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1、Position Analysis and Role Clarification,Session 2,JD and Mercers Responsibility Analysis Tool 职位分析与美世职责分析工具,3,We Will Learn我们将要学习,What is position 职位的概念Position analysis method(ARCPI)职位分析方法（ARCPI）介绍How to use Mercers tool analyze positions responsibility 如何使用美世工具分析职位的职责,4,Vision 愿景,Responsibility 职
2、责,Function 职能,Organization 组织,Strategy 战略,Position 职位,According corporations business requirement sets position.根据企业经营的要求建立职位,Vision to Position愿景到职位,5,The Thinking Way for Build Position Map建立职位图谱的思路,根据职级所表现的特性，将职级进一步整合形成大职层，体现公司战略导向的支持和传递，形成一种承上启下的通用层级关系,Position Class 1,大职层,Position a（NO.）,职种乙,纵向
3、的职级和横向的职种的交叉点为职位，根据工作任务的大小和业务发展的需要所需设定的职位数量即职数,从纵向上根据职位评估分数排序结果进行聚类分析，结合公司的情况整合成适宜的职级,从横向上基于组织机构和业务流程分析，以相同或类似职能为原则将职位归纳为职种,职种甲,职种丙,Position b（NO.）,Position c（NO.）,Position Class 2,Position Class 3,职类,6,What Is Position?什么是职位？,Position is 职位是:A organization structures basic unit 一个组织结构的基本单位 It belon
4、gs to organization,not position holder 它属于组织，而不属于职位任职者 Results driven-position must be output 以结果为导向 职位一定有产出 Dynamic,but relatively steady 动态的，而又是相对稳定的,7,When a employee moved,he would take his management style,problem solution and performance level away.当一个员工流动时，他带走的是他的管理风格、解决问题的能力和绩效表现水平。He would
5、leave his positons function,work scope and responsibility.他留下来的是他所处职位的“功能”、工作的范围和应付的职责。In the other words,his position still exists.换句话说，他的职位仍然存在。,What Is Position?什么是职位？,Organization Strategy组织战略,Function 职能,Line of Business 事业部,Main Responsibility Area 主要职责领域,Department 部门,Structure结构,Function职能,P
6、osition,Positions existence,character and definition are based on organization strategy.职位的存在、特征与定义，都是基于组织的战略,Position Is Organizations Minimize Unit职位是组织的最小单位,Position,Position,9,Middle Levels Washing Machine中层管理的洗衣机,High 高Middle中Low 低,Clear 清楚Ambiguity 含糊Clear 清楚,10,Position Holders point of view任
7、职者角度,Managements point of view 管理者角度,To Understanding PositionMaybe Exist Difference对职位的理解可能的偏差,11,JD职位说明书,Expected role公司的要求,Perceived role个人的理解,Accepted role双方同意,Distribute responsibility分配工作职责Assignment Clarification任务澄清,Communication沟通,Commission承诺，答应负责,Position Requirement Recruitment Profile B
8、asic tool of HR Management 职位的要求 招聘要求人力资源基本工具,12,JDs Efforts:Consistent Agreement岗位说明书的效果：一致的认同,JD may strengthen position holder for positions understanding岗位说明书可以强化任职者对职位的理解，减少任职者和管理者对岗位职责的认识差异。,JD岗位说明书,Managements point of view管理者角度,Position Holders point of view任职者角度,Managements point of view管理者
9、角度,Position Holders point of view任职者角度,13,Position Analysis Roadmap职位分析路径图,1.Analyze Organization 组织分析,2.Clarify Department Responsibility部门职责澄清,3 Detail Department Responsibility 部门职责细化,4.Distribute to Position分配到职位,5.Write JD编写职位说明书,Position information 职位基本信息2.Positions existence purpose 职位存在的目的P
10、ositions Size职位规模Work network 工作联系网络Lowest position holders requirement 最低任职要求Responsibility scope 职责范围Measure standard 衡量标准,14,1：Organization Structure Analysis What shape should the Organization Structure be?组织结构分析 公司应当采用什么样的组织结构,Tall with small units and small spans of control?多层次结构以及较小的管理幅度？Flat
