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1、职位说明书与任职资格管理培训2008年5月PDF created with pdfFactory Pro trial version 2在这在这美美丽的丽的世世界上,原来生活可以更界上,原来生活可以更美的美的n调查:您认为JD是什么?关于JD,您希望获取哪些信息,或是有哪些疑问?MercerPDF created with pdfFactory Pro trial version The Story of Job Description职位说明书的故事职位说明书的故事PDF created with pdfFactory Pro trial version 4今天上午的内容安排今天上午的内容安
2、排(9:00-12:00)nnnnnMercer 3P HR Management Model美世咨询3P人力资源管理模型Mercer Job Description Template美世咨询职位说明书模板Job Description and Mercers Responsibility Analysis Tool职位描述与美世职责分析工具How to Write a Job Description如何撰写精确适用的职位说明书Knowledge Review知识回顾MercerPDF created with pdfFactory Pro trial version Session 1Mer
3、cer 3P HR ManagementModel美世咨询美世咨询3P人力资源人力资源管理模型管理模型PDF created with pdfFactory Pro trial version 6讨论:作为企业决策层或创业者,您要解决哪些方面的问题讨论:作为企业决策层或创业者,您要解决哪些方面的问题MercerPDF created with pdfFactory Pro trial version 7讨论:作为企业决策层或创业者所面临的管理问题清单讨论:作为企业决策层或创业者所面临的管理问题清单组织做什么,目标是什么组织怎么做岗位做什么事岗位做事的目标找人、找钱、找技术让人好好干的态度保障把
4、事情做好的能力保障战略问题战术问题任务分解目标分解资源获取与配置人员激励能力提升MercerPDF created with pdfFactory Pro trial version 战略Function Function Function Function8From Organization to Position从组织到职位从组织到职位Vision远景远景Function Function Function FunctionAA BB CC DDOrganization组织组织Strategy战略战略Function职能职能Position职位职位Responsibility 1Respo
5、nsibility 2Responsibility 3Responsibility 4MercerPDF created with pdfFactory Pro trial version BusinessPerformance经营业绩经营业绩Value Added附加价值附加价值Finance Resource财财财财务务务资源务资源Technology Resource技技技技术术术资源术资源Human Resource人人人人力力力资源力资源9MercerGeneral Management Model总体管理模型总体管理模型Business Strategy经营战略经营战略Busine
6、ssPerformance经营业绩经营业绩Value Added附加价值附加价值Finance Resource资源资源Technology Resource资源资源Human Resource资源资源PDF created with pdfFactory Pro trial version 10Mercer附加价值附加价值增值分析增值分析企业文化企业文化财务财务资源管理模型资源管理模型预算预算投资投资监控监控业绩考核业绩考核控制控制经营风险经营风险技术技术资源管理模型资源管理模型资产明细资产明细流程流程资产评估资产评估业绩考核业绩考核生产效率生产效率组织工程组织工程人力人力资源管理模型资源管
7、理模型职位描述职位描述目标设定目标设定职位评估职位评估业绩考核业绩考核薪酬薪酬人才发展人才发展经营业绩经营业绩绩效分析绩效分析商业环境商业环境General Management Model HR is one of the resources incorporate development总体管理模型总体管理模型人力资源是企业发展的三大资源之一人力资源是企业发展的三大资源之一经营战略经营战略PDF created with pdfFactory Pro trial version 113-P Model Including3-P模型所包含的意义模型所包含的意义Model includes a
8、 series of tools and process-模型包含一系列工具和流程nnnMercer3 Dimensionalities of Management 管理的3个维度:Resource Repository 资源储备 Resource Utilization 资源利用 Resource Development 资源开发3 Systems of Management 管理的3个系统 Position Evaluation 职位评估 Person Evaluation 能力评估 Performance Review 绩效考核3 Levels of Management 管理的3个层次
9、 Strategy 战略层面 Organization 组织层面 Individual 个体层面PDF created with pdfFactory Pro trial version 12Mercer职位评估职位评估Performance Review业绩评估业绩评估Compensation薪酬薪酬Mercer 3-P Management Model美世的美世的3-P管理模型管理模型Job Description职位描述职位描述Objective Setting目标设定目标设定Job EvaluationResourceRepository资源储备资源储备ResourceUtilizat
10、ion资源利用资源利用Resource Development资源发展资源发展Person Development人才发展人才发展Control控制控制PDF created with pdfFactory Pro trial version Position职位评估职位评估13RolePerson Development人人员员发发展展Compensation薪薪酬酬PositionManagementSystem职位管理系统职位管理系统PerformanceManagementSystem业绩管理系统业绩管理系统Competency Management System能力管理系统能力管理系
