【5】薪酬福利理论实践经验谈之：== 职位评价面面观，附实例分享 - 薪酬福利 - 中人网

peerless 发表于 2010-6-2 13:04:00

【5】薪酬福利理论实践经验谈之：== 职位评价面面观，附实例分

当企业选择用职位价值作为支付薪酬及其他参考依据时，职位评估这一环节的重要性就凸显了！ 
我想从以下几点进行分享讨论：
  
一、什么是职位评估Job Evaluation？
  
职位评估是以职位说明书为基础，按照一定的标准，从工作任务、责任大小、任职资格等维度出发，对职位的相对价值进行系统的衡量的过程，两个鲜明点： 
1、职位评估对人不对事
2、其产出是职位之间的相对价值 
二、为什么要进行职位评估？
  
1、薪酬分配体系、结构设计的基础 
2、为员工晋升发展提供通道、餐考 
3、便于员工理解企业的需求、价值标准 
4、作为任职者-岗位匹配程度分析的出发点 
5、解决岗位头衔问题的参考 
6、............大家补充..............
  
三、职位评估常见的方法
  
计点法、排序法、分类法、因素比较法、海氏（Hay Group）三要素评估法、美世（Mercer）国际职位评估法，本帖子后续重点分享海氏的方法，其他的方法的可以参见网络及相关数据，在此不再多说 
下附前四种方法的优劣比较比较： 
 
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<DIV style="TEXT-ALIGN: center; mso-line-spacing: '100 20 0'; mso-char-wrap: 1; mso-kinsoku-overflow: 1">方法</DIV></TD> 
<TD style="BORDER-BOTTOM: black 1px solid; BORDER-LEFT: black 1px solid; VERTICAL-ALIGN: top; BORDER-TOP: black 2px solid; BORDER-RIGHT: black 1px solid" height=28 width=116> 
<DIV style="TEXT-ALIGN: center; mso-line-spacing: '100 20 0'; mso-char-wrap: 1; mso-kinsoku-overflow: 1">优势</DIV></TD> 
<TD style="BORDER-BOTTOM: black 1px solid; BORDER-LEFT: black 1px solid; VERTICAL-ALIGN: top; BORDER-TOP: black 2px solid; BORDER-RIGHT: black 1px solid" height=28 width=278> 
<DIV style="mso-line-spacing: '100 20 0'; mso-char-wrap: 1; mso-kinsoku-overflow: 1">劣势</DIV></TD> 
<TD style="BORDER-BOTTOM: black 1px solid; BORDER-LEFT: black 1px solid; VERTICAL-ALIGN: top; BORDER-TOP: black 2px solid; BORDER-RIGHT: black 2px solid" height=28 width=89> 
<DIV style="mso-line-spacing: '100 20 0'; mso-char-wrap: 1; mso-kinsoku-overflow: 1">适用范围</DIV></TD></TR> 
<TR> 
<TD style="BORDER-BOTTOM: black 1px solid; BORDER-LEFT: black 2px solid; VERTICAL-ALIGN: top; BORDER-TOP: black 1px solid; BORDER-RIGHT: black 1px solid" height=166 width=42> 
<DIV style="mso-line-spacing: '100 20 0'; mso-char-wrap: 1; mso-kinsoku-overflow: 1">序列法</DIV></TD> 
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<DIV style="mso-line-spacing: '100 20 0'; mso-char-wrap: 1; mso-kinsoku-overflow: 1"> 简便易行 </DIV> 
<DIV style="mso-line-spacing: '100 20 0'; mso-char-wrap: 1; mso-kinsoku-overflow: 1">   <SPAN style="FONT-FAMILY: Wingdings; COLOR: #00cc99; mso-ascii-font-family: Wingdings; mso-fareast-font-family: 'Arial Unicode MS'; mso-hansi-font-family: Wingdings; mso-color-index: 4; mso-char-type: symbol">l  能够节约企业进行职位评价的成本 </DIV> 
<DIV style="mso-line-spacing: '100 20 0'; mso-char-wrap: 1; mso-kinsoku-overflow: 1"> 便于向员工解释； </DIV></TD> 
<TD style="BORDER-BOTTOM: black 1px solid; BORDER-LEFT: black 1px solid; VERTICAL-ALIGN: top; BORDER-TOP: black 1px solid; BORDER-RIGHT: black 1px solid" height=166 width=278> 
<DIV style="mso-line-spacing: '100 20 0'; mso-char-wrap: 1; mso-kinsoku-overflow: 1"> <SPAN style="FONT-FAMILY: Wingdings; COLOR: #00cc99; mso-ascii-font-family: Wingdings; mso-fareast-font-family: 'Arial Unicode MS'; mso-hansi-font-family: Wingdings; mso-color-index: 4; mso-char-type: symbol">l不适于职位较多的组织 </DIV> 
<DIV style="mso-line-spacing: '100 20 0'; mso-char-wrap: 1; mso-kinsoku-overflow: 1">   <SPAN style="FONT-FAMILY: Wingdings; COLOR: #00cc99; mso-ascii-font-family: Wingdings; mso-fareast-font-family: 'Arial Unicode MS'; mso-hansi-font-family: Wingdings; mso-color-index: 4; mso-char-type: symbol">l很难找到既了解所有工作职位，又能客观地评价它们的测评人员 </DIV> 
<DIV style="mso-line-spacing: '100 20 0'; mso-char-wrap: 1; mso-kinsoku-overflow: 1">  <SPAN style="FONT-FAMILY: Wingdings; COLOR: #00cc99; mso-ascii-font-family: Wingdings; mso-fareast-font-family: 'Arial Unicode MS'; mso-hansi-font-family: Wingdings; mso-color-index: 4; mso-char-type: symbol">l 如果工作职位的数目增多，则每两种工作职位的比较次数将呈指数形式上升； </DIV> 
<DIV style="mso-line-spacing: '100 20 0'; mso-char-wrap: 1; mso-kinsoku-overflow: 1">   <SPAN style="FONT-FAMILY: Wingdings; COLOR: #00cc99; mso-ascii-font-family: Wingdings; mso-fareast-font-family: 'Arial Unicode MS'; mso-hansi-font-family: Wingdings; mso-color-index: 4; mso-char-type: symbol">l特别依赖测评人员的判断，而测评人员在进行职位比较过程中又都有自己的认识，测评要素的说明仍然给主观意识留有充分余地。 </DIV></TD> 
<TD style="BORDER-BOTTOM: black 1px solid; BORDER-LEFT: black 1px solid; VERTICAL-ALIGN: top; BORDER-TOP: black 1px solid; BORDER-RIGHT: black 2px solid" height=166 width=89> 