11、 with large units and wide spans of control?扁平结构以及较宽的管理幅度？,15,Organization Structures Type-by function(1)组织结构的类型按职能（1）,16,By Products(2)按产品（2）,17,By Area(3)按地域（3）,18,By Function,Products,Area(4)按职能、产品、地域（4）,19,Matrix Organization(5)矩阵结构（5）,Function/Product Matrix职能/产品矩阵,20,Key Considerations of Orga
12、nizational Structure Analysis组织结构分析的考虑要素,Vertical Oriented Organization以纵向型结构为主 Task specific 任务专业化 Strict Hierarchy with many rules 严密的层级链，规则多 Vertical communication and reporting system 纵向沟通和报告系统 Few teams,task forces,or integrated people 很少设有团队、任务小组和整合人员 centralized decision making 集权的决策,Horizont
13、al,Flattened Oriented Organization以横向型，扁平化结构为主 Shared task,authorization 任务共享、授权 loose hierarchy with few rules 松散的层级链，规则少 horizontal,face-to-face communication 横向，面对面的沟通 many teams and task forces 许多的团队和任务小组 decentralized decision making 分权的决策,Functional Organization职能型结构,Functional Organization wi
14、th cross Function Team设有跨职能团队或整合人员的职能型结构,Line of Business Organization事业部型结构,Matrix Organization矩阵型结构,Horizontal Organization横向型结构,21,Function Analysis职能分析,22,2：Clarify Department Responsibility 部门职责澄清,Apply process thinking,and identify whole teams general function modules,or function line 应用流程的思想明
15、确整个团队的总体职能模块，或职能条线Detail each work for module/line 分析细化各模块/条线下的工作内容Decompose work in necessary必要时进一步分解工作内容According to“verb.-verbs object”format.Eg,review maintenance afford responsibly circuitry 按照“动词动词的宾语”的格式描述。如：“检查所属线路维护工作”Care to describe our team or our work,avoid to be impractical 注重描述本团队做或所能
16、影响的那部分工作，避免描述太虚Do not describe carefully hot to do the work,avoid to be trivial不需要一步一步地具体描述如何完成工作，避免描述太琐碎Need to describe“what”,not“how”需要描述的是“做什么（What）”而不是“怎么做（How）”,23,3：Detail Department Responsibility 部门职责细化,The objective to further detail department responsibility description is to clarify each
17、 positions responsibility.在部门职责描述下的进一步细化，目的是明确各职位的职责。,24,4：Depose to Position Role Mapping,a effective position analysis tool 分配到职位 职责匹配，一种有效的职位分析工具,What is role mapping 什么是职责匹配？Detail departments responsibility,and map to each position 将细化的部门职责匹配到各个职位The purpose of role mapping 职责匹配的目的：Analyze,clar
18、ify relationship for each position in implementation process,distribute work,clarify responsibility,improve corporation,decrease mistake or wrangle 分析、澄清各项工作执行过程中各相关职位之间的职责关系，分配工作，分清职责边界，以加强合作、减少误解或扯皮现象Standard for role mapping职责匹配的标准：How to divide the work now,not how should we do;parts that un-cle
19、ar or overlap should fill by actual work 现在是怎么分工的，而不是应该是怎样的；不清楚或重叠的部分按照实际情况填写,25,4：Decompose to Position role mapping sample分配到职位 职责匹配示例,26,4：Decompose to Position role mapping sample分配到职位 职责匹配示例,27,Commitment 使命和任务Strategy 策略Composed by following 由下列构成:,4：Decompose to Position分配到职位ARCPI，另一种有效的职位分析工
20、具,Position/Role,Organization Structure组织结构,Work process 工作流程,Store Purchase Process备用品采购流程：,Position/Role,Position/Role,Position/Role,28,4：Decompose to PositionARCPI Explanation 分配到职位ARCPI的诠释,A-V审批(Approval-Veto)：审核以批准或否决的权利R主要负责(Responsibility):负责启动并跟踪某一活动，并确保该活动的顺利完成，对该活动的结果负责,主要是“管理”该活动，不一定需要亲自完成
