美世-國際職位評估體系（ipe3.1）培訓(xùn)

1、美世咨詢 北京,Mercer IPE3.1 Training美世國際職位評估體系(IPE 3.1)培訓(xùn),2006年11月,2,目錄 Table Of Content,關(guān)于職位評估 What Is Job EvaluationIPE簡介 International Position Evaluation (IPE)IPE結(jié)果的用途 Application Of IPE Results職位評估的方法和原則 Process An

2、d Principles Of Job Evaluation IPE因素介紹 Factors And Dimensions Of IPE,,關(guān)于職位評估What Is Job Evaluation,4,美世的人力資源管理模型-3P Model,Position Evaluation崗位評估,Performance Evaluation業(yè)績評價(jià),Person Evaluation人才評價(jià),,,,,,,5,職位評估的定義Defi

3、nition Of Job Evaluation,通過考查職位內(nèi)容和組織結(jié)構(gòu)，用一套連續(xù)的、有序的、清晰的方式，在一個(gè)組織內(nèi)部確定不同職位相對重要性大小的方法Job Evaluation is an approach to objectively determine the relative ranking of positions within an organization by considering the content

4、of the positions and the organization structure. 職位內(nèi)容 Content of the position ：職位的存在目的、應(yīng)負(fù)職責(zé)和任職資格等Purpose of the position, job responsibility, and job requirements, etc.組織結(jié)構(gòu) Organization structure ：職位在組織中的位置、影響范圍和角色定

5、位等Job relationship, position impact, and the roles, etc.,6,職位評估的特點(diǎn) Key Points Of JE,職位評估是一個(gè)確定職位相對重要性的過程JE is to determine the relative ranking of the positions職位評估涉及到的是在同一個(gè)組織內(nèi)職位與職位之間的相對價(jià)值，而不是一個(gè)絕對性的考察職位評估是一個(gè)對職位進(jìn)行分析的

6、過程JE is based on the objective analysis on the job roles and responsibilities. 評估本身雖然是一個(gè)判斷的過程，但是這種判斷是建立在對職位職責(zé)和職位內(nèi)容進(jìn)行系統(tǒng)，客觀的分析基礎(chǔ)上的職位評估是一個(gè)對職位價(jià)值進(jìn)行判斷的過程Evaluator is required to make the judgment according to the job re

7、sponsibility by using the Job Evaluation Tool.職位評估被描述為一個(gè)衡量職位大小的科學(xué)方法，但是它要求人們在對職位職責(zé)理解和應(yīng)用的基礎(chǔ)上進(jìn)行判斷,7,職位評估的特點(diǎn)（續(xù)）Key Points Of JE (Cont.),職位評估是一個(gè)結(jié)構(gòu)明確的過程JE is a systematical process which has a very clear framework.職位評估是一

8、個(gè)結(jié)構(gòu)非常清晰的過程，因?yàn)樵u估方法本身是系統(tǒng)的，連續(xù)性的和理性的職位評估是一個(gè)以職位為中心的過程JE is to evaluate the position’s value, but not the incumbents. 職位評估的核心是職位的應(yīng)負(fù)職責(zé)的相對大小，它關(guān)注的是職位本身，而不是職位上任職者的業(yè)績表現(xiàn),8,企業(yè)在何時(shí)需要進(jìn)行職位評估？When The Job Evaluation Is Needed?,在企業(yè)快

9、速發(fā)展一段時(shí)間后，需要對組織結(jié)構(gòu)和職位體系進(jìn)行規(guī)范It is required to optimize the organization structure and job system in order to cooperate with the development of the organization公司經(jīng)過合并或收購之后，重新審視新的組織體系A(chǔ)fter the merger or acquisition, the

10、organization system is needed to be reviewed組織為適應(yīng)未來發(fā)展的需要而對薪酬體系進(jìn)行改革時(shí)It is required to review the positions when the compensation system needs to be improved…….,,國際職位評估體系 版本3.1 International Position Evaluation System