11、统3 Systems of Management3个管理系统个管理系统Job Description职位描述职位描述标设定标设定Objective Setting目目SettingPerformance Review业绩考核 核核ClarificationPosition EvaluationEvaluationMercerPDF created with pdfFactory Pro trial version Position Evaluation143 Levels of Management3个管理层次个管理层次Organization Analysis 组织分析Future Orga
12、nization Analysis 未来组织分析Competency Profile能力档案Person Development人人 员员 发发 展展薪薪酬酬Role Mapping 职责匹配Job Description职位描述职位描述Organization Adjustment 组织调整Position Grading System 职位等级体系职位评估职位评估Performance Review绩效评估绩效评估Pay Ability Analysis 付薪能力分析Compensation System 薪酬体系CompensationOrganization Objective Sys
13、tem 组织目标分析Objective Mapping 目标匹配Objective Setting目标设定目标设定Organization Objective Adjustment 组织目标调整Results Mapping 结果匹配1.Strategy 战略管理2.Organization 组织管理3.Individual 个人管理MercerPDF created with pdfFactory Pro trial version 153 Levels of Management:Strategy Management3个管理层次(个管理层次(1):战略管理):战略管理nnnDecompo
14、se Organization to Function andResponsibility(organization analysis)将组织战略规划分解到职能与职责(组织分析)Organization structure auditing(organizationadjustment)组织结构审核(组织调整)Decompose organization strategy to long-term,short-term function and individual goal(organizationobjective analysis)将总体战略规划分解至长期、短期的职能(部门)与个人目标(
15、组织目标分析)nnCompare with active results and objective,planning(organization objective adjustment)比对现实结果与目标、计划(组织目标调整)Evaluate general strategy planning with organizationdevelopment and individual competency(futureorganization analysis)评估总体战略规划对组织发展与个人能力的效应(未来组织分析)MercerPay Ability Analysis付薪能力分析Future
16、Organization AnalysisOrganization Analysis组织分析组织分析Organization Adjustment组织调整Organization Objective Analysis组织目标分析Organization Objective Adjustment组织目标调整未来组织分析nDistinguish pay ability that baseon value added(pay abilityanalysis)识别基于附加价值创造的付薪能力(付薪能力分析)PDF created with pdfFactory Pro trial version 163
17、 Management Levels(2):Organization Management3个管理层次(个管理层次(2):组织管理):组织管理nDistribute department responsibilities to positionsin the most optimal manner(using role mapping)将职责最理想地分配到职位上(职责匹配)nnDistinguish different position(position grading system)识别不同种类的职位(职位等级体系)Organization objective decompose to ea
18、ch position(objective mapping)将组织目标合理分解到各个职位(nnnIntegrate all of performance results,and describeorganization business performance(performanceresults mapping)综合所有业绩结果以描述组织经营业绩(业绩结果匹配)Position that necessary vs.position holder thatnecessarys competency(competency file)职位所需要的,与任职者所关注的组织需要的能力系列(能力档案)Ba
19、se on position,person competency,performancecompensation budget(whole compensation structure基于职位、人员能力、业绩的薪酬预算分配(整体薪酬结构)MercerRole Mapping职责匹配职责匹配目标匹配)Whole Compensation Structure整体薪酬结构Competency Profile能力档案Position Grading System职位等级体系Performance Results Mapping业绩结果匹配Objective Mapping目标匹配PDF created
20、 with pdfFactory Pro trial version 173 Management Levels(3):Individual Management3个管理层次(个管理层次(3):个人管理):个人管理nnnClear responsibility list(part of jobdescription)清晰的职责列表(部分职位描述)清晰的职责列表(部分职位描述)Evaluate positions relative importance 评估职位的相对重要性(职位评估)Relate with individual objective(objectivenIndividual pe
