国际职位评估系统
国际职位评估系统 International Position Evaluation
贝恩管理咨询公司
bain


不清晰的职位等级 Unclear Ranking of Positions
清晰的职位等级 Clear Ranking of Positions
职位评估系统因素 Position Evaluation Factors
职位评估系统分数 The IPE Points
职位评估系统七个因素的比重 The Weighting of IPE Factors
因素一：对企业的影响 Impact on Organization
heavily weighted in the Position Evaluation
在职位评估中占很大比重

the more positions there are on the same organization level, the less impact the positions have
在机构的同一层次,职位越多,职位的影响则越小

measure the influence the position has on organization’s result both in the short- and long-term
量度一个职位对企业短期及长期的影响

evaluating the impact from the top of the organization downwards 由上而下进行评估



机构规模 Size of Organization
The impact of a position vary much depends on the size of the organization 职位对企业的影响随著机构的规模不同,而有明显的不同
What do we consider as an organization? 如何定义组织机构?
a line function (e.g. sales, production) + two support functions (e.g. finance, human resources)
一个前线功能组别 (例如:销售,生产)
+ 两个支援功能组别 (例如: 财政, 人力资源)
The size of organization tables are in local currency and are updated each year, taking into account local inflation and exchange rate fluctuations (in relation to US$)
考虑地方通胀率和汇率浮动(兑美金)的因素, 机构规模查表以
地方货币为单位,并且每年更新一次

机构的性质 Nature of the organization


对企业的影响 Impact on Organization
对企业的影响 Impact on Organization

因素二：监督管理 Supervision
下属人数 (直接和间接的) Number of Subordinates (direct and indirect)

gives an indication of the management qualifications required
明确管理者所具备的资格
consider the total number of employees for which the postion is responsible, both directly reporting and those reporting through subordinates
包括所有监督的职员,直接报告的和通过下属间接报告的人也计算在内
when subordinates clearly have two reporting lines, then the number of such subordinates should be divided by two
当下属清楚地向两方上级报告, 将这类下属的人数除二


下属类别 Kind of Subordinates

因素三：责任范围 Area of Responsiblity
广度 Diversity
独立性 Independence
独立性 Independence
营业知识面 Business Understanding

因素四：沟通技巧 Interaction
Interaction Ability 沟通技巧
1 Normal Basic courtesy & exchange of information
普通 一般性礼节和交换信息的交流
2 Important More demanding nature吃力的交流
重要 Cooperation & influencing people
要求与人合作,对人施加影响
Negotiations, interviews, sales and
purchasing decisions
谈判,面试,销售,说服等
3 Maximum Negotiations and decisions of high
极大 importance for the WHOLE organization
对整个公司有重大影响的谈判和决策
Which degree of Contact Frequency? 沟通频率

因 素 五：任职资格 Qualification
Education 学历
the minimum education normally required by the organization 机构要求的最低学历
“Mandatory” normally is defined as at least 9-10 years of education 接受最少九至十年的义务教育

Experience 经验
relevant practical experience 相关的实际经验
should not be evaluated in terms of number of years, but in terms of the extent of knowledge and skills acquired for the position
不按工作年数评估, 而依据按职位所需的知识和技巧程度



解决问题的创造性 Innovative Problem Solving
解决问题的复杂性 Operational/Administrative Problem Solving

因 素 七：环境条件 Environmental Conditions

Environment 环境
normal 正常 - no/ limited adaptation 不需/有限的适应
difficult 非正常 - governed by technical tools and/or mental process and/or requires physical effort
技术设备因素及/或精神程序及/或需要体力劳动

Risk
normal 正常 - only unpredicted events may interrupt the normal course of action 基于一些不能预测的事件妨碍正常运作
difficult 非正常 - constantly faces political uncertainty or industrial risk
经常面对政局不稳或工业风险



