职位分析与职位评估说明.pptxVIP

职位分析与职位评估;Agenda 日程;Objectives 课程目标;战略性的人力资源管理 Strategic Human Resources Management;宏观管理A Global View of Management;长期Long Term;人力资源管理模式Human Resources Management Model;组织设计的基本框架;流程的基本定义/内容;如何辨别核心业务流程;简单流程举例;什么是流程图;流程图示;标准流程举例;标准流程举例;如何类集工作?How should work be organized?;组织设计Organization Design;如何类集工作?How should work be organized?;如何类集工作?How should work be organized?;公司结构该成什么形状？ What shape should the Organization Structure be?;对比多层与少层之公司架构Tall versus Flat Structures;从远景到职位From Vision to Position;一个职位在公司的位置The Place of an Position within an Organization;僵硬的工作关系;有限的工作关系;有机的工作关系;Position Clarification职位说明;Position Clarification Commitment对职位说明的认同;The Middle Management Washing Machine;如何书写职位说明书 How to Write the Position Description;;Job Clarification Form;;;;职位说明书 (4) Position Clarification (4);;职位说明书 (6) Position Clarification (6);澄清责任范围Analysis of Areas of Responsibility;招聘Recruitment;流动现金的管理Cash flow management;销售Sales;Responsibilities Mapping;全部，部分或协助？Full, Partial or Supporting?;如何证明优异的工作成绩？ How can you prove that you have achieved good results ?;责任澄清;责任澄清;;“该职位为什么存在 Why does this position exist ?” 动词 责任 在 范围内 Verbs Role Within Framework ;目的 (职位目标, 限制和存在的理由)Purpose …...;;;你本人职位存在的价值是什么？ ;职位说明项目的安排Logistics of Position Clarification;撰写职位说明书的步骤Position Clarification Process;面试Interview;面试的目的Objectives of the Interview;如何书写职位说明书How to Write Position Clarification ?;岗位评估 -- 定义;岗位评估;岗位评估的方法;点值法的步骤;点值法的步骤;点值法的步骤;点值法的步骤;点值法的步骤;点值法的步骤;点值法的步骤;Human Capital Strategy - People人力资源战略-员工