<DIV style="mso-line-spacing: '100 20 0'; mso-char-wrap: 1; mso-kinsoku-overflow: 1"><SPAN style="FONT-FAMILY: Wingdings; COLOR: #00cc99; mso-ascii-font-family: Wingdings; mso-fareast-font-family: 'Arial Unicode MS'; mso-hansi-font-family: Wingdings; mso-color-index: 4; mso-char-type: symbol">l对于工作职位相对较少的机构来说，可以说是一种比较简便的方法，适用于小规模企业。 </DIV></TD></TR> 
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<TD style="BORDER-BOTTOM: black 2px solid; BORDER-LEFT: black 2px solid; VERTICAL-ALIGN: top; BORDER-TOP: black 1px solid; BORDER-RIGHT: black 1px solid" height=161 width=42> 
<DIV style="mso-line-spacing: '100 20 0'; mso-char-wrap: 1; mso-kinsoku-overflow: 1">分类法</DIV></TD> 
<TD style="BORDER-BOTTOM: black 2px solid; BORDER-LEFT: black 1px solid; VERTICAL-ALIGN: top; BORDER-TOP: black 1px solid; BORDER-RIGHT: black 1px solid" height=161 width=116> 
<DIV style="TEXT-ALIGN: justify; mso-line-spacing: '100 20 0'; mso-char-wrap: 1; mso-kinsoku-overflow: 1"><SPAN style="FONT-FAMILY: Wingdings; COLOR: #00cc99; mso-ascii-font-family: Wingdings; mso-fareast-font-family: 'Arial Unicode MS'; mso-hansi-font-family: Wingdings; mso-color-index: 4; mso-char-type: symbol">l更多地是从职位等级的角度考虑问题，而不是从单独的职位方面考虑。这使得HR管理就相对容易一些； <SPAN style="FONT-FAMILY: Wingdings; COLOR: #00cc99; mso-ascii-font-family: Wingdings; mso-fareast-font-family: 'Arial Unicode MS'; mso-hansi-font-family: Wingdings; mso-color-index: 4; mso-char-type: symbol">l可以将各种工作纳入到一个体系内。 </DIV></TD> 
<TD style="BORDER-BOTTOM: black 2px solid; BORDER-LEFT: black 1px solid; VERTICAL-ALIGN: top; BORDER-TOP: black 1px solid; BORDER-RIGHT: black 1px solid" height=161 width=278> 
<DIV style="TEXT-ALIGN: justify; mso-line-spacing: '100 20 0'; mso-char-wrap: 1; mso-kinsoku-overflow: 1"> <SPAN style="FONT-FAMILY: Wingdings; COLOR: #00cc99; mso-ascii-font-family: Wingdings; mso-fareast-font-family: 'Arial Unicode MS'; mso-hansi-font-family: Wingdings; mso-color-index: 4; mso-char-type: symbol">l 编写职位等级说明比较困难； </DIV> 
<DIV style="TEXT-ALIGN: justify; mso-line-spacing: '100 20 0'; mso-char-wrap: 1; mso-kinsoku-overflow: 1">  <SPAN style="FONT-FAMILY: Wingdings; COLOR: #00cc99; mso-ascii-font-family: Wingdings; mso-fareast-font-family: 'Arial Unicode MS'; mso-hansi-font-family: Wingdings; mso-color-index: 4; mso-char-type: symbol">l对许多职位确定等级比较困难。有些职位的等级归属很明确，而有些则似乎可归属到二、三个等级之中。在这种情况下，确定职位的等级则可能因主观因素干扰影响测评结果； </DIV> 
<DIV style="TEXT-ALIGN: justify; mso-line-spacing: '100 20 0'; mso-char-wrap: 1; mso-kinsoku-overflow: 1"> <SPAN style="FONT-FAMILY: Wingdings; COLOR: #00cc99; mso-ascii-font-family: Wingdings; mso-fareast-font-family: 'Arial Unicode MS'; mso-hansi-font-family: Wingdings; mso-color-index: 4; mso-char-type: symbol">l假如据此确定报酬，这种方法还难以充分说明职位评价和等级确定的合理性 </DIV></TD> 
<TD style="BORDER-BOTTOM: black 2px solid; BORDER-LEFT: black 1px solid; VERTICAL-ALIGN: top; BORDER-TOP: black 1px solid; BORDER-RIGHT: black 2px solid" height=161 width=89> 
<DIV style="mso-line-spacing: '100 20 0'; mso-char-wrap: 1; mso-kinsoku-overflow: 1"><SPAN style="FONT-FAMILY: Wingdings; COLOR: #00cc99; mso-ascii-font-family: Wingdings; mso-fareast-font-family: 'Arial Unicode MS'; mso-hansi-font-family: Wingdings; mso-color-index: 4; mso-char-type: symbol">l组织中存在大量类似的工作时，这种工作评价尤其有用。适用于大规模企业。 </DIV> 
<DIV style="mso-line-spacing: '100 20 0'; mso-char-wrap: 1; mso-kinsoku-overflow: 1"></DIV></TD></TR></TBODY></TABLE> 
 
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<DIV style="TEXT-ALIGN: center; mso-line-spacing: '100 20 0'; mso-char-wrap: 1; mso-kinsoku-overflow: 1">方法</DIV></TD> 
<TD style="BORDER-BOTTOM: black 1px solid; BORDER-LEFT: black 1px solid; VERTICAL-ALIGN: top; BORDER-TOP: black 2px solid; BORDER-RIGHT: black 1px solid" height=25 width=116> 
<DIV style="TEXT-ALIGN: center; mso-line-spacing: '100 20 0'; mso-char-wrap: 1; mso-kinsoku-overflow: 1">优势</DIV></TD> 
<TD style="BORDER-BOTTOM: black 1px solid; BORDER-LEFT: black 1px solid; VERTICAL-ALIGN: top; BORDER-TOP: black 2px solid; BORDER-RIGHT: black 1px solid" height=25 width=278> 
<DIV style="mso-line-spacing: '100 20 0'; mso-char-wrap: 1; mso-kinsoku-overflow: 1">劣势</DIV></TD> 
