咨询公司职位评估系统内训中文版-课件.ppt

1、美世咨询美世咨询 北京北京Mercer IPE3.1 TrainingMercer IPE3.1 Training美世国际职位评估体系美世国际职位评估体系(IPE 3.1)(IPE 3.1)培培训训2006年11月Mercer Human Resource Consulting目录目录 Table Of ContentTable Of Contentn关于职位评估 What Is Job EvaluationnIPE简介 International Position Evaluation(IPE)nIPE结果的用途 Application Of IPE Resultsn职位评估的方法和原则 P

2、rocess And Principles Of Job Evaluation nIPE因素介绍 Factors And Dimensions Of IPE2关于职位评估关于职位评估What Is Job EvaluationWhat Is Job Evaluation3Mercer Human Resource ConsultingRole Clarification岗位澄清Position Evaluation岗位评估Objective Setting目标设定Performance Review业绩评估Compensation薪酬Person Development人才发展美世的人力资源管

3、理模型美世的人力资源管理模型-3P Model-3P Model 4Mercer Human Resource Consulting职位评估的定义职位评估的定义Definition Of Job EvaluationDefinition Of Job Evaluationn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 organizati

4、on by considering the content of the positions and the organization structure.职位内容职位内容 Content of the positionContent of the position ：职位的存在目的、应负职责和任职资格等职位的存在目的、应负职责和任职资格等Purpose of the position,job responsibility,and job Purpose of the position,job responsibility,and job requirements,etc.requiremen

5、ts,etc.组织结构组织结构 Organization structureOrganization structure ：职位在组织中的位置、影响范围和角色定位等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.Job relationship,position impact,and the roles,etc.5Mercer Human Resource Consulting职位评估的特点职位评估的特点 Key Points Of JEKey Points Of JEn职位评估是一个确定职位相对重要

6、性的过程JE is to determine the relative rankingrelative 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n职位评估是一个对职位进行分析的过程JE is based on the objective analysisobjective 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n职位评估是一个对职位价值进行判断的过程Eva

7、luator is required to make the judgmentmake 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6Mercer Human Resource Consulting职位评估的特点（续）职位评估的特点（续）Key Points Of JE(Cont.)Key Points Of JE(Cont.)n职位评估是一个结构明确的过程JE is a syst

8、ematical processsystematical 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n职位评估是一个以职位为中心的过程JE is to evaluate the positions valuepositions 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7Mercer Human Resource Consulting企业在何时需要进行职位评估？企业在何时需要

9、进行职位评估？When The Job Evaluation Is Needed?When The Job Evaluation Is Needed?n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 organizationn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 organ

10、ization system is needed to be reviewedn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 improvedn.8国际职位评估体系国际职位评估体系 版本版本3.1 3.1 International Position International Position Evaluation System,(IPE3.1)Evaluation System,(IPE3.1)9Mercer Human Resou

11、rce Consulting国际职位评估体系国际职位评估体系(IPE3.1)(IPE3.1)n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n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n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

12、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 ha

13、s 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.10Mercer Human Resource Consulti

14、ng4 4 Factors Factors 因素因素InnovationCommunicationKnowledgeImpactImpact影响影响Innovation创新创新Communication沟通沟通Knowledge知识知识11Mercer Human Resource Consulting10 10 Dimensions Dimensions 纬度纬度InnovationComplexityCommunicationFrameKnowledgeTeamsBreadth ContributionImpactOrganization ImpactInnovationCommunica

15、tionKnowledge影响影响沟通沟通创新创新知识知识沟通框架创新复杂性知识团队宽广度贡献影响组织 12Mercer Human Resource Consulting63 Degrees 63 Degrees 刻度刻度Each Dimension has a different set of Degrees Each Dimension has a different set of Degrees 每个维度有不同每个维度有不同的刻度的刻度InnovationComplexityCommunicationFrameKnowledgeTeamsBreadth ContributionImpa

16、ctOrganization ImpactInnovationCommunicationKnowledge影响影响沟通沟通创新创新知识知识沟通框架创新复杂性知识团队宽广度贡献影响组织 13Mercer Human Resource Consulting11510130102601057051,21,210 Points 10 Points 点点ContributionImpactOrganization CommunicationFrameInnovationComplexityTeamsKnowledgeBreadth 14Mercer Human Resource Consulting48

17、 48 Position ClassesPosition Classes职位级别职位级别PositionClassPositionClassPositionClass26-5040426-45056826-8507251-7541451-47557851-8757376-10042476-50058876-90074101-12543501-52559901-92575126-15044526-55060926-95076151-17545551-57561951-97577176-20046576-60062976-100078201-22547601-625631001-102579226

18、-25048626-650641026-105080251-27549651-675651051-107581276-30050676-700661076-110082301-32551701-725671101-112583326-35052726-750681126-115084351-37553751-775691151-117585376-40054776-800701176-120086401-42555801-825711201-122587Total point rangeTotal point rangeTotal point range总点数范围职位级别15IPEIPE的应用

