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
L
L-1
L-2L-2
L-3 L-3
L-1
L-2 L-2
L-1
L-2L-2
L-1
L-2L-2
清晰的职位等级
Clear Ranking of Positions
L-1
L
L-1
L-2
L-2
L-3
L-3
L-1
L-2
L-2
L-1
L-2
L-2 L-2
L-2
Organization
组织
Function / unit
部门
Position
职位
+ +
Size 规模
Impact 影响
Supervision 监督管理
Area of responsibility
职责范围
Interaction 沟通技巧
Qualification 任职资格
Problem solving 解决问题
Environment 环境
职位评估系统因素
Position Evaluation Factors
职位评估系统分数
The IPE Points
1 2 3 4 5 6 7
5
10 5 101010
15
468
105
190 180
90
30
130
SIZE OF RESPONSIBILITY 职责规模 SCOPE OF RESPONSIBILITY 职责范围
对企业的影响
Impact on
organization
监督管理
Supervision
责任范围
Area of responsibility 沟通技考Interaction 任职资格 Qualification 解决问题难度Problem solving 环境条件Environmental
conditions
JOB COMPLEXITY 工作复杂程度
人数
Number
类别
Kind
影响
Impact
规模
Size
营业知识面
Business understanding
广度
Diversity
独立性
Independence
内外用处
Organization frame
技考
Ability
频率
Frequency
学历
Education
经验
Experience
创造性
Innovative
复杂性
Operational
风险
Risk
环境
Environment
职位评估系统七个因素的比重
The Weighting of IPE Factors
解决问题难度
任职资格
沟通技巧
环镜条件
对企业的影响
监督管理
责任范围
总分数
Total Points:
65-1193
因素一：对企业的影响
Impact on Organization
o heavily weighted in the Position Evaluation
在职位评估中占很大比重
o 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
o 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
o 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
o 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
o What do we consider as an organization? 如何定义组织机构?
ua line function (. sales, production) + two support functions (.
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)
o 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
Semi Finished
半完成
Raw Materials
原料
Finished 完成
Wholesale 批发
Final Customer
顾客
Value-added Chain 增值链 Table A Table CTable B
Ideas 构思
Concepts 概念
Solutions 方案
Systems 系统
Application 应用 Packages 包装
Delivery to Network 通过销售网络
Final User 最终用户
对企业的影响
Impact on Organization
Organization
Size
机构规模
Head of Organization 机构领导
(A-level positions A级职位)
Staff Function 功能组别
(B-level positions B级职位)
Function/ 功能组别
Business Unit 业务组别
(B-level positions B级职位)
Job Area 工作范围
(C-level positions C级职位)
(D-level positions
and below
D级或以下职位)
对企业的影响
Impact on Organization
机构
Organization
职位
Position
12
11
10
9
6
7
8
9
3
4
5
6
B Level Positions
B级职位
C Level Positions
C级职位
D Level Positions
D级职位
功能/业务组别
Function/Business Unit
有限 Limited
一些
Some
相当
Significant
主要
Major
有限 Limited
一些
Some
相当
Significant
主要
Major
有限 Limited
一些
Some
相当
Significant
主要
Major
级别
Degree
因素二：监督管理
Supervision
Supervision 监督 Supervision 监督
Communication沟通 Communication沟通
Supervision=Recruit/Train/Develop/Control/Guide/Advise…+Functional reporting
监督=招聘/培训/开发/控制/指导/辅导... +功能报告
Communication=Inform/Exchange ideas/Cooperate/Work in groups...
沟通=通知/交换意见/合作/团体工作...
Headcount 人数 : 44
Direct subordinates 直接下属 : 9
Indirect subordinates 间接下属 : 34
Total subordinates 总下属人数 : 43
Headcount of subordinates : 43
下属人数 : 43
下属人数 (直接和间接的)
Number of Subordinates (direct and indirect)
o gives an indication of the management qualifications required
明确管理者所具备的资格
o 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
o 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
correct degree level
下属类别
Kind of Subordinates
S: Subordinates with specialized activities: analyses, techniques .. 下属担任专门的的活动:分析,技术
H: Subordinates with homogeneous activities: current and basic … 下属担任相似的活动:现今的,基本的
4
2S
123
SSSH H HH HHHH
S SH H
因素三：责任范围
Area of Responsiblity
oThe diversity and ranges of activities required for the position.
职位所要求的活动范围和多样性
oThe degree of independence required to make decisions and influence
own and subordinates’ work.
对职位自身和下属工作作出决定和影响的独立程度
oThe degree of knowledge required regarding the company / the market.