<TD style="BORDER-BOTTOM: black 1px solid; BORDER-LEFT: black 1px solid; VERTICAL-ALIGN: top; BORDER-TOP: black 2px solid; BORDER-RIGHT: black 2px solid" height=25 width=89> 
<DIV style="mso-line-spacing: '100 20 0'; mso-char-wrap: 1; mso-kinsoku-overflow: 1">适用范围</DIV></TD></TR> 
<TR> 
<TD style="BORDER-BOTTOM: black 1px solid; BORDER-LEFT: black 2px solid; VERTICAL-ALIGN: top; BORDER-TOP: black 1px solid; BORDER-RIGHT: black 1px solid" height=159 width=42> 
<DIV style="mso-line-spacing: '100 20 0'; mso-char-wrap: 1; mso-kinsoku-overflow: 1">计点法</DIV></TD> 
<TD style="BORDER-BOTTOM: black 1px solid; BORDER-LEFT: black 1px solid; VERTICAL-ALIGN: top; BORDER-TOP: black 1px solid; BORDER-RIGHT: black 1px solid" height=159 width=116> 
<DIV style="mso-line-spacing: '100 20 0'; mso-char-wrap: 1; mso-kinsoku-overflow: 1"><SPAN style="FONT-FAMILY: Wingdings; COLOR: #00cc99; mso-ascii-font-family: Wingdings; mso-fareast-font-family: 'Arial Unicode MS'; mso-hansi-font-family: Wingdings; mso-color-index: 4; mso-char-type: symbol">l通俗易推广，有很强的适应性 </DIV> 
<DIV style="mso-line-spacing: '100 20 0'; mso-char-wrap: 1; mso-kinsoku-overflow: 1"><SPAN style="FONT-FAMILY: Wingdings; COLOR: #00cc99; mso-ascii-font-family: Wingdings; mso-fareast-font-family: 'Arial Unicode MS'; mso-hansi-font-family: Wingdings; mso-color-index: 4; mso-char-type: symbol">l 有利于根据组织的变化进行动态分析与管理；<SPAN style="FONT-FAMILY: Wingdings; COLOR: #00cc99; mso-ascii-font-family: Wingdings; mso-fareast-font-family: 'Arial Unicode MS'; mso-hansi-font-family: Wingdings; mso-color-index: 4; mso-char-type: symbol">l指出了比较的基础，能够有效的传达组织认为有价值的因素 </DIV></TD> 
<TD style="BORDER-BOTTOM: black 1px solid; BORDER-LEFT: black 1px solid; VERTICAL-ALIGN: top; BORDER-TOP: black 1px solid; BORDER-RIGHT: black 1px solid" height=159 width=278> 
<DIV style="mso-line-spacing: '100 20 0'; mso-char-wrap: 1; mso-kinsoku-overflow: 1"> <SPAN style="FONT-FAMILY: Wingdings; COLOR: #00cc99; mso-ascii-font-family: Wingdings; mso-fareast-font-family: 'Arial Unicode MS'; mso-hansi-font-family: Wingdings; mso-color-index: 4; mso-char-type: symbol">l要耗费大量的时间和成本；  <SPAN style="FONT-FAMILY: Wingdings; COLOR: #00cc99; mso-ascii-font-family: Wingdings; mso-fareast-font-family: 'Arial Unicode MS'; mso-hansi-font-family: Wingdings; mso-color-index: 4; mso-char-type: symbol">l 通常它缺乏对评价要素选择的明确原则，以说明选取的这些要素能否解释和衡量工作价值，因此在制定职位评价计划时，系统地选择评价要素是关键的一步；<SPAN style="FONT-FAMILY: Wingdings; COLOR: #00cc99; mso-ascii-font-family: Wingdings; mso-fareast-font-family: 'Arial Unicode MS'; mso-hansi-font-family: Wingdings; mso-color-index: 4; mso-char-type: symbol">l 由于这种方法操作的复杂性，造成企业与员工解释和沟通的难度； <SPAN style="FONT-FAMILY: Wingdings; COLOR: #00cc99; mso-ascii-font-family: Wingdings; mso-fareast-font-family: 'Arial Unicode MS'; mso-hansi-font-family: Wingdings; mso-color-index: 4; mso-char-type: symbol">l 评价要素一旦形成，由于重新进行评价需要耗费大量的时间和成本，随时间变化要素调整的难度较大，容易形成僵化。 </DIV></TD> 
<TD style="BORDER-BOTTOM: black 1px solid; BORDER-LEFT: black 1px solid; VERTICAL-ALIGN: top; BORDER-TOP: black 1px solid; BORDER-RIGHT: black 2px solid" height=159 width=89> 
<DIV style="mso-line-spacing: '100 20 0'; mso-char-wrap: 1; mso-kinsoku-overflow: 1"><SPAN style="FONT-FAMILY: Wingdings; COLOR: #00cc99; mso-ascii-font-family: Wingdings; mso-fareast-font-family: 'Arial Unicode MS'; mso-hansi-font-family: Wingdings; mso-color-index: 4; mso-char-type: symbol">l适用于大规模的企业中的管理类工作 。 </DIV></TD></TR> 
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<DIV style="mso-line-spacing: '100 20 0'; mso-char-wrap: 1; mso-kinsoku-overflow: 1">因素比较法</DIV></TD> 
<TD style="BORDER-BOTTOM: black 2px solid; BORDER-LEFT: black 1px solid; VERTICAL-ALIGN: top; BORDER-TOP: black 1px solid; BORDER-RIGHT: black 1px solid" height=144 width=116> 
<DIV style="TEXT-ALIGN: justify; mso-line-spacing: '100 20 0'; mso-char-wrap: 1; mso-kinsoku-overflow: 1"><SPAN style="FONT-FAMILY: Wingdings; COLOR: #00cc99; mso-ascii-font-family: Wingdings; mso-fareast-font-family: 'Arial Unicode MS'; mso-hansi-font-family: Wingdings; mso-color-index: 4; mso-char-type: symbol">l最大的优点表现为通用性的评价要素的广泛应用； <SPAN style="FONT-FAMILY: Wingdings; COLOR: #00cc99; mso-ascii-font-family: Wingdings; mso-fareast-font-family: 'Arial Unicode MS'; mso-hansi-font-family: Wingdings; mso-color-index: 4; mso-char-type: symbol">l 评价标准明确，直接把等级转化为货币价值。</DIV></TD> 