21、rformance evaluation 个人业绩评估(绩效考核)nComparison analysis of actual competencyand required position competency实际能力与职位能力要求比对分析(人员发展)nMercerPay for internal fairness and externalcompetition 基于内部公平与外部竞争的薪酬给付(薪酬)Person Development人员发展setting)与职责关联的个人目标(目标设定)Compensation薪酬Job Description职位描述职位描述Position Eval
22、uate职位评估Objective Setting目标设定Performance Review业绩考核PDF created with pdfFactory Pro trial version 从职位评估看职位说明书:美世职位评估体系从职位评估看职位说明书:美世职位评估体系4+1 个因素个因素Impact影响影响ImpactInnovation创新创新InnovationCommunication沟通沟通CommunicationRisk(optional)危险性危险性(可选项可选项)Risk18Knowledge知识知识KnowledgeMercerPDF created with pdfF
23、actory Pro trial version 19Mercer美世职位评估:美世职位评估:10+2 纬度纬度BreadthImpactInnovationCommunicationKnowledge影响影响沟通沟通创新创新知识知识框架Frame沟通Communication复杂性Complexity创新InnovationKnowledge 知识团队Teams宽广度贡献ContributionOrganization影响Impact组织Risk(optional)危险性危险性(可选项可选项)环境Environment危险性RiskPDF created with pdfFactory Pr
24、o trial version RewaPerrnce&rmarfotPlanPeenhpmoewRevirmancerPefo 指导与反馈指导与反馈 中期评估与调整中期评估与调整ereco ceanfoEsDe blisveate20从绩效管理从绩效管理看职位说明书:绩看职位说明书:绩效管理循环效管理循环公司战略公司战略 个人绩效评个人绩效评估估 组织绩效评估组织绩效评估 沟通、共沟通、共识识薪酬福利薪酬福利职务调整职务调整绩效绩效改进计划改进计划培训发展培训发展 制定公司、部制定公司、部门、个人目标门、个人目标 反复沟通、反复沟通、建建立共识立共识 观察与记录观察与记录Feedback绩效
25、计划绩效计划绩效辅绩效辅导导绩效评估绩效评估绩效激绩效激励励1423FacilitPformancetald&RrmgnizeMercerPDF created with pdfFactory Pro trial version 21建立绩效管建立绩效管理体系的工作理体系的工作路径路径公司发展战略公司发展战略/公司组织能力分析公司组织能力分析集团公司下达指标全面性匹配有效性测试逻辑关系分析关联性确认矩阵分析公司关键业绩指标体系公司关键业绩指标体系岗位关岗位关键键业绩业绩指标权重指标权重和和目标确认目标确认权重模型标杆数学比对概率统计分析管理层期望分析岗位目岗位目标实现标实现的追踪的追踪考核考核
26、与评估与评估部门关键业绩部门关键业绩指标指标体系体系追踪体系考核制度平衡绝对/相对结果MercerPDF created with pdfFactory Pro trial version Session 2Mercer Job Description Template美世咨询职位说明书模板美世咨询职位说明书模板PDF created with pdfFactory Pro trial version 23Why do we need a Job Description?为什么要描述职位?nnnIdentify each positions role 明确每个职位的角色明确每个职位的角色Ide
27、ntify each positions contribution for organization objective 明确每个明确每个职位对组织目标的贡献职位对组织目标的贡献Provide exact list that position holds,reduce the gap among“expectedrole”,“understanding role”and“accepted role”提供职位所承担职责的精提供职位所承担职责的精确列表,尽可能减少确列表,尽可能减少“期望的角色期望的角色”、“理解的角色理解的角色”、与、与“被接受的角色被接受的角色”之间的之间的差异差异Manage
28、rsprint of view管理者角度管理者角度Position holderspoint of view任职者角度任职者角度MercerPDF created with pdfFactory Pro trial version MercerContents of a Job Description典型的职位说明书内容nnnnPositions permanent objective 职位的目的Positions role in an organization 职位在组织中的位置Position holders key responsibilities 任职者的主要职责Mercers add
29、itional 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 Minimum qualifications/requirements of the position 职位在招聘时的最低要求 Measurement criteria 业绩衡量标准24PDF created with pdfFactory Pro trial version 25Job Description Format职位说明书的格式(1)(6)(8)(7)(2)(3)(4)(5)MercerPDF create
30、d with pdfFactory Pro trial version 26Mercer1.Identity基本信息IDENTITY基本信息基本信息Organization 组织名称组织名称Date 日期日期Department 部门部门Position Title 职位名称职位名称Supervisor 主管职位名主管职位名称称Incumbent Name 任职者姓名任职者姓名Supervisors Name 主管姓名主管姓名Approval签名签名Approval签名签名nnnnThe Identity of the position places it within the context