11、, (IPE3.1),10,國際職位評估體系(IPE3.1),國際職位評估體系（IPE3.1）是美世人力資源咨詢公司與數(shù)十家世界一流跨國公司合作，經(jīng)過數(shù)十年的研究，所開發(fā)出來的一套科學(xué)的職位評估工具。迄今為止，它根據(jù)用戶使用情況和經(jīng)濟(jì)環(huán)境變化已經(jīng)過不斷的更新與維護(hù)。當(dāng)前使用的版本3.1，是美世咨詢公司在2005年根據(jù)最新的研究成果修訂而來自1995年進(jìn)入中國，美世已運(yùn)用IPE幫助數(shù)百家中國的一流外企、大型國企和優(yōu)秀的民營企業(yè)建立起職位

12、體系，并與他們一起分享職位評估方面的經(jīng)驗(yàn)作為美世提供的完整的人力資源解決方案的一部分，IPE3.1與美世的其他人力資源工具和方法論緊密地結(jié)合在一起,The Mercer International Position Evaluation (IPE) System is a dynamic approach to position evaluation developed and enhanced by users in coopera

13、tion 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 necessa

14、ry 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

15、,Impact影響,Innovation創(chuàng)新,Communication溝通,Knowledge知識,12,10 Dimensions 緯度,Impact,Innovation,Communication,Knowledge,影響,溝通,創(chuàng)新,知識,溝通,框架,創(chuàng)新,復(fù)雜性,知識,團(tuán)隊(duì),寬廣度,貢獻(xiàn),影響,組織,13,63 Degrees 刻度Each Dimension has a different set of Degrees

16、每個(gè)維度有不同的刻度,,Innovation,Impact,Innovation,Communication,Knowledge,影響,溝通,創(chuàng)新,知識,溝通,框架,創(chuàng)新,復(fù)雜性,知識,團(tuán)隊(duì),寬廣度,貢獻(xiàn),影響,組織,14,1,210 Points 點(diǎn),15,48 Position Classes職位級別,,,總點(diǎn)數(shù)范圍,,,職位級別,,,IPE的應(yīng)用Application Of IPE,17,明確分出職位的級別 Accurately

17、 determine position ranking within virtually any type of organization 一種組織結(jié)構(gòu)分析的工具 Tool to compare the relative importance of different units作為一個(gè)公平的崗位職等體系的可靠依據(jù) Reliable basis for job leveling system解決職稱問題的客觀參考Objective

18、 reference for solving titling issues作為一個(gè)公平的工資結(jié)構(gòu)的可靠依據(jù)Reliable basis for determining pay for positions人崗匹配分析的基礎(chǔ)Objective reference for evaluating people’s competencies relative to the requirements of their positions職業(yè)發(fā)

19、展與晉升的基礎(chǔ)Framework for promotion and succession planning,ApplicationsIPE 系統(tǒng)的應(yīng)用,Unclear Ranking of Positions 不清晰的職位等級,Clear Ranking of Positions 清晰的職位等級,L-1,IPE職級,20,明確分出職位的級別 Accurately determine position ranking within

20、 virtually any type of organization 一種組織結(jié)構(gòu)分析的工具 Tool to compare the relative importance of different units作為一個(gè)公平的崗位職等體系的可靠依據(jù) Reliable basis for job leveling system解決職稱問題的客觀參考Objective reference for solving titling iss

21、ues作為一個(gè)公平的工資結(jié)構(gòu)的可靠依據(jù)Reliable basis for determining pay for positions人崗匹配分析的基礎(chǔ)Objective reference for evaluating people’s competencies relative to the requirements of their positions職業(yè)發(fā)展與晉升的基礎(chǔ)Framework for promotion and

22、 succession planning,ApplicationsIPE 系統(tǒng)的應(yīng)用,通過IPE職級呈現(xiàn)的組織結(jié)構(gòu)圖進(jìn)行組織結(jié)構(gòu)分析,L-1,IPE職級,,22,明確分出職位的級別 Accurately determine position ranking within virtually any type of organization 一種組織結(jié)構(gòu)分析的工具 Tool to compare the relative import