<TD style="BORDER-BOTTOM: black 2px solid; BORDER-LEFT: black 1px solid; VERTICAL-ALIGN: top; BORDER-TOP: black 1px solid; BORDER-RIGHT: black 1px solid" height=144 width=278> 
<DIV style="TEXT-ALIGN: justify; mso-line-spacing: '100 20 0'; mso-char-wrap: 1; mso-kinsoku-overflow: 1"> <SPAN style="FONT-FAMILY: Wingdings; COLOR: #00cc99; mso-ascii-font-family: Wingdings; mso-fareast-font-family: 'Arial Unicode MS'; mso-hansi-font-family: Wingdings; mso-color-index: 4; mso-char-type: symbol">l 仍然没有一个明确原则指导其评价行为。这种方法过多地依靠人为的评判 </DIV> 
<DIV style="TEXT-ALIGN: justify; mso-line-spacing: '100 20 0'; mso-char-wrap: 1; mso-kinsoku-overflow: 1"> <SPAN style="FONT-FAMILY: Wingdings; COLOR: #00cc99; mso-ascii-font-family: Wingdings; mso-fareast-font-family: 'Arial Unicode MS'; mso-hansi-font-family: Wingdings; mso-color-index: 4; mso-char-type: symbol">l 依靠关键工作的确定，但针对关键工作的选取始终没有一个明确的理论基础； </DIV> 
<DIV style="TEXT-ALIGN: justify; mso-line-spacing: '100 20 0'; mso-char-wrap: 1; mso-kinsoku-overflow: 1">  <SPAN style="FONT-FAMILY: Wingdings; COLOR: #00cc99; mso-ascii-font-family: Wingdings; mso-fareast-font-family: 'Arial Unicode MS'; mso-hansi-font-family: Wingdings; mso-color-index: 4; mso-char-type: symbol">l这种方法直接把等级转化为货币价值，其分配到每一因素的货币价值缺乏一个客观的依据，而只能依赖人为的评判。</DIV></TD> 
<TD style="BORDER-BOTTOM: black 2px solid; BORDER-LEFT: black 1px solid; VERTICAL-ALIGN: top; BORDER-TOP: black 1px solid; BORDER-RIGHT: black 2px solid" height=144 width=89> 
<DIV style="mso-line-spacing: '100 20 0'; mso-char-wrap: 1; mso-kinsoku-overflow: 1"><SPAN style="FONT-FAMILY: Wingdings; COLOR: #00cc99; mso-ascii-font-family: Wingdings; mso-fareast-font-family: 'Arial Unicode MS'; mso-hansi-font-family: Wingdings; mso-color-index: 4; mso-char-type: symbol">l适用于大规模的企业中的管理类工作。</DIV></TD></TR></TBODY></TABLE> 
  
四、职位评价的步骤 
 
<DIV class=O v:shape="_x0000_s1026"> 
<DIV style="TEXT-ALIGN: justify; mso-line-spacing: '120 0 0'; mso-char-wrap: 1; mso-kinsoku-overflow: 1; mso-margin-left-alt: 182">n按工作性质将企业的全部岗位分类 </DIV> 
<DIV style="TEXT-ALIGN: justify; mso-line-spacing: '120 0 0'; mso-char-wrap: 1; mso-kinsoku-overflow: 1; mso-margin-left-alt: 182">n收集有关岗位的各种信息（岗位分析） </DIV> 
<DIV style="TEXT-ALIGN: justify; mso-line-spacing: '120 0 0'; mso-char-wrap: 1; mso-kinsoku-overflow: 1; mso-margin-left-alt: 182">n制定具体工作计划，确定详细实施方案。 </DIV> 
<DIV style="TEXT-ALIGN: justify; mso-line-spacing: '120 0 0'; mso-char-wrap: 1; mso-kinsoku-overflow: 1; mso-margin-left-alt: 182">n以资料为基础，找出与岗位有直接联系、密切相关的各种主要因素。 </DIV> 
<DIV style="TEXT-ALIGN: justify; mso-line-spacing: '120 0 0'; mso-char-wrap: 1; mso-kinsoku-overflow: 1; mso-margin-left-alt: 182">n规定统一衡量标准，设计各种问卷和表格。 </DIV> 
<DIV style="TEXT-ALIGN: justify; mso-line-spacing: '120 0 0'; mso-char-wrap: 1; mso-kinsoku-overflow: 1; mso-margin-left-alt: 182">n先以几个重点单位作为试点，以发现问题、总结经验、及时纠正。 </DIV> 
<DIV style="TEXT-ALIGN: justify; mso-line-spacing: '120 0 0'; mso-char-wrap: 1; mso-kinsoku-overflow: 1; mso-margin-left-alt: 182">n全面实施。包括：岗位测定、资料整理汇总、数据处理分析等。 </DIV> 
<DIV style="TEXT-ALIGN: justify; mso-line-spacing: '120 0 0'; mso-char-wrap: 1; mso-kinsoku-overflow: 1; mso-margin-left-alt: 182">n撰写各个岗位的评价报告书，提供给各有关部门。 </DIV> 
<DIV style="TEXT-ALIGN: justify; mso-line-spacing: '120 0 0'; mso-char-wrap: 1; mso-kinsoku-overflow: 1; mso-margin-left-alt: 182">全面总结、汇报、实施、推广</DIV> 
<DIV style="TEXT-ALIGN: justify; mso-line-spacing: '120 0 0'; mso-char-wrap: 1; mso-kinsoku-overflow: 1; mso-margin-left-alt: 182">  
<H3 style="MARGIN: 13pt 0cm">其中一环节比较重要就是要设计岗评估要素模型</H3> 
<H3 style="MARGIN: 13pt 0cm">总结岗位评估要素模型包括以下内容</H3> 
<H3 style="MARGIN: 13pt 0cm">1、  有若干岗位评估要素，每个评估要素都有相应的定义。</H3> 
<H3 style="MARGIN: 13pt 0cm">2、每个评估要素有一个或多个维度，每个维度划分为不同的等级。 </H3> 
<H3 style="MARGIN: 13pt 0cm">3、每个评估要素分配一定的权重，每个维度的不同等级相对应不同的分数。</H3> 
<H3 style="MARGIN: 13pt 0cm">4、为了便于理解，使用表格形式将评估要素各维度分数分布进行呈现较容易理解。</H3> 
<H3 style="MARGIN: 13pt 0cm"> </H3></DIV> 