19、的应用Application Of IPEApplication Of IPE16Mercer Human Resource Consultingn明确分出职位的级别明确分出职位的级别 Accurately determine position ranking within virtually any type of organization n一种组织结构分析的工具 Tool to compare the relative importance of different unitsn作为一个公平的岗位职等体系的可靠依据 Reliable basis for job leveling syst

20、emn解决职称问题的客观参考Objective reference for solving titling issuesn作为一个公平的工资结构的可靠依据Reliable basis for determining pay for positionsn人岗匹配分析的基础Objective reference for evaluating peoples competencies relative to the requirements of their positionsn职业发展与晋升的基础Framework for promotion and succession planningAppl

21、icationsApplicationsIPE IPE 系统的应用系统的应用17Mercer Human Resource ConsultingUnclear Ranking of PositionsUnclear Ranking of Positions 不清晰的职位等级不清晰的职位等级LL-1L-2L-2L-3L-3L-1L-2L-2L-1L-2L-2L-1L-2L-2Mercer Human Resource ConsultingClear Ranking of PositionsClear Ranking of Positions 清晰的职位等级清晰的职位等级L-1LL-1L-2L-2

22、L-3L-3L-1L-2L-2L-1L-2L-2L-2L-2IPE职级Mercer Human Resource Consultingn明确分出职位的级别 Accurately determine position ranking within virtually any type of organization n一种组织结构分析的工具一种组织结构分析的工具 Tool to compare the relative importance of different unitsn作为一个公平的岗位职等体系的可靠依据 Reliable basis for job leveling systemn解

23、决职称问题的客观参考Objective reference for solving titling issuesn作为一个公平的工资结构的可靠依据Reliable basis for determining pay for positionsn人岗匹配分析的基础Objective reference for evaluating peoples competencies relative to the requirements of their positionsn职业发展与晋升的基础Framework for promotion and succession planningApplicat

24、ionsApplicationsIPE IPE 系统的应用系统的应用20Mercer Human Resource Consulting通过通过IPEIPE职级呈现的组织结构图进行组织结构分析职级呈现的组织结构图进行组织结构分析L-1LL-1L-2L-2L-3L-3L-1L-2L-2L-1L-2L-2L-2L-2IPE职级Mercer Human Resource Consultingn明确分出职位的级别 Accurately determine position ranking within virtually any type of organization n一种组织结构分析的工具 To

25、ol to compare the relative importance of different unitsn作为一个公平的岗位职等体系的可靠依据作为一个公平的岗位职等体系的可靠依据 Reliable basis for job leveling systemn解决职称问题的客观参考Objective reference for solving titling issuesn作为一个公平的工资结构的可靠依据Reliable basis for determining pay for positionsn人岗匹配分析的基础Objective reference for evaluating

26、peoples competencies relative to the requirements of their positionsn职业发展与晋升的基础Framework for promotion and succession planningApplicationsApplicationsIPE IPE 系统的应用系统的应用22Mercer Human Resource ConsultingJE ResultsJE Results职位评估结果职位评估结果23Mercer Human Resource Consultingn明确分出职位的级别 Accurately determine

27、position ranking within virtually any type of organization n一种组织结构分析的工具 Tool to compare the relative importance of different unitsn作为一个公平的岗位职等体系的可靠依据 Reliable basis for job leveling systemn解决职称问题的客观参考解决职称问题的客观参考Objective reference for solving titling issuesn作为一个公平的工资结构的可靠依据Reliable basis for determi

28、ning pay for positionsn人岗匹配分析的基础Objective reference for evaluating peoples competencies relative to the requirements of their positionsn职业发展与晋升的基础Framework for promotion and succession planningApplicationsApplicationsIPE IPE 系统的应用系统的应用24Mercer Human Resource Consulting通过职位评估结果确定内部的职位头衔通过职位评估结果确定内部的职

29、位头衔PositionClassGradeManagerial/GeneralStaff TitlesTechnical Staff Titles61-639Director 58-608Deputy Director 55-577Senior ManagerPrincipal Consultant52-546ManagerSenior Consultant25Mercer Human Resource Consultingn明确分出职位的级别 Accurately determine position ranking within virtually any type of organiza

30、tion n一种组织结构分析的工具 Tool to compare the relative importance of different unitsn作为一个公平的岗位职等体系的可靠依据 Reliable basis for job leveling systemn解决职称问题的客观参考Objective reference for solving titling issuesn作为一个公平的工资结构的可靠依据作为一个公平的工资结构的可靠依据Reliable basis for determining pay for positionsn人岗匹配分析的基础Objective referen

31、ce for evaluating peoples competencies relative to the requirements of their positionsn职业发展与晋升的基础Framework for promotion and succession planningApplicationsApplicationsIPE IPE 系统的应用系统的应用26Mercer Human Resource Consulting设计与级别相联的薪资结构设计与级别相联的薪资结构薪薪酬酬岗位岗位等级等级薪酬曲线薪酬曲线岗位薪岗位薪酬幅度酬幅度4445464748495,00010,0001