23、ance of different units作為一個(gè)公平的崗位職等體系的可靠依據(jù) Reliable basis for job leveling system解決職稱問題的客觀參考Objective reference for solving titling issues作為一個(gè)公平的工資結(jié)構(gòu)的可靠依據(jù)Reliable basis for determining pay for positions人崗匹配分析的基礎(chǔ)Object

24、ive reference for evaluating people’s competencies relative to the requirements of their positions職業(yè)發(fā)展與晉升的基礎(chǔ)Framework for promotion and succession planning,ApplicationsIPE 系統(tǒng)的應(yīng)用,23,JE Results職位評估結(jié)果,24,明確分出職位的級別 Accura

25、tely determine position ranking within virtually any type of organization 一種組織結(jié)構(gòu)分析的工具 Tool to compare the relative importance of different units作為一個(gè)公平的崗位職等體系的可靠依據(jù) Reliable basis for job leveling system解決職稱問題的客觀參考Objec

26、tive reference for solving titling issues作為一個(gè)公平的工資結(jié)構(gòu)的可靠依據(jù)Reliable basis for determining pay for positions人崗匹配分析的基礎(chǔ)Objective reference for evaluating people’s competencies relative to the requirements of their positions

27、職業(yè)發(fā)展與晉升的基礎(chǔ)Framework for promotion and succession planning,ApplicationsIPE 系統(tǒng)的應(yīng)用,25,通過職位評估結(jié)果確定內(nèi)部的職位頭銜,26,明確分出職位的級別 Accurately determine position ranking within virtually any type of organization 一種組織結(jié)構(gòu)分析的工具 Tool to com

28、pare the relative importance of different units作為一個(gè)公平的崗位職等體系的可靠依據(jù) Reliable basis for job leveling system解決職稱問題的客觀參考Objective reference for solving titling issues作為一個(gè)公平的工資結(jié)構(gòu)的可靠依據(jù)Reliable basis for determining pay for p

29、ositions人崗匹配分析的基礎(chǔ)Objective reference for evaluating people’s competencies relative to the requirements of their positions職業(yè)發(fā)展與晉升的基礎(chǔ)Framework for promotion and succession planning,ApplicationsIPE 系統(tǒng)的應(yīng)用,27,設(shè)計(jì)與級別相聯(lián)的薪資結(jié)構(gòu),

30、,,,,,,,,薪酬,崗位等級,薪酬曲線,,,崗位薪酬幅度,,,,44,45,46,47,48,49,,,,5,000,10,000,15,000,評估結(jié)果不是決定薪酬的唯一因素,28,明確分出職位的級別 Accurately determine position ranking within virtually any type of organization 一種組織結(jié)構(gòu)分析的工具 Tool to compare the rela

31、tive importance of different units作為一個(gè)公平的崗位職等體系的可靠依據(jù) Reliable basis for job leveling system解決職稱問題的客觀參考Objective reference for solving titling issues作為一個(gè)公平的工資結(jié)構(gòu)的可靠依據(jù)Reliable basis for determining pay for positions人崗匹配

32、分析的基礎(chǔ)Objective reference for evaluating people’s competencies relative to the requirements of their positions職業(yè)發(fā)展與晉升的基礎(chǔ)Framework for promotion and succession planning,ApplicationsIPE 系統(tǒng)的應(yīng)用,29,進(jìn)行人崗匹配的對比分析，確定公司崗位要求和現(xiàn)有人員的

33、能力差異,30,明確分出職位的級別 Accurately determine position ranking within virtually any type of organization 一種組織結(jié)構(gòu)分析的工具 Tool to compare the relative importance of different units作為一個(gè)公平的崗位職等體系的可靠依據(jù) Reliable basis for job leveling

34、 system解決職稱問題的客觀參考Objective reference for solving titling issues作為一個(gè)公平的工資結(jié)構(gòu)的可靠依據(jù)Reliable basis for determining pay for positions人崗匹配分析的基礎(chǔ)Objective reference for evaluating people’s competencies relative to the require

35、ments of their positions職業(yè)發(fā)展與晉升的基礎(chǔ)Framework for promotion and succession planning,ApplicationsIPE 系統(tǒng)的應(yīng)用,31,,管理層級 Management,專業(yè)層級 Professional,,,,,,,,P3,P2,P1,I1,I2,I3,I4,I5,M1,M2,M3,M4,M5,M6,,PC,42-43,44-46,50-51,52-54