<DIV style="TEXT-ALIGN: justify; mso-line-spacing: '115 50 0'; mso-char-wrap: 1; mso-kinsoku-overflow: 1; mso-margin-left-alt: 182">五、实例分享</DIV> 
<DIV style="TEXT-ALIGN: justify; mso-line-spacing: '115 50 0'; mso-char-wrap: 1; mso-kinsoku-overflow: 1; mso-margin-left-alt: 182"> </DIV> 
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海氏（Hay）职位评价系统<?xml:namespace prefix = o ns = "urn:schemas-microsoft-com:office:office" /><o:p></o:p> 
<o:p> </o:p> 
海氏职位评价系统又叫“指导图表——形状构成法”，是由美国工资设计专家艾德华·海于1951年研究开发出来。它有效地解决了不同职能部门的不同职务之间相对价值的相互比较和量化的难题，被企业界广泛接受。 
海氏职位评价系统实质上是一种评分法，根据这个系统，所有职务所包含的最主要的付酬因素有三种，即技能水平、解决问题的能力和承担的职务责任。每一个付酬因素又分别由数量不等的子因素构成，具体叙述见表<?xml:namespace prefix = st1 ns = "urn:schemas-microsoft-com:office:smarttags" /><st1:chsdate Year="2014" Month="3" Day="1" IsLunarDate="False" IsROCDate="False" w:st="on">14-3-1</st1:chsdate>。 
<o:p> </o:p> 
表<st1:chsdate Year="2014" Month="3" Day="1" IsLunarDate="False" IsROCDate="False" w:st="on">14-3-1</st1:chsdate> 海氏（Hay）职位评价系统<o:p></o:p> 
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付酬因素</TD> 
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付酬因素释义</TD> 
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子因素</TD> 
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子因素释义</TD></TR> 
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技能水平</TD> 
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要使工作绩效达到可接受的水平所必需的专门知识及相应的实际运作技能的总和</TD> 
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专业理论知识</TD> 
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对该职务要求从事的职业领域的理论、实际方法与专门知识的理解。该子系统分为八个等级，从基本的（第一级）到权威专门技术的（第八级）</TD></TR> 
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管理诀窍</TD> 
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为达到要求绩效水平而具备的计划、组织、执行、控制、评价的能力与技巧。该子系统分为五个等级，从起码的（第一级）到全面的（第五级）</TD></TR> 
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人际技能</TD> 
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该职务所需要的沟通、协调、激励、培训、关系处理等方面主动而活跃的活动技巧。该子系统分“基本的”、“重要的”、“关键的”三个等级</TD></TR> 
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解决问题的能力</TD> 
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在工作中发现问题，分析诊断问题，权衡与评价对策，做出决策等的能力</TD> 
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思维环境</TD> 
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指定环境对职务行使者的思维的限制程度。该子因素分八个等级，从几乎一切按既定规则办的第一级（高度常规的）到只作了含混规定的第八级（抽象规定的）</TD></TR> 
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思维难度</TD> 
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指解决问题时对当事者创造性思维的要求，该子因素分为五个等级，从几乎无需动脑只需按老规矩办的第一级（重复性的），到完全无先例可供借鉴的第五级（无先例的）</TD></TR> 
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承担的职务责任</TD> 
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指职务行使者的行动对工作最终结果可能造成的影响及承担责任的大小</TD> 
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行动的自由度</TD> 
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职务能在多大程度对其工作进行个人性指导与控制，该子因素包含九个等级，从自由度最小的第一级（有规定的）到自由度最大的第九级（一般性无指引的）</TD></TR> 
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职务对后果形成的作用</TD> 
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该子因素包括四个等级：第一级是后勤性作用，即只在提供信息或偶然性服务上出力；第二级是咨询性作用，即出主意与提供建议；第三级是分摊性作用，即与本企业内外其他部门和个人合作，共同行动，责任分摊；第四级是主要作用，即由本人承担主要责任</TD></TR> 
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职务责任</TD> 
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可能造成的经济性正负性后果。该子因素包括四个等级，即微小的、少量的、中级的和大量的，每一级都有相应的金额下限，具体数额要视企业的具体情况而定</TD></TR></TBODY></TABLE> 
<o:p> </o:p> 
下面将对表<st1:chsdate Year="2014" Month="3" Day="1" IsLunarDate="False" IsROCDate="False" w:st="on">14-3-1</st1:chsdate>——海氏职位评价系统付酬因素描述中技能水平、解决问题的能力和承担的职务责任三因素及其各子因素做如下说明： 
1、技能水平 
技能水平是知识和技能的总称，它由3个子因素构成 
● 专业理论知识 
对该岗位要求从事的职业领域理论、实际方法与专门知识的理解。该子系统分为8个等级，从基本的（第1级）到权威专门技术的（第八级）。 
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表<st1:chsdate Year="2014" Month="3" Day="2" IsLunarDate="False" IsROCDate="False" w:st="on">14-3-2</st1:chsdate> <o:p></o:p> 
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等级</TD> 
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说明</TD> 
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举例</TD></TR> 
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A、基本的</TD> 
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熟悉简单工作程序</TD> 
