代Business International组织收购该系统Renamed BI/PERS and extended worldwide重新命名为BI/PERS，并推广到全世界Mercer Human Resource Consulting25IPE is Developed with clients

20、for clientsIPE是与客户一起为客户研发的?1990s-CRG works with SKF to develop IPE90年代CRG与SKF一起再度开发国际职位评估系统Version 1 and 2 based on BI/PERS在BI/PERS基础上开发了IPE的第一版和第二版?2000-Mercer further enhances IPE2000年美世进一步改进了IPETo become Mercers global system至今成为美世在全球应用的系统Mercer Human Resource Consulting26From IPE version 3.0 to

21、version 3.1从从IPE 3.0到到IPE 3.1Mercer Human Resource Consulting27What have changed in IPE 3.1IPE 3.1中的变化中的变化?A more flexible sizing multiplier system is developed.?开发了更加灵活的组织规模乘数系统。?The language is strengthened based on experiences with IPE 3 implementations.?根据IPE 3 实施过程中取得的经验对语言进行了强化。?The new eIPE U

22、nlimited web software allows for global rollout and strong governance of evaluations.?全球首创的eIPE Unlimited 网络软件提供强大的评估管理功能。?Factors,degrees and weights of points have NOT changed.?因素、刻度和点值的权重都没有没有改变。Mercer Human Resource Consulting28Our guiding question我们的指导原则我们的指导原则?Are the suggestions universally a

23、pplicable?建议是否普遍适用？?Does the change fulfill Mercers fundamental design principles as agreed with our user groups,when we set-out to redesign IPE?当我们在重新设计IPE的时候，这些变化是否符合满足以用户为目标的美世的基本设计原则？?simplified,streamlined evaluation process?简单、高效的评估过程?greater clarity?更加清晰?cultural independence?不受文化的影响?Will cur

24、rent users of IPE3 be adversely impacted by adopting thesuggestions and will adopting the suggestions enhance the value of IPE?目前IPE3的用户是否会因为采纳建议而受到巨大的影响，并因为采纳建议而提升IPE的价值？BeijingIPE Version 3.1Position Evaluation Certificate Training美世国际职位评估系统职位评估证书培训Part 2Mercer Human Resource Consulting30Internati

25、onal Position Evaluation国际职位评估系统国际职位评估系统Mercer Human Resource Consulting314 Factors 因素InnovationCommunicationKnowledgeImpactImpact影响Innovation创新Communication沟通Knowledge知识Mercer Human Resource Consulting3210 Dimensions 维度InnovationComplexityCommunicationFrameKnowledgeTeamsBreadth ContributionImpactOr

26、ganization ImpactInnovationCommunicationKnowledge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Mercer Human Resource Consulting33104 Degrees 刻度Each Dimension has a different set of Degrees每个维度有不同的刻度InnovationComplexityCommunicationFrameKnowledgeTeamsBreadth ContributionImpactOrganization ImpactInnovationCommunicati

27、onKnowledge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Mercer Human Resource Consulting3411510130102601557051,210 Points 点ContributionImpactOrganization CommunicationFrameInnovationComplexityTeamsKnowledgeBreadth Mercer Human Resource Consulting3548 Position Classes职位级别总点数范围职位级别PositionClassPositionClassPositionC

28、lass26-5040426-45056826-8507251-7541451-47557851-8757376-10042476-50058876-90074101-12543501-52559901-92575126-15044526-55060926-95076151-17545551-57561951-97577176-20046576-60062976-100078201-22547601-625631001-102579226-25048626-650641026-105080251-27549651-675651051-107581276-30050676-700661076-1

29、10082301-32551701-725671101-112583326-35052726-750681126-115084351-37553751-775691151-117585376-40054776-800701176-120086401-42555801-825711201-122587Total point rangeTotal point rangeTotal point rangeMercer Human Resource Consulting36Before You Start 在评估开始之前Define Organization 确定组织Review Organizati

30、on Chart 审核组织机构图Review Positions Role 职位角色澄清Mercer Human Resource Consulting37Organizations within Corporation确定集团中的组织Business Unit 1SalesManufacturingR&DFinanceBudgetingAccountingTaxationTreasuryOrganization AOrganization BSalesProduct AProductionFinanceHRProduct BManufacturingDesignQuality Control

31、Organization COrganizations A,B and CWithin a CorporationSalesProduct AProductionFinanceHRProduct BManufacturingDesignQuality ControlMercer Human Resource Consulting38An Organization Must Include一个组织必须包括?One line function at least至少包括一个业务部门Production 生产Marketing and sales 市场销售Research/product develo

32、pment 研发?And two supporting functions 包括两个支持部门Finance 财务Personnel 人事Mercer Human Resource Consulting39Factor 1:Impact因素：影响Nature&scope of influence a position has on its area of responsibility/operation一个职位对其职责运作区域的影响范围和本质By measuring:通过衡量 Size of Organization组织的规模 Impact within the Organization Con

33、text在组织内的影响Mercer Human Resource Consulting40Size Is Based on规模是基于.Organization Revenues营业额营业额Type of Organization 组织类型组织类型Number of Employees员工数目员工数目Mercer Human Resource Consulting41JAN-03How to capture modern diversity in Sizing of Organizations在计算组织规模时，如何确定组织的差异性在计算组织规模时，如何确定组织的差异性42085(IPE2:Tab