32、5,000评估结果不是决定薪酬的唯一因素评估结果不是决定薪酬的唯一因素27Mercer Human Resource Consultingn明确分出职位的级别 Accurately determine position ranking within virtually any type of organization n一种组织结构分析的工具 Tool to compare the relative importance of different unitsn作为一个公平的岗位职等体系的可靠依据 Reliable basis for job leveling systemn解决职称问题的客观参

33、考Objective reference for solving titling issuesn作为一个公平的工资结构的可靠依据Reliable basis for determining pay for positionsn人岗匹配分析的基础人岗匹配分析的基础Objective reference for evaluating peoples competencies relative to the requirements of their positionsn职业发展与晋升的基础Framework for promotion and succession planningApplicat

34、ionsApplicationsIPE IPE 系统的应用系统的应用28Mercer Human Resource Consulting进行人岗匹配的对比分析，确定公司岗位要求和现有人员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的能力差异IPE Position ClassPerson ScorePosition Score29Mercer Human Resource Consultingn明确分出职位的级别 Accurately determine position ranking within virtually any type of organization n一种

35、组织结构分析的工具 Tool to compare the relative importance of different unitsn作为一个公平的岗位职等体系的可靠依据 Reliable basis for job leveling systemn解决职称问题的客观参考Objective reference for solving titling issuesn作为一个公平的工资结构的可靠依据Reliable basis for determining pay for positionsn人岗匹配分析的基础Objective reference for evaluating people

36、s competencies relative to the requirements of their positionsn职业发展与晋升的基础职业发展与晋升的基础Framework for promotion and succession planningApplicationsApplicationsIPE IPE 系统的应用系统的应用30Mercer Human Resource Consulting管理层级 Management 专业层级 ProfessionalP3P2P1I1I2I3I4I5M1M2M3M4M5M6PC42-4344-4650-5152-5455-5758-63职

37、业发展与晋升的基础职业发展与晋升的基础Framework for promotion Framework for promotion and succession planningand succession planning47-4964-6631评估步骤和原则评估步骤和原则Job Evaluation Process Job Evaluation Process And PrincipleAnd Principle32Mercer Human Resource Consulting1.Select benchmark positions 选择典型标准职位选择典型标准职位2.Gather d

38、ata on benchmark positions 标准职位信息收集标准职位信息收集3.Form evaluation committee 建立评估委员会建立评估委员会5.Train evaluation committee 培训评估委员会培训评估委员会7.Evaluate positions 职位评估职位评估8.Put the evaluation results to use 应用评估结果应用评估结果评估步骤评估步骤Evaluation ProcessEvaluation Process33Mercer Human Resource Consulting1.Evaluate Top Do

39、wn职位评估由上至下职位评估由上至下2.No one may evaluate own position不可评估个人职位不可评估个人职位3.Check internal equity检验内部平衡检验内部平衡nRank all positions evaluated according to size按照被评估职位的级别排列按照被评估职位的级别排列nCompare across all divisions or departments跨部门对比职位跨部门对比职位nCalibrate to ensure equity across the board校正异常职位以确保内部平衡校正异常职位以确保内部

40、平衡评估原则评估原则 Evaluation RulesEvaluation Rules34Mercer Human Resource ConsultingProper EvaluationsProper Evaluations正确的评估方法正确的评估方法nAll 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nThe evaluation is of the POSITION not the position holder 评估的是职位而不是任职者nThe evaluators

41、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nThe 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nThe final eva

42、luation 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nEvaluations are correct at the present of time.All evaluations take into account the current situation as it exists today.If organiz

43、ational 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35IPEIPE因素解释因素解释Factors And Dimensions Of Factors And Dimensions Of IPEIPE36Mercer Human Resource ConsultingFactor 1:ImpactFactor 1:Impact因素因素1 1：影响：影响This factor is a function of the organisations Size,

44、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 i

45、ts 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组织规模贡献影响属性OrganisationNature ofImpactContribution37Mercer Human Resource ConsultingRevi

46、ew the Structure and define Review the Structure and define OrganisationsOrganisations 审核组织架构审核组织架构确定组织确定组织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：1.Include at least one“primary”function,such a

47、s 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2.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3.Be operational enough to produce added value.其运营能带来增值If a review of the struc

48、ture 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。38Mercer Human Resource Consulting组织规模的衡量考虑组织规模的衡量考虑.LowHighLowHigh146102469310

49、253931852550418537150100537174210020067421,48320040071,4832,96740080082,9675,1928001,40095,1929,0861,4002,500109,08615,9012,5004,0001115,90127,8274,0007,0001227,82748,6977,00012,0001348,69773,04512,00018,0001473,045109,56818,00027,00015109,568164,35227,00040,00016164,352246,52840,00060,00017246,5283

50、69,79260,000100,00018369,792554,688100,000150,00019554,688832,032150,000225,00020832,032225,000Table B(No.of employees)Table ADegree Level营业额营业额/资产资产员工数目员工数目组织类型组织类型39Mercer Human Resource ConsultingReview organisations complexity and how Review organisations complexity and how it creates added-valu