36、,55-57,58-63,,,,,,,,,職業(yè)發(fā)展與晉升的基礎(chǔ)Framework for promotion and succession planning,47-49,64-66,,評估步驟和原則Job Evaluation Process And Principle,33,1.Select benchmark positions 選擇典型標(biāo)準(zhǔn)職位2.Gather data on benchmark positions 標(biāo)準(zhǔn)職

37、位信息收集3.Form evaluation committee 建立評估委員會(huì)5.Train evaluation committee 培訓(xùn)評估委員會(huì)7.Evaluate positions 職位評估8.Put the evaluation results to use 應(yīng)用評估結(jié)果,評估步驟Evaluation Process,34,1.Evaluate Top Down職位評估由上至下2.No on

38、e may evaluate own position不可評估個(gè)人職位3.Check internal equity檢驗(yàn)內(nèi)部平衡Rank all positions evaluated according to size按照被評估職位的級別排列Compare across all divisions or departments跨部門對比職位Calibrate to ensure equity across the b

39、oard校正異常職位以確保內(nèi)部平衡,評估原則 Evaluation Rules,35,Proper Evaluations正確的評估方法,All evaluations are tentative until the final list is prepared 在評估結(jié)果最終確定以前，所有的評估都是暫定的The evaluation is of the POSITION not the position holder 評估的

40、是職位而不是任職者The evaluators are looking for the position at a competent, acceptable level of performance 評估是基于被評估職位是勝任的、績效是可接受的條件下進(jìn)行的The members of the evaluation team represent the management during the process, except wh

41、en their own department’s jobs are being evaluated 在評估過程中，除了在評估他們自己部門的職位的時(shí)候，評估小組的成員代表著公司管理層的意見The final evaluation represent the team’s decision and they are expected to defend it together as a team and not keep a disse

42、nting opinion 最終的評估結(jié)果代表了整個(gè)評估小組的意見，小組成員不應(yīng)在最終結(jié)果出臺(tái)后還提出不同的意見Evaluations are correct at the present of time. All evaluations take into account the current situation as it exists today. If organizational changes are anticip

43、ated, the evaluations will be redone 評估結(jié)果是根據(jù)現(xiàn)時(shí)情況得出的。如果機(jī)構(gòu)發(fā)生了變化，則需要重新進(jìn)行評估,,IPE因素解釋Factors And Dimensions Of IPE,37,Factor 1: Impact因素1：影響,This factor is a function of the organisations Size, the Nature of Impact assigned

44、 to the position and modified by its relative Contribution to the organisation overall results. 這個(gè)因素通過綜合考慮“組織規(guī)模”、“職位所被賦予的影響屬性”及“職位對組織的貢獻(xiàn)大小”三個(gè)方面對職位進(jìn)行評估This factor is heavily weighted in the IPE System. 在IPE系統(tǒng)中，這個(gè)因素的權(quán)重非常大

45、,,Process 評估流程：Identify the organisation and determine its size 確認(rèn)組織和確定組織的規(guī)模Identify the position’s nature of Impact 確定該職位的影響本質(zhì)Modify Impact by the level of Contribution 根據(jù)貢獻(xiàn)大小調(diào)整影響層次Consider combined result within th

46、e context of organisation size 結(jié)合組織規(guī)模計(jì)算職位在影響方面的綜合得分,38,Review the Structure and define Organisations 審核組織架構(gòu)確定組織,To be considered an “organization” for the purpose of position evaluation, a business entity needs to meet

47、three criteria. It must: 在職位評估中，“組織”必須滿足三個(gè)條件：Include at least one “primary” function, such as production, service, research, or marketing and sales 包括至少一個(gè)“核心”部門，例如，生產(chǎn)、服務(wù)、研發(fā)、市場或銷售Include at least two “supporting” func

48、tions, such as information systems, finance and / or human resources, and 至少包括兩個(gè)“支持”部門，例如，信息系統(tǒng)，財(cái)務(wù)和/或人力資源等Be operational enough to produce added value. 其運(yùn)營能帶來增值,If a review of the structure results in the definition of m