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复印机操作员</TD></TR> 
<TR style="mso-yfti-irow: 2"> 
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B、初步业务的</TD> 
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能同时操作多种简单的设备以完成一个工作流程</TD> 
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接待员、打字员、订单收订员</TD></TR> 
<TR style="mso-yfti-irow: 3"> 
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C、中等业务的</TD> 
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对一些基本的方法和工艺熟练，需具有使用专业设备的能力</TD> 
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人力资源助理、秘书、客户服务员、电气技师</TD></TR> 
<TR style="mso-yfti-irow: 4"> 
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D、高等业务的</TD> 
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能应用较为复杂的流程和系统，此系统需要应用一些技术知识（非理论性的）</TD> 
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调度员、行政助理、拟稿人、维修领班、资深贸易员</TD></TR> 
<TR style="mso-yfti-irow: 5"> 
<TD style="BORDER-BOTTOM: windowtext 1pt solid; BORDER-LEFT: windowtext 1pt solid; PADDING-BOTTOM: 0cm; BACKGROUND-COLOR: transparent; PADDING-LEFT: 5.4pt; WIDTH: 4cm; PADDING-RIGHT: 5.4pt; BORDER-TOP: #ece9d8; BORDER-RIGHT: windowtext 1pt solid; PADDING-TOP: 0cm; mso-border-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt" vAlign=top width=151> 
E、基本专门技术</TD> 
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对涉及不同活动的实践所相关的技术有相当的理解，或者对科学的理论和原则基本理解</TD> 
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会计、劳资关系专员、工程师、人力资源顾问、中层经理</TD></TR> 
<TR style="mso-yfti-irow: 6"> 
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F、熟悉专门技术</TD> 
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通过对某一领域的深入实践而具有相关知识，或者/并且掌握了科学理论</TD> 
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人力资源经理、总监、综合部门经理、专业人士（工程、法律等方面）</TD></TR> 
<TR style="mso-yfti-irow: 7"> 
<TD style="BORDER-BOTTOM: windowtext 1pt solid; BORDER-LEFT: windowtext 1pt solid; PADDING-BOTTOM: 0cm; BACKGROUND-COLOR: transparent; PADDING-LEFT: 5.4pt; WIDTH: 4cm; PADDING-RIGHT: 5.4pt; BORDER-TOP: #ece9d8; BORDER-RIGHT: windowtext 1pt solid; PADDING-TOP: 0cm; mso-border-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt" vAlign=top width=151> 
G、精通专门技术</TD> 
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精通理论，原则和综合技术</TD> 
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专家（工程、法律等方面）、CEO、副总、高级副总裁</TD></TR> 
<TR style="mso-yfti-irow: 8; mso-yfti-lastrow: yes"> 
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H、权威专门技术</TD> 
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在综合技术领域成为公认的专家</TD> 
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公认的专家</TD></TR></TBODY></TABLE> 
<o:p> </o:p> 
● 管理决窍<o:p></o:p> 
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<TBODY> 
<TR style="mso-yfti-irow: 0; mso-yfti-firstrow: yes"> 
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等级</TD> 
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说明</TD> 
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职位</TD></TR> 
<TR style="mso-yfti-irow: 1"> 
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Ⅰ.起码的</TD> 
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仅关注活动的内容和目的，而不关心对其它活动的影响</TD> 
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会计、分析员、一线督导和经理、业务员</TD></TR> 
<TR style="mso-yfti-irow: 2"> 
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Ⅱ.相关的</TD> 
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决定部门各种活动的方向、活动涉及几个部门的协调等</TD> 
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主任、执行经理</TD></TR> 
<TR style="mso-yfti-irow: 3"> 
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Ⅲ.多样的</TD> 
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决定一个大部门的方向或对组织的表现有决定的影响</TD> 
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助理副总、副总、事业部经理</TD></TR> 
<TR style="mso-yfti-irow: 4"> 
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Ⅳ.广博的</TD> 
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决定一个主要部门的方向，或对组织的规划，运作有战略性的影响</TD> 
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中型组织CEO、大型组织的副总</TD></TR> 
<TR style="mso-yfti-irow: 5; mso-yfti-lastrow: yes"> 
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Ⅴ.全面的</TD> 