31、 of the company.基本信息明确了职位在组织中的位置Job Description need to be reviewed when annually updated performance contract.每年制定新的业绩合同时,职位描述需要重新签字Date should be renewed when Job Description was updated每次更新职位描述时,日期相应变更Other information based on organization requirement 可以根据组织要求提供其他信息:Grading,region 组织等级,地区等Signat
32、ure of HR personnel 人力资源管理者签字等PDF created with pdfFactory Pro trial version 27nThe Purpose defines the main role of the Position,and it answers 3 questions:职位存在的目的描述了职位的主要角色,它要回答这样三个问题:Why does this Position exists?这个职位为什么存在?Within what limits does it operate?这个职位在什么限制之下工作?With what long-term object
33、ives?它的长远目标是什么?nnMercerThe purpose is for“Why”,not for“How”or“What”职位目的只描述“为什么”,而不是“如何”、“什么”Could be written in the beginning,or be generated after finishing all other parts.可在开始时撰写,也可在职责描述完成后总结2.Purpose职位存在的目的PURPOSE(Why the position exists,within what limits and with what objectives)目的目的:(职位存在的理由,
34、限制条件和目标)PDF created with pdfFactory Pro trial version 283.Size规模Non Financial非财务非财务Quantity of Product and Service 产品和服务的数量Number of Employee 雇员/下属的数量Number of Customer/Dealer 客户/分包商的数量Number of Equipment 设备数量Area(Square Meter)面积(平方米)Financial财务财务Production Value 产值Budget&Operation Cost 预算及运营成本Inves
35、tment 投资Annual Turnover 年营业额Asset 资产MercerPDF created with pdfFactory Pro trial version 29Mercer4.Operating Network工作联系网络nnnThe Operating Network shows the contacts and interaction the position has with other parties inside(internal)and outside(external)the organization,and which party impacts whom.
36、工作联系网络显示这个职位与组织内、外部联络的对象,以及相互影响的关系Not include daily communication.不包括日常交流Not only the procedures before and after work flow.不仅仅指流程前、后道工序EXTERNAL 外部外部EXTERNAL 外部外部INTERNAL 内部内部PDF created with pdfFactory Pro trial version 30Supervisor直接上级直接上级Subsidiary直接下属直接下属Other Departments(集团)其他部门(集团)其他部门Definiti
37、on of Operating Network工作联系网络定义Influence:Direction,policy,decision影响方式:指导、方针、决策等Influence:Instruction,regulation,laws,market,etc.影响方式:指导、规则、法律、市场等Influence:Instruction,order,market,etc.影响方式:指导、指令(命令)、市场等EXTERNAL外部外部EXTERNAL外部外部Other Departments(集团)其他部门(集团)其他部门Other Positions本公本公司(部门)其他职位司(部门)其他职位Oth
38、er Positions本公本公司(部门)其他职位司(部门)其他职位MercerPDF created with pdfFactory Pro trial version 31Mercer5.Minimum Requirements最低任职要求nThis section specifies the minimum qualifications and skills that a candidate needs to berecruited in this position.Depending on the recruitment policy,these requirementscould b
39、e for full operational level or lower if training and guidance are provided.招聘本职位任职者的最低要求,但如果公司提供相应的培训与指导,也可根据招聘政策相应降低MINIMUM REQUIREMENTS 最低要求最低要求nnEducation/Experiences 教育/经验Education:Background,professional skills,special education,training,etc.教育:学历,专业技术,特殊教育,培训等;(衡量标准:证书,学位等)Experiences:Local,m
40、ultinational,Special talent,General talent,how many years?经验:本地,跨国,专才,通才,几年?Special transferable background should be notified.特殊可转化的背景应被注明Specific Knowledge&Skills 特别知识/技能Specific knowledge and skills,not included in the education/experiences,are required forthe position.指教育/经验未能含盖的特别知识与技能Language,