21、它P参与（Participation）：做为行动小组成员之一参与该活动C咨询(Consultation)：为某活动提供咨询、建议I 被告知或获悉(Informed)：必须被告知，但是没有直接影响力,29,4：Decompose to Position-ARCPI Rule 分配到职位ARCPI的运用规则,No directly relationship is block 无直接关系的可以留空R*means only responsibility for the department R*指只对本部门负责Every action has,and only has a R.Therefore,mu
22、st agree-on“R”,or decided by supervisor.If no agreement,please reference following 每一活动都有、而且通常只有一项R。因此，必须就此项R形成共识，或由上级拍板决定。达不成共识时可以按如下页方法决定：Detail action(common one)将活动细分（最常见的方法）Move R to supervisor(not the best one)将R上移给上级主管（不一定是最好的方法）Supervisor decides who is R 上级决定将R给谁,30,4：Decompose to Position-
23、ARCPI Sample 分配到职位ARCPI应用举例,31,4：Decompose to Position-ARCPI Sample 分配到职位ARCPI应用举例（续）,32,Utilize Analysis Results,Identify Responsibility of Position利用分析结果明确职位的职责,Save current ARCPI draft,based on current situation,adjust responsibility according to job requirement 保留当前状况的ARCPI稿，从当前状况出发根据工作的需求进行职责调整
24、Adjustment focuses are R and P 调整的重点是R和PReferring organizational chart,make A-V and R in one same reporting line as mush as possible 参照组织架构图，尽量使A-V和R在一条汇报线上Communication is very important in adjustment process,team manager or management teams discussion and decision are necessary 调整的过程中沟通十分重要，需要由团队的
25、经理或管理小组讨论决定According to ARCPI analysis result,consolidate and describe each positions responsibilities 根据ARCPI的分析结果，归纳整理，并描述各具体职位的职责Be careful of each positions reporting hierarchy,identify corresponding organizational structure 注意各职位的汇报线关系，明确相应的组织架构,33,Department roles and responsibilities exercise
26、(60 minutes)部门职责撰写练习(60分钟),34,Role mapping exercise（30 minutes）职责分配练习（30分钟）,Session 3,How to write a right JD如何撰写精确适用的职位说明书,36,We Will Learn我们将要学习,JDs definition and effects 职位描述的定义和作用JD preparation 职位说明书的准备工作JDs write method 职位说明书的撰写方法JD case and practice 职位说明书案例及练习,37,JD Is职位描述是,A exact instructio
27、n to each employees work assignment,contents and evaluation standard 对每个员工的工作任务和内容及考核标准的准确说明Individual work content,one of prescribe in work scope 个人工作内容，工作范围的一个规定According to self-development needs identify main task,JD will include expatiation,organization has some resources that match with HR,the
28、 resource something like responsibly,power,benefits,qualification and environment 组织根据自身发展需要所确定的重要工作，与可能拥有的人力资源相匹配而产生的、针对人在组织中的责、权、利、资格、环境等方面的阐述。,38,JD Is职位描述是,A Progress:JD is a process that identify organizations business strategy,and collocate effectively function,responsibility and structure 一个过
29、程：职位描述是明确组织为了实现其经营战略，按最有效方式配置的职能、职责和结构的一个过程Describe object:to achieve needs of organizations business strategys effective function,responsibly and structure 描述对象：为了满足组织实现经营战略的需要的最有效的职能、职责与结构JD is a process 职位描述是一个过程Analysis and differentiation 分析与识别Check and confirmation 检验与确认Writing and update 撰写与更