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对组织进行全面管理</TD> 
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大型组织的CEO</TD></TR></TBODY></TABLE> 
<o:p> </o:p> 
● 人际技能<o:p></o:p> 
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<TBODY> 
<TR style="mso-yfti-irow: 0; mso-yfti-firstrow: yes"> 
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等级</TD> 
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说明</TD> 
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职位</TD></TR> 
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1、基本的</TD> 
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对多数岗位在完成基本工作时均需基本的人际沟通技巧，基本沟通技巧要求在组织内与其他员工进行礼貌和有效的沟通,以获取信息和澄清疑问</TD> 
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会计、调度员、打字员</TD></TR> 
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2．重要的</TD> 
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理解和影响人是此类工作的重要要求。此种能力既要理解他人的观点，也要有说服力以影响行为和改变观点或者改变处境，对于安排并督导他人工作的人，需要此类的沟通能力。</TD> 
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订货员、维修协调员、青年辅导员</TD></TR> 
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3、关键的</TD> 
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对于需理解和激励人的岗位，需要最高级的沟通能力。需要谈判技巧的岗位的沟通技巧也属此等级</TD> 
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人力资源督导、小组督导、大部分经理、大部分一线督导、CEO、助理副总、副总</TD></TR></TBODY></TABLE> 
<o:p> </o:p> 
2、解决问题的能力 
解决问题的能力有两个子因数。 
思维环境: 思维是否可从他人处或过去的案例中获得指导。 
思维难度：指思维的复杂程度。 
思维环境的等级划分 
高度常规性的：有非常详细和精确的法规和规定作指导并可获得不断的协助。 
常规性的：有非常详细的标准规定并可立即获得协助。 
半常规性：有较明确定义的复杂流程，有很多的先例可参考，并可获得适当的协助。 
标准化的：有清晰但较为复杂的流程，有较多的先例可参考，可获得协助。 
明确规定的：对特定目标有明确规定的框架。 
广泛规定的：对功能目标有广泛规定的框架，是某些方面有些模糊、抽象。 
一般规定的：为达成组织目标和目的，在概念、原则和一般规定的原则下思考，有很多模糊、抽象的概念。 
抽象规定的：依据商业原则、自然法则和政府法规进行思考。 
思维难度的等级划分： 
重复性的：特定的情形仅需对熟悉的事情作简单的选择。 
模式化的：相似的情形仅需对熟悉的事情进行鉴别性选择。 
中间型的：不同的情形，需要在熟悉的领域内寻找方案。 
适应性的：变化的情形要求分析、理解、评估和构建方案。 
无先例的：新奇的或不重复的情形，要求创造新理念和富有创意的解决方案。 
3、承担的职务责任 
承担的职务责任有三个子因数。 
.行动的自由度 
.职务对后果的影响 
.职务责任 
行动的自由度 
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等级</TD> 
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说明</TD> 
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举例</TD></TR> 
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R、有规定的</TD> 
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此岗位有明确工作规程或者有固定的人督导</TD> 
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.体力劳动者 
.工厂工人 
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A、受控制的</TD> 
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此岗位有直接和详细的工作指示或者有严密的督导</TD> 
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普通维修工 
一般文员</TD></TR> 
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B、标准化的</TD> 
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此岗位有工作规定并已建立了工作程序并受严密的督导</TD> 
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贸易助理 
木工</TD></TR> 
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C、一般性规范的</TD> 
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此岗位全部或部分有标准的规程、一般工作指示和督导。</TD> 
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秘书、生产线工人、大多数一线文员</TD></TR> 
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D、有指导的</TD> 
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此岗位全部或部分有先例可依或有明确规定的政策，也可获督导</TD> 
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大多专业职位、部分经理、部分主管</TD></TR> 
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E、方向性指导的</TD> 
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仅就本质和规模，此岗位有相关的功能性政策，需决定其活动范围和管理方向</TD> 
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某些部门经理、某些总监、某些高级顾问</TD></TR> 
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F、广泛性指引的</TD> 
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就本质和规模，此岗位有粗放的功能性政策和目标，以及宽泛的政策</TD> 
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某些执行经理、某些副总助理、某些副总</TD></TR> 
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G、战略性指引</TD> 
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有组织政策的指导，法律和社会限制，组织的委托</TD> 
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关键执行人员、某些副总、CEO.</TD></TR></TBODY></TABLE> 
<o:p> </o:p> 
职务对后果形成的影响<o:p></o:p> 
