美世_某集团职位管理体系探讨.pptVIP

* 岗位界定是界定上下左右的概念 * * * * * * * * * * Mercer Human Resource Consulting 为什么需要岗位分析 岗位管理体系-职位序列 Mercer Human Resource Consulting 整体报酬的概念 基本工资 年度奖金 长期激励 一次性奖励 医疗福利 退休福利 工作和生活平衡 其他 现金报酬 福利 职业发展 培训和发展 横向和纵向的流动 挑战性的工作 职业发展的机会 Mercer Human Resource Consulting 职业发展阶梯－大型企业 集团领导 Group Manager 管理管理者 Manage Manager 企业领导 Enterprise Manager 员工自我管理 Manage Self 管理他人 Manage Others 职能领导 Functional Manager 业务领导 Business Manager 第1阶梯 第3阶梯 第5阶梯 第2阶梯 第4阶梯 第6阶梯 Mercer Human Resource Consulting 95% of the organizations surveyed had formal career path structures Question : What are the key business drivers for implementing career paths in your organization? Business drivers for implementing career paths in most organizations pertained to streamlining job levels and hierarchy. Additional drivers, each cited by about one third of firms, were inadequate job measurement systems and insufficient market pricing to demonstrate career potential and value. This suggests that a combination of internal and external factors were the first obvious “pain points” for implementing formal career paths. Few organizations cited organization change as a driver. (n=19) * Other represents HR triggers addressed on the next page Mercer Human Resource Consulting Architecture: Support ToolsQuestion: What tools do you correctly use to support the career pathing process/structure? The success of the career paths in most organizations lies in the support tools designed. More than half the organizations had support tools in the form of training and development guides, job family guides or specific assignments supporting high potential development. (n=18) Mercer Human Resource Consulting Career Group: Human Resources Benefits Compensation Corporate Safety and Health Employee and Organizational Development Human Resource Information Systems Job Families Applications Development Client Advocate Computer Operations Customer Support Services Database Career Group: Information Technology Human Resource Generali