公司、市场所要求的知识程度。
广度
Diversity
! Contact=Activity=Responsibility/ /
接触 活动 责任
Diverse activities within a function/unit
在同一功能组别内,担任不同的工作
Several similar activities within a function/unit
在同一功能组别内,担任几个相似的工作
Same activities within a function/unit
在同一功能组别内,担任重复性的工作
Similar activities within a function/unit
在同一功能组别内,担任相似的工作
Diverse activities within different
functions/units
在不同功能组别内,担任不同的工作
Leads an organization 领导机构
Leads a function/unit 领导一个功能组别
Leads several function/unit 领导几个功能组别
8
7
6
5
4
2
3
1
Organization 机构
功能组别
Function
责任范围
Area of Responsibility
Position 职位
Position 职位
Position 职位
Position 职位
功能组别
Function
业务组别
Business Unit
级别
Degree
独立性
Independence
Position holder plans how to attain the goal set and is responsible for independent
implementation of results 主管制定目标后,任职人独立实施和负责实施的结果
Superior decides what- and when to do, and checks at certain stages
主管制定作什么和何时作并在主要环节进行监督
What-, why-,when-,where- and how to do the job are clearly defined and supervised
工作过程分明-作什么,为何作, 何时作,那里作,如何作都很清楚说明并受监督
Superior decides what-, when- and how to do, and control from time to time
主管制定作什么,何时作和如何作并在每一环节进行监督
Position holder decides what-, why-,when-,where- and how to do within the function
在功能组别内, 任职人制定作什么,为何作, 何时作,那里作和如何作
Position holder decides what-, why-,when-,where- and how to do for the organization
任职人为机构制定作什么,为何作, 何时作,那里作和如何作
Position holder sets overall targets and policies for the corporation in consultation with the
Corporate Board 谘询集团董事会后, 任职人为集团制定全面的目标和政策
7
6
5
4
2
3
1
级别
Degree
独立性
Independence
Corporate Board of Directors
control 集团董事会控制X7
6
4
5
3
2
1
outside the organization 公司外
Corporate CEO control
集团总裁控制
Strategic achievement control
战略目标成就控制
X
X
X
XXXXXX X
X
XXX
XXXX
within the organization 公司内
Control after delivery
以效果控制
Control through checkpoints
检查控制
Step by step control
一步一步控制
Permanent control
时时刻刻受控制
级别
Degree
营业知识面
Business Understanding
Market 市场Organization 机构
1
2 3 4 3 4 5
/correct degree level Business understanding=Professional understanding
营业知识面 专业知识面
!
因素四：沟通技巧
Interaction
沟通
Communication
Ability 技巧 Frame 范围Frequency 频率
谈判
Negotiation
决策
Decision 3
1
2
每天
Daily
偶尔
Occasional
时常
Frequent
3
2
1
3
2
1
3
2
1
1
2
1
2
1
2
1
2
1
2
1
2
1
2
1
2
1
2
每天
Daily
偶尔
Occasional
时常
Frequent
每天
Daily
偶尔
Occasional
时常
Frequent
Internal 内部
External 外部
Internal 内部
External 外部
Internal 内部
External 外部
Internal 内部
External 外部
Internal 内部
External 外部
Internal 内部
External 外部
Internal 内部
External 外部
Internal 内部
External 外部
Internal 内部
External 外部
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
Daily
天天
A few tim
es a week
时常
A few ti
mes a m
onth
偶尔
因 素 五：任职资格
Qualification
o Education 学历
uthe minimum education normally required by the organization
机构要求的最低学历
u“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
o Experience 经验
urelevant practical experience 相关的实际经验
ushould 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
Should not consider position holder’s own education and experience since that is not always that
same as what is required for job.
不应考虑任职者个人的学历和经验,因为这些通常不等于工作所需
!
因 素 六： 解 决 问 题
Problem Solving
oAnalytical and creative abilities required for problem
solving and developments
解 决 问 题 所 需 的 分 析 力 和 创 造 性
oComplexity of operational and administrative problems
处 理 问 题 的 复 杂 性
解决问题的创造性
Innovative Problem Solving
1
No improvement necessary
不需要改良
3
2 Update - tools, techniques, methods related to a position
在工作范围内,更新工具,技巧和方法
Improve - tools, techniques, methods related to a function
在功能组别内, 改良工具,技巧和方法
7
6 Unique development - new in the market
市场上的新发明
Invention - more scientific, technical
科学和技术上的新发明
4
5
Create - new techniques, methods with internal support
源至内部的帮助,创造新的技巧和方法
Create - new techniques, methods with external support
源至外来的帮助,创造新的技巧和方法
级别
Degree
解决问题的复杂性
Operational/Administrative Problem Solving
7
6
4
5
3
2
1 Routine - follow instructions 按常规工作 - 跟随指示
Choice - two options 二选一
Alternative options - requiring analysis 有选择的 - 需要分析
Forecast - investigation of impact on outcome such as revenue, cost, reactions etc.
预测 - 研究对结果的影响,例如,收入,成本及反馈
Forecast with uncertain future variables - investigation of complicated variables and
impact on outcome such as accuracy, predictions on revenue, cost, position, reactions etc.