34、le A表A)(IPE2:Table B表B)ResearchDevelop研究开发Engineer工程Procure制造InboundLogistics仓储物流Produce制造ApplyAssemble应用组装MarketSell市场销售Distribute配送Service服务Establish multipliers for value-chain stepsbetween 8 and 20为价值链的不同阶段赋8到20的乘数20845?DevelopProduce开发制造ApplyAssemble应用组装MarketSell市场销售DistributeService配送服务(IPE2:

35、Table C表C)Mercer Human Resource Consulting42Multiplier development project组织规模乘数?We used a Model based on Michael Porters generic Value Chain concept,describing the full range of activities that are required to bring a product from its conception,through all of the primary and supporting activities

36、to the final consumer.我们使用基于迈克尔波特的一般价值链概念的模型，该模型描述了一个产品从最初的概念通过关键和支持的活动到达最终顾客的全部流程。?Customer value is generated in each step and captured in the company Margin(EBIT).顾客价值在价值链的各个步骤中产生并形成企业的利润。?The relative weight of each step has been statistically evaluated against existing Industry data.通过对现有行业数据进行

37、统计和计算，得出每一阶段的相对权重。?The summary of weights from all the involved steps in the relevant Value Chain is used as the IPE multiplier.对相关价值链中所有涉及到的步骤的权重求和为IPE的乘数。?Generic Value steps have been defined for Manufacturing,Service and Finance organizations.一般的价值步骤可以定义为制造、服务和金融组织。Mercer Human Resource Consulti

38、ng43Value chain activities in manufacturing organizations制造业组织中的价值链活动制造业组织中的价值链活动1Basic Research&Development基础研究和开发基础研究和开发2Applied Research&Development应用研究和开发应用研究和开发3Engineering工程工程4Procurement采购采购5Inbound Logistics仓储物流仓储物流6Production制造制造7Application/Assembly应用应用/组装组装8Marketing营销营销9Sales销售销售10Distri

39、bution配送配送11Service服务服务Basic manufacturing.Production of intermediate or final goods from raw materials.May include intermediate manufactured products as part of the production process.Characterised by the conversion of materials to a new product with different characteristics(e.g.,moulding of plast

40、ic into auto parts).基本制造。从原材料到中间或最终产品的生产。可以包括作为生产过程一部分的中间加工产品。以将材料转化为具有不同特性的产品为特征（如，将塑料铸造成型为汽车部件）Assembly of previously manufactured goods for market.Includes final assembly and packaging of two or more manufactured products(e.g.,assembly of auto parts into a complete automobile).May include limited

41、 intermediate finishing of inputs.组装已加工的产品投入市场。包括对二个或二个以上的已加工产品进行最终的组装和包装（如，将汽车部件组装成一辆完整的汽车）。Excluding marketing.Includes management of direct and indirect sales forces.Does not include oversight of third-party distributors.非营销。包括对销售人员的直接或间接的管理。不包括对第三方经销商的监管。Sales and Service销售和服务销售和服务Production制造制造

42、Primary research.Typically includes basic research and development activities where the eventual product and/or market potential is unknown.Generally characterised by a relatively modest rate of success(e.g.,20%of research eventually results in new products).前期研究。通常包括在最终产品和/或市场前景尚不清楚的情况下进行的基础性的研究和开发

43、活动。一般以相对中等的成功率为特征（如，20%的可能性研制成新产品）。Product Development产品开发产品开发Product development.Includes targeted R&D activities to develop a specific new product or enhancement of an existing product where the eventual market potential is more defined.Typically includes development of preliminary product specifi

44、cations and pre-production prototypes.Go-to-market decisions are generally made at this stage of development.产品开发。包括在最终市场前景比较明确的情况下，为开发一种特定新产品或改进现有市场潜力产品所进行的有目标的研发活动。通常包括基本产品规格和投产前原型的开发。投放市场的决策通常在开发的这一阶段进行。Independent of sales.Function responsible for internal market analysis and planning and extern

45、al communications,such as public relations,advertising and marketing collateral.独立销售。职责是负责内部市场分析、计划和外部沟通，比如公共关系、广告和营销相关活动。Outbound logistics.Includes warehousing and outbound transportation of goods to third-party distributors and/or final customers.外部物流。包括存储和将货物运往第三方经销商和/或最终顾客的外部运输。After-sale servi

46、ce.Includes customer call centres and repair,service and support.Service may be offered on warranty,contract or fee-for-service basis售后服务。包括顾客呼叫中心、维修、服务和支持。服务可以是保修条款要求、合同规定或付费的。.Production design.Final engineering of production-ready specifications and manufacturing processes.生产设计。确定投产产品的规格和制造流程的最终工

47、艺。Supply.Specific function responsible for obtaining manufacturing inputs,including raw materials and intermediate manufactured products.Generally responsible for all contract negotiation,vendor management and spot market transactions.供应。具体职责是负责获取生产资料，包括原材料和中间产品。一般负责全部的合同谈判、供应商管理和现场交易。Supply managem

48、ent.Management of inbound materials,including delivery scheduling,transportation,warehousing and inventory management.供应管理。仓储物资管理，包括交货安排、运输、存储和库存管理Mercer Human Resource Consulting44Clear definition of added-value steps in Services Organisations1.5Support.Includes customer call centers and post-servi

49、ce support.Customer Service71.5Physical delivery of service.Distribution of services to customers through personal contact.Includes remote contact via telephone,internet,etc.May include physical delivery of idea-based or non-idea based services.Apply Solutions and Distribution always occur concurren

50、tly(but Distribution may occur without Apply Solutions).Distribution63.0Excluding marketing.Includes management of direct and indirect sales forces.Sales51.5Independent of sales.Function responsible for internal market analysis and planning and external communications,such as public relations,advert