分数转换表
IPE 系统的应用 Applications of IPE System
A clear ranking of positions 明确分出职位的级别
A reliable base for an equitable salary structure 作为一个公平的工资结构的可靠依据
A global overview of relations between positions 宏观的了解职位的相互关系
A starting point for position/person profiles 职位、任职者形象描述的出发点
A database for career planning and succession 职业发展和继承的数据库
An objective reference to solve titling issues 解决职称问题的客观参考
A means of market comparison
市场比较的手段
清晰的职位等级 Clear Ranking of Positions
IPE 系统的应用 Applications of IPE System
A clear ranking of positions 明确分出职位的级别
A reliable base for an equitable salary structure 作为一个公平的工资结构可靠依据
A global overview of relations between positions 宏观的了解职位的相互关系
A starting point for position/person profiles 职位、任职者形象描述的出发点
A database for career planning and succession 职业发展和继承的数据库
An objective reference to solve titling issues 解决职称问题的客观参考
A means of market comparison 市场比较的手段
Salary Structure - Company Z Z 公司工资结构
IPE 系统的应用 Applications of IPE System
Clear ranking of positions 明确分出职位的级别
A reliable base for an equitable salary structure 作为一个公平的工资结构的可靠依据
A global overview of relations between positions 宏观的了解职位的相互关系
A starting point for position/person profiles 职位、任职者形象描述的出发点
A database for career planning and succession 职业发展和继承的数据库
An objective reference to solve titling issues 解决职称问题的客观参考
A means of market comparison 市场比较的手段
Position Evaluation 职位评估
IPE 系统的应用 Applications of IPE System
A clear ranking of positions 明确分出职位的级别
A reliable base for an equitable salary structure 作为一个公平的工资结构的可靠依据
A global overview of relations between positions 宏观的了解职位的相互关系
A starting point for position/person profiles 职位、任职者形象描述的出发点
A database for career planning and succession 职业发展和继承的数据库
An objective reference to solve titling issues 解决职称问题的客观参考
A means of market comparison 市场比较的手段
The Position and The Incumbent 职位和任职者比较
IPE 系统的应用 Applications of IPE System
A clear ranking of positions 明确分出职位的级别
A reliable base for an equitable salary structure 作为一个公平的工资结构的可靠依据
A global overview of relations between positions 宏观的了解职位的相互关系
A starting point for position/person profiles 职位、任职者形象描述的出发点
A database for career planning and succession 职业发展和继承的数据库
An objective reference to solve titling issues 解决职称问题的客观参考
A means of market comparison 市场比较的手段
Promotion and Consequences 提升和结果
IPE 系统的应用 Applications of IPE System
A clear ranking of positions 明确分出职位的级别
A reliable base for an equitable salary structure 作为一个公平的工资结构的可靠依据
A global overview of relations between positions 宏观的了解职位的相互关系
A starting point for position/person profiles 职位、任职者形象描述的出发点
A database for career planning and succession 职业发展和继承的数据库
An objective reference to solve titling issues 解决职称问题的客观参考
A means of market comparison 市场比较的手段
Position Evaluation 职位评估
IPE 系统的应用 Applications of IPE System
A clear ranking of positions 明确分出职位的级别
A reliable base for an equitable salary structure 作为一个公平的工资结构的可靠依据
A global overview of relations between positions 宏观的了解职位的相互关系
A starting point for position/person profiles 职位、任职者形象描述的出发点
A database for career planning and succession 职业发展和继承的数据库
An objective reference to solve titling issues 解决职称问题的客观参考
A means of market comparison 市场比较的手段
Your Position vs. Market
评估原则 Evaluation Rules
1. Evaluate Top Down职位评估由上至下
2. No one may evaluate own position不可评估个人职位
3. Check internal equity检验内部平衡
Rank all positions evaluated according to size
按照被评估职位的级别排列
Compare across all divisions or departments
跨部门对比职位
Calibrate to ensure equity across the board
校正异常职位以确保内部平衡

评估步骤 Evaluation Process
1. Select benchmark positions 选择标准职位
2. Gather data on benchmark positions 标准职位信息收集
3. Select position analysts 挑选职位分析员
4. Form evaluation committee 建立评估委员会
5. Communicate the process to those involved
与评估参与者进行沟通
6. Train evaluation committee 培训评估委员会
7. Evaluate positions 职位评估
8. Put the evaluation results to use 应用评估结果

国际职位评估系统