预测未来不确定的因素 - 研究复杂因素和对结果的影响,例如,准确性, 预测收入,成本,
职位及反馈
Across entire organization 横跨整个机构
Across several organizations 横跨几个机构
The operational/administrative problem grow with the scope and size of the position whereas this is not the
case with innovative problems. 复杂性问题随著职位的范围和规模增加,但创造性问题却不一样!
因 素 七：环境条件
Environmental Conditions
o Environment 环境
unormal 正常 - no/ limited adaptation 不需/有限的适应
udifficult 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
o Risk
unormal 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
udifficult 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
o A clear ranking of positions 明确分出职位的级别
o A reliable base for an equitable salary structure
作为一个公平的工资结构的可靠依据
o A global overview of relations between positions
宏观的了解职位的相互关系
o A starting point for position/person profiles
职位、任职者形象描述的出发点
o A database for career planning and succession
职业发展和继承的数据库
o An objective reference to solve titling issues
解决职称问题的客观参考
o A means of market comparison
市场比较的手段
清晰的职位等级
Clear Ranking of Positions
L-1
L
L-1
L-2
L-2
L-3
L-3
L-1
L-2
L-2
L-1
L-2
L-2 L-2
L-2
IPE 系统的应用
Applications of IPE System
o A clear ranking of positions 明确分出职位的级别
o A reliable base for an equitable salary structure
作为一个公平的工资结构可靠依据
o A global overview of relations between positions
宏观的了解职位的相互关系
o A starting point for position/person profiles
职位、任职者形象描述的出发点
o A database for career planning and succession
职业发展和继承的数据库
o An objective reference to solve titling issues
解决职称问题的客观参考
o A means of market comparison 市场比较的手段
Salary Structure - Company Z
Z 公司工资结构
• There is no Salary Structure 工资无结构
• Salaries are decided case by case 工资随机性
• Obvious internal inequity 内部无公平
IPE 系统的应用
Applications of IPE System
o Clear ranking of positions 明确分出职位的级别
o A reliable base for an equitable salary structure
作为一个公平的工资结构的可靠依据
o A global overview of relations between positions
宏观的了解职位的相互关系
o A starting point for position/person profiles
职位、任职者形象描述的出发点
o A database for career planning and succession
职业发展和继承的数据库
o An objective reference to solve titling issues
解决职称问题的客观参考
o 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
o A clear ranking of positions 明确分出职位的级别
o A reliable base for an equitable salary structure
作为一个公平的工资结构的可靠依据
o A global overview of relations between positions
宏观的了解职位的相互关系
o A starting point for position/person profiles
职位、任职者形象描述的出发点
o A database for career planning and succession
职业发展和继承的数据库
o An objective reference to solve titling issues
解决职称问题的客观参考
o 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
CRG 等级
IPE 系统的应用
Applications of IPE System
o A clear ranking of positions 明确分出职位的级别
o A reliable base for an equitable salary structure
作为一个公平的工资结构的可靠依据
o A global overview of relations between positions
宏观的了解职位的相互关系
o A starting point for position/person profiles
职位、任职者形象描述的出发点
o A database for career planning and succession
职业发展和继承的数据库
o An objective reference to solve titling issues
解决职称问题的客观参考
o A means of market comparison 市场比较的手段
Promotion and Consequences
提升和结果
V
IV
III
II
I
290
220
170
130
100
公司等级
Internal
Grading
标准工资
Reference Salary
应得的报酬
Recognition
挑战
Challenge
风险
Risk
乌托邦
Utopia
提升的标准依照公司等级而定
Promotion steps follow the internal grading
标准工资随公司等级变化而变化
Reference Salaries (Pay for Position) are in line with internal grading
提升是由技能决定，而非仅由绩效而定
Promotion is built on competencies, not on performance only
IPE 系统的应用
Applications of IPE System
o A clear ranking of positions 明确分出职位的级别
o A reliable base for an equitable salary structure
作为一个公平的工资结构的可靠依据
o A global overview of relations between positions
宏观的了解职位的相互关系
o A starting point for position/person profiles
职位、任职者形象描述的出发点
o A database for career planning and succession
职业发展和继承的数据库
o An objective reference to solve titling issues
解决职称问题的客观参考
o 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
o A clear ranking of positions 明确分出职位的级别
o A reliable base for an equitable salary structure
作为一个公平的工资结构的可靠依据
o A global overview of relations between positions
宏观的了解职位的相互关系
o A starting point for position/person profiles
职位、任职者形象描述的出发点
o A database for career planning and succession
职业发展和继承的数据库
o An objective reference to solve titling issues
解决职称问题的客观参考
o 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
o Rank all positions evaluated according to size
按照被评估职位的级别排列
o Compare across all divisions or departments
跨部门对比职位
o 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