30、新A Responsibly Detail List:JD is a position that relatively all of responsibility 一份职责清单：职位描述是一个职位的所有相关职责的清晰列表A Management Tool一个管理工具Exact JD status 准确的描述职位现状Position holder and supervisor agree-on 被任职者与主管共同接受To position provide exact information为职位评估提供准确信息Indicate positions long-term objective,as a
31、 base in individual objective setting and performance review指出职位的长远目标，将作为个人目标设定与业绩考核的基础To position competency needs and develop useful information 为职位能力需要与开发提供有用的信息To select right position holder provide requirements 为遴选适当的任职者提供要求,39,JD Is NOT职位描述不是,To person describe 对人的描述To performance evaluation
32、对业绩的评估,40,Why do we need JD?为什么要描述职位？,Identify each positions role 明确每个职位的角色Identify each positions contribution for organization objective 明确每个职位对组织目标的贡献Provide exact list that position holds,reduce the gap among“expected role”,“understanding role”and“accepted role”提供职位所承担职责的精确列表，尽可能减少“期望的角色”、“理解的角
33、色”、与“被接受的角色”之间的差异,Position holders point of view任职者角度,Managers print of view管理者角度,41,JD Tool JD,42,Typical JD典型的职位说明书内容,JDs purpose 职位的目的Position location in organization 职位在组织中的位置Position holders main reasonability 任职者的主要职责Mercer added contents 美世增加的内容Position size 职位的规模Network of internal and exte
34、rnal 内部与外部交互的网络Lowest requirements for recruiting a position 职位在招聘时的最低要求Performance measure standard 业绩衡量标准,43,JDs Effects职位说明书的作用,Why do we use JD?为什么使用职位说明书？As a communicate tool for position holder与任职者沟通的工具A tool organization analysis 组织分析的工具As 作为Objective setting 目标设定Position Evaluation 职位评估Posi
35、tion requirements base 职位要求的基础Recruiting 招聘Entry-level training 入职培训 Wise and training 劝导与训练,From JD,we will get:通过职位说明书，我们将获得：Identify,consistent,sample information 明确、一致、简单的信息Responsibly Area 职责区域Responsibly 职责的宽度/深度 Verb.In used describe 描述中使用的动词Measure standard 衡量标准External standard 客观标准Area in
36、balance core card 在平衡计分卡所属区域Objective and network 目标与网络Clear,logic and understanding 清晰、符合逻辑、便于理解Requirements 要求Actual,detail 现实的、具体的,44,Positions Prepared Steps 职位描述的准备步骤,1 Identify Positions Purpose明确职位描述目的,2 Review Organization Structure审核组织结构图,3 Function Analysis职能分析,4 Position Analysis职位分析,5 Em
37、ployee Communication员工沟通,45,JDs Preparation(1)职位描述的准备（1）,JDs Purpose-When do we need JD?职位描述的目的 何时需要描述职位？Organization Change组织变革M&A 收购兼并Split 拆分Organization Restructure 组织结构重组Function Restructure 职能重组Position Restructure 职位重组Periodical updates 周期性更新,46,JDs Preparation(2)职位描述的准备（2）,Review Organizatio
38、n Structure 审核组织结构图Organization structure expresses structure for responsibility allocation,corporation and correspond relationship 组织结构图是表达对工作责任的分配、合作及协调关系的架构图Clearly express all of department or positions interrelation 清楚地表明了所有部门或职位之间的相互关系Organization structure is not unchanged,when a organization
39、al structure or organizational responsibility is changing,organization structure will change accordingly 组织结构图并非一成不变，当组织的构成或组织内的责任分配发生变化时，组织结构图会发生相应的改变。,47,JDs Preparation(3)职位描述的准备（3）,Job Analysis 职能分析Subject:Executive level 主体：高层管理者Organization coordinator:HR department/external consultants 组织协调者：