49、ore than one organization, Mercer recommends evaluating a position within the most specific organizational context that the position impacts. 如果審核組織架構(gòu)發(fā)現(xiàn)可以定義出多個(gè)組織，美世建議以被評估職位所影響的最明確的組織來進(jìn)行評估。,39,組織規(guī)模的衡量考慮. . .,營業(yè)額/資產(chǎn),員工數(shù)目,組

50、織類型,40,Review organisations complexity and how it creates added-value 評估組織的復(fù)雜性及其如何帶來增值,Economic volume (Net Sales Turnover, Assets)經(jīng)濟(jì)收益（凈銷售額，資產(chǎn)）Number of employees (Capital or People intensive)員工人數(shù)（資產(chǎn)或勞動(dòng)密集型）,From orig

51、in從產(chǎn)品鏈源頭,To final consumer到最終消費(fèi)者,,BasicR&D 基礎(chǔ)性研發(fā),,,ProcureLogistics 采購物流,,Applied R&D 應(yīng)用性研發(fā),,Produce 生產(chǎn)制造,,ApplyAssemble 應(yīng)用組裝,,Market 市場營銷,,Sales 銷售,,Distri-bution 分銷,,Service 客戶服務(wù),Engineer 工程技術(shù),Manufact

52、ured Products Organisation 產(chǎn)品型組織：Tangible products 有形產(chǎn)品 - Manufactured products 制造產(chǎn)品,Services Organisations 服務(wù)性組織：Intangible products 無形產(chǎn)品 - Services 服務(wù),,,Financial Asset Services Organization 金融型組織：Financial Servi

53、ces 金融服務(wù) - Asset based 以資產(chǎn)為基礎(chǔ),41,Select local Size of Organisation table to determine size degree 選擇當(dāng)?shù)氐慕M織規(guī)模表來確定組織規(guī)模,Currency 單位： RMB (000.000)百萬人民幣,Available in morethan 60 countries. 超過60個(gè)國家有自己的組織規(guī)模表Updated eac

54、h year by local inflation and currency developments 根據(jù)當(dāng)?shù)氐奈飪r(jià)指數(shù)和貨幣增值情況每年做調(diào)整In 2006 refer to end 2005 results 2006年參考2005年年底結(jié)果,42,Which type of organisation and what value steps are involved ? 組織是什么類型及參與了哪些價(jià)值鏈環(huán)節(jié)？,,Sal

55、es Volume 銷售收入： RMB150 million 人民幣1億5千萬元Multiplier 規(guī)模乘數(shù)： 6 Adjusted Revenue 組織經(jīng)濟(jì)規(guī)模：RMB900 million 人民幣9億元Lookup in the Economic Size Table 按經(jīng)濟(jì)規(guī)模級別表查找， =>Degree level for Size 經(jīng)濟(jì)規(guī)模級別: 3,Example: Sales &

56、; Technical Service Organisation舉例：銷售和技術(shù)服務(wù)組織,43,This validation aligns capital intensive vs. people intensive organisations. 這能相應(yīng)地反應(yīng)出該組織是資金密集型組織還是勞動(dòng)力密集型組織。 When calculating Size of Organisation, by ECONOMIC size degree

57、 and EMPLOYEE size degree, the economic size should carry the higher weight. 通過經(jīng)濟(jì)規(guī)模級別和員工人數(shù)級別來計(jì)算組織規(guī)模時(shí)，經(jīng)濟(jì)規(guī)模級別占有更大的比重。 Round a decimal value to the integer closest to the economic size. 當(dāng)平均值出現(xiàn)小數(shù)時(shí)，以偏向經(jīng)濟(jì)規(guī)模級別的方式取整。,Validate S

58、ize degree against the number of employees 結(jié)合員工人數(shù)確定組織規(guī)模,44,,Determine Nature of Impact 確定影響屬性,,Nature ofImpact 影響本質(zhì),Delivery 交付性,Operational 操作性,Tactical 戰(zhàn)術(shù)性,Strategic 策略性,Visionary 遠(yuǎn)見性,Area of Impact 影響區(qū)域,How 如何？