41、Computer skills,special Technical skills,Communication skills,etc.如语言,计算机,特殊技术,沟通等PDF created with pdfFactory Pro trial version 326.Responsibilities主要职责nnn4-8 items48项correspond to a permanent objective and indicate precisely the expected results主要的职责和期望的贡献pay attention to long-term and continuous r
42、esponsibilities,without reference to a timeframe关注长期、持续的职责,尽量少地考虑时间性express“what”(responsibility)in stead of“how”(task);描述“做什么”,而不是“如何做”MEASUREMENT CRITERIA 衡量标准衡量标准Quantitative 数量Qualitative 质量RESPONSIBILITY 主要职责主要职责Headings 标题Ranking 序号Objective+Definition 目的定义12MercerPDF created with pdfFactory P
43、ro trial version 337.Measurement Criteria衡量标准nn“How you can prove you make a great achievement in this responsibility area?”“你如何证明你在这个职责领域取得了好成绩?”Sales volume,market share,client satisfaction,employee satisfaction,traningfeedback销售额,市场份额,客户满意,员工满意,培训反馈The fewer the criteria,the clearer the picture 衡
44、量标准精简并明确Quantity+Quality数量质量Finance+Technology+Evaluation 财务技术评价nThe seemingly straightforward responsibility can be measured by criteria depending onthe business strategy and corporate culture of the company.一个职责可以被多种标准衡量,最终由组织文化和企业战略决定取舍“sales”“销售”:sales growth 销售增长number of new clients 新增客户数sales
45、 volume 销售额number of clients 客户数market shares 市场份额nMercerMeasurement criteria,per se,do not indicate an incumbents performance.Rather,they are indicators or yardsticks by which to measure results.衡量标准并非业绩目标,但是可以在目标设定的过程中被设定为业绩目标.PDF created with pdfFactory Pro trial version 34Mercer8.Full,Partial or
46、 Supporting?(Optional)全部,部分或协助?FULL全部Responsibilitywithinthe sameHierarchy在同等级内的责任PARTIAL部分Responsibilitysharedleft and rightin the organization责任被分配在机构的左右SUPPORTING协助Responsibilitysomewhere elsein the organization责任在机构内的某处PDF created with pdfFactory Pro trial version Department部门部门Finance Departmen
47、t财务部Date日期日期Position Name职位名称职位名称Finance Director财务总监Position Holder任职者任职者Xia夏XXPosition HolderConfirmation任职者确认任职者确认SupervisorPosition Name主管职位名称主管职位名称Supervisor Name主管姓名主管姓名Zhu朱XXSupervisorConfirmation主管确认主管确认Objective(reason for the position,constraint and goal)目的(职位存在的理由,限制条件和目标)目的(职位存在的理由,限制条件和
48、目标)In order to ensure corporate accounting management guideline and efficiency,establish corporateaccounting policy and operating process under corporate management guideline and nationalaccounting system regulation;ensure corporate accounting system efficiency,sufficient corporateoperation funding
49、supply,and minimum interest and tax expend;and ensure most optimized corporatefinancial/capital structure and finance security为了确保公司财务管理的规范和效率,在公司管理规范和国家财务会计制度的规定下,制定公司财务政策及操作方法,确保公司财务体系的高效运作,公司经营的充足资金供应,及最小的利息和税务支出确保公司最优的财务/资本结构及财务安全35Job Description Case Finance Director职位说明书案例财务总监Basic Informatio
50、n 基本信息基本信息MercerPDF created with pdfFactory Pro trial version 36Finance Director财务总监财务总监External外外部部External外外部部Senior Operation VP高级营运副总裁高级营运副总裁All Departments inSubsidiary Companies各子公司财务部门各子公司财务部门All Positions inFinance Department财务部所有职位财务部所有职位Corporate FinanceDepartment,CorporateAudit Department