40、人力资源部/外部顾问Results:list all of function and responsibility area to ensure no miss结果：列出所有的职能与职责区域，以保证没有遗漏Select typical position(optional)选择典型职位（可选方法）,48,JDs Preparation(4)职位描述的准备（4）,Job Analysis(role mapping)职位分析（职责匹配）Identify organization coordinator:HR/external consultants 确定组织协调者：人力资源部/外部顾问Prepare
41、 list that do role mapping 准备匹配用的表格If possible,please provide current role mapping draft 如果可能，基于现有的职位描述做出职责匹配的初稿Build job analysis committee 成立职位分析委员会Stable member:HR management,external consultant固定成员：人力资源部管理者、外部咨询顾问Special member:executive level,business line manager特别成员：高层管理者、直线经理Review position
42、analysis draft 审核职位分析初稿From top to bottom 自上而下May be reviewed by committee,or invite position holder representative join and discuss 可选择由委员会审核，也可邀请所有任职者代表参与讨论Organization coordinator proposes revised suggestion 组织协调者提出修正意见Revise 修正Wording 遣词用句Responsibility Adjustment 职责调整Organization Restructure 组织
43、重构,49,JD职位说明书,Expected role公司的要求,Perceived role个人的理解,Accepted role双方同意,Distribute responsibility分配工作职责Assignment Clarification任务澄清,Communication沟通,Commission承诺，答应负责,Position Requirement Recruitment Profile Basic tool of HR Management 职位的要求 招聘要求人力资源基本工具,50,JDs Preparation(5)职位描述的准备（5）,Employee commun
44、ication 员工沟通Back-to-back 背对背Face-to-face 面对面,Expected role公司的要求,Perceived role个人的理解,Accepted role双方同意,Distribute responsibility分配工作职责Assignment Clarification任务澄清,Communication沟通,Commission承诺，答应负责,51,Write JD职位描述的撰写,According to JD format,fill relative information and content for the position mapping
45、,and then get JD 按职位说明书的格式，将职位相关信息以及职位匹配的内容置入形成职位说明书Position holder draft firstly,and then discuss with supervisor 由任职者撰写初稿，再与主管讨论,52,JD Format职位说明书的格式,（1）,（2）,（4）,（5）,（6）,（7）,（3）,（8）,53,1.Identity 基本信息,IDENTITY基本信息 Date 日期Organization 组织名称 Department 部门Position Title 职位名称 Incumbent Name 任职者姓名 Appro
46、val签名Supervisor 主管职位名称 Supervisors Name 主管姓名 Approval签名,The Identity of the position places it within the context of the company.基本信息明确了职位在组织中的位置 JD 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 JD was updated.每次更新职位描述时，日期相应变更 Other
47、 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signature of HR people 人力资源管理者签字等,54,2.Purpose 职位存在的目的,The 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 li
48、mits does it operate?这个职位在什么限制之下工作？With what long-term objectives?它的长远目标是什么？The 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,PURPOSE(Why the position exists,within what limits a
49、nd with what objectives)目的：（职位存在的理由，限制条件和目标）,55,Purpose职位目的撰写,With What Objectives，Within Which Limits，Why Does The Position Exist 为“什么目标”，在“什么限制条件下”，“做”,Objectives 目的,Limits 限制条件,Results 结果 Market Share 市场份额 Profit 利润 Sales 销售 Quantity 数量 Quality 素质 Service 服务,Policy 政策 Principles 原理 Guidelines 准则
50、Supervision 日常监督,Organize 组织Instruct 指导Recommend 推荐Plan 计划Operate 操作活动,To do what 做什么?,56,Example of Purpose职位目的举例,IT Services Supervisor 信息系统主管：To advise and manage IT and communication services in all operations of the company within business goals and policies,with the objective of increasing wor