59、,Job Area職位區(qū)域,Job Area (s)相關(guān)職位區(qū)域,Business Unit/Function業(yè)務(wù)單元／部門,Organization組織,Corporation集團(tuán),,,,,+,=,Deliver according to specific standards and guidelines根據(jù)特定的標(biāo)準(zhǔn)和說明交付,Specify new products, processes, standards base

60、d on organization strategy or sets operational plans根據(jù)組織策略或制定運(yùn)作計(jì)劃，明確新產(chǎn)品、工藝和標(biāo)準(zhǔn),Establish and implements business strategies with a longer-term focus based on the organization's vision根據(jù)組織的遠(yuǎn)見，建立和實(shí)施著眼于長遠(yuǎn)的經(jīng)營策略,Lead an

61、organization to develop and achieve its mission, vision and values領(lǐng)導(dǎo)一個(gè)組織發(fā)展和達(dá)到它的使命、遠(yuǎn)見和價(jià)值,Work within operational target or service standards在操作目標(biāo)和服務(wù)標(biāo)準(zhǔn)范圍內(nèi)工作,,,,,Who can change of the organizations overall philosophy. (

62、vision / mission / values) 能改變組織的整體價(jià)值體系（愿景/使命/價(jià)值觀）Who can change of long-term strategy and company goals. (strategic development) 能改變企業(yè)長期的策略和目標(biāo)（策略性發(fā)展）Who can change of tactical plan for new developments based on c

63、orporate decisions and plans. (mile stones) 能基于企業(yè)決策和發(fā)展計(jì)劃改變新的發(fā)展戰(zhàn)術(shù)計(jì)劃（里程碑）Who is setting objectives and securing operational results. (checkpoints) 制定操作性目標(biāo)并實(shí)現(xiàn)此目標(biāo)Who deliver own results according to specific targets a

64、nd service standards within own area of activity. 在自身工作領(lǐng)域內(nèi)，根據(jù)詳盡的工作目標(biāo)和服務(wù)標(biāo)準(zhǔn)完成工作,Visionary遠(yuǎn)見性Strategic策略性Tactical戰(zhàn)術(shù)性O(shè)perational操作性Delivery交付性,Review Areas of Responsibility審核職責(zé)范圍,46,Modify Impact by Contri

65、bution Level確定在相應(yīng)影響層級的貢獻(xiàn)大小,,,,,,Decide 決策,Propose 建議,,47,Relative Contribution相對的貢獻(xiàn)大小,,,,,16 - 20%,,Primary functions contribute directly to organisation’s overall result, totalling 100%. 主要部門對組織整體業(yè)績的直接貢獻(xiàn)，總和為100%Supp

66、ort functions contribute indirectly to the organisation’s overall result and they should not be higher evaluated than the functions they support. 支持性部門間接貢獻(xiàn)于組織的整體業(yè)績，他們的貢獻(xiàn)大小不應(yīng)高過其所支持的部門,48,從定義選擇貢獻(xiàn)度級別——不同影響層次的崗位，其貢獻(xiàn)度級別的定義和遵

67、循原則有所差異,49,Size/Impact points組織規(guī)模/影響分?jǐn)?shù)表,,,,,,Point Scorefor Impactand Size根據(jù)影響和組織規(guī)模確定第一個(gè)因素的綜合得分,組織規(guī)模,影響,50,Factor 2: Communication因素2：溝通,This factor is a function of the Nature and Frame of Communication. 這個(gè)因素是從溝通的屬

68、性和框架兩方面對職位進(jìn)行評估It captures the communication skills, which are frequently required in the position, within as well as outside of the organization. 它反映的是職位被經(jīng)常要求到的溝通方面的技能要求，包括組織內(nèi)部和組織外部的,,Process 評估流程：Identify the most di

69、fficult or challenging communication context 識別最困難的或最有挑戰(zhàn)的溝通內(nèi)容Identify the nature of the communication 確定溝通的屬性Identify the parties involved, whether internal or external to the corporation 確認(rèn)參與的溝通對象是屬于組織內(nèi)部的或外部的Determin