<TABLE style="BORDER-BOTTOM: medium none; BORDER-LEFT: medium none; MARGIN: auto auto auto 21pt; BORDER-COLLAPSE: collapse; BORDER-TOP: medium none; BORDER-RIGHT: medium none; mso-border-alt: solid windowtext .5pt; mso-padding-alt: 0cm 5.4pt 0cm 5.4pt; mso-border-insideh: .5pt solid windowtext; mso-border-insidev: .5pt solid windowtext" class=MsoNormalTable border=1 cellSpacing=0 cellPadding=0> 
<TBODY> 
<TR style="mso-yfti-irow: 0; mso-yfti-firstrow: yes"> 
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等级</TD> 
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说明</TD> 
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举例</TD></TR> 
<TR style="mso-yfti-irow: 1"> 
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A、后勤 
<o:p> </o:p></TD> 
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这些岗位由于向其它岗位提供服务或信息对职务后果形成作用</TD> 
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某些文员、数据录入员、后勤员工、内部审计、门卫</TD></TR> 
<TR style="mso-yfti-irow: 2"> 
<TD style="BORDER-BOTTOM: windowtext 1pt solid; BORDER-LEFT: windowtext 1pt solid; PADDING-BOTTOM: 0cm; BACKGROUND-COLOR: transparent; PADDING-LEFT: 5.4pt; WIDTH: 142pt; PADDING-RIGHT: 5.4pt; BORDER-TOP: #ece9d8; BORDER-RIGHT: windowtext 1pt solid; PADDING-TOP: 0cm; mso-border-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt" width=189> 
C、辅助</TD> 
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这些岗位由于向其它岗位提供重要的支持服务而对结果有影响</TD> 
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工序操作员、秘书、工程师、会计、人力资源经理</TD></TR> 
<TR style="HEIGHT: 18.65pt; mso-yfti-irow: 3"> 
<TD style="BORDER-BOTTOM: windowtext 1pt solid; BORDER-LEFT: windowtext 1pt solid; PADDING-BOTTOM: 0cm; BACKGROUND-COLOR: transparent; PADDING-LEFT: 5.4pt; WIDTH: 142pt; PADDING-RIGHT: 5.4pt; HEIGHT: 18.65pt; BORDER-TOP: #ece9d8; BORDER-RIGHT: windowtext 1pt solid; PADDING-TOP: 0cm; mso-border-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt" width=189> 
S、分摊</TD> 
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此岗位对结果有明显的作用</TD> 
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介于辅助和主要之间</TD></TR> 
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P、主要</TD> 
<TD style="BORDER-BOTTOM: windowtext 1pt solid; BORDER-LEFT: #ece9d8; PADDING-BOTTOM: 0cm; BACKGROUND-COLOR: transparent; PADDING-LEFT: 5.4pt; WIDTH: 142.05pt; PADDING-RIGHT: 5.4pt; HEIGHT: 19.7pt; BORDER-TOP: #ece9d8; BORDER-RIGHT: windowtext 1pt solid; PADDING-TOP: 0cm; mso-border-alt: solid windowtext .5pt; mso-border-left-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt" width=189> 
此岗位直接影响和控制结果</TD> 
<TD style="BORDER-BOTTOM: windowtext 1pt solid; BORDER-LEFT: #ece9d8; PADDING-BOTTOM: 0cm; BACKGROUND-COLOR: transparent; PADDING-LEFT: 5.4pt; WIDTH: 142.05pt; PADDING-RIGHT: 5.4pt; HEIGHT: 19.7pt; BORDER-TOP: #ece9d8; BORDER-RIGHT: windowtext 1pt solid; PADDING-TOP: 0cm; mso-border-alt: solid windowtext .5pt; mso-border-left-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt" width=189> 
督导、经理、总监、副总裁</TD></TR></TBODY></TABLE> 
<o:p> </o:p> 
三、利用海氏职位评价系统对职位进行职位评价举例 
海氏职位评价系统将三种付酬因素的各子因素进行组合，形成三张海氏职位评价指导图表。下面我们利用海氏职位评价指导图表对小车司机班班长、产品开发工程师、营销副总这一个职位进行职位评价。 
<o:p> </o:p> 
表2是供技能水平评价用的工具。 
现在我们根据技能水平评价图表对小车司机班班长、产品开发工程师、营销副总这三个职务做相应的技能因素的相对价值评价。 
营销副总在企业中全面主管营销事务，而营销工作往往是企业中最难应付的工作，需要很高的管理技巧，因此在管理技巧方面是全面的；营销副总要精通营销管理的各项专门知识，并要在下属当中树立起自己的绝对权威，方可充分调动广大营销人员的积极性，因此在专业知识方面应是权威专门的；在人际技巧方面，他需要熟练的人际技能，这是关键的。因此营销副总的技能因素价值为1400。（分值是举例的，实际评价时还要有分值的，这里明白这个意思即可） 
产品研发工程师负责企业的研发工作要求有很高的专门知识，因此在专门知识方面应是精通专门技术的；在管理技巧方面，因其主要工作是独立开展研究活动，无需管理或很少有开展管理活动的必要，因此应为起码的；在人际技能方面，应为基本的。因此产品研发工程师的技能价值分为304。 
小车司机班班长在专业知识方面没有太多的要求，只需高等业务性的；在管理决窍方面，管理一批司机，工作简单，只需要起码的；在人际技能方面，小车司机文化虽然不高，但均是为企业高级管理人员提供服务的，长期与高管人员在一起，因此在某种程度上有一定的特权，应付起来不太容易，需要最高一级即关键性的人际处理技巧。所以其技能因素价值分为175。 
<o:p> </o:p> 
表3是用来评定解决问题能力的工具。 
下面我们根据解决问题能力评价图表对小车司机班班长、产品开发工程师、营销副总这三个职务做相应的解决问题能力评价。 
营销副总是企业市场的开拓者，每天都要面对瞬息万变的市场独立做出营销决策，很多情况下企业都缺乏明确的政策指导，其思维环境属“抽象规定的”。为了占领市场，营销副总需要开展高度的创造性工作，这些工作在企业无先例可循，其思维难度要列“无先例的”。因此解决问题能力便评价为技能的87%。 
产品开发工程师在产品开发过程中受到行业规范、各种技术标准等的限制，其思维环境属第6级“广泛规定的”；但由于产品开发属于高度创造性的活动，其思维难度属“无先例的”，因此解决部下能力便评价为技能的66%。 
司机班班长属于最基层管理者，管理活动受到企业各种规章制度和上级的约束，其思维环境属“标准化的”；其管理不需要有太多的创造性，基本上是“模式化的”。因此解决问题能力便评价为技能的25%。 
<o:p> </o:p> 
表4是用来对职务责任进行评定的工具。 
下面我们根据承担的职务责任评价图表对小车司机班班长、产品开发工程师、营销副总这三个职务做相应的承担的职务责任评价。 
营销副总在企业内地位很高，享有广泛授权，行动的自由度高，属“战略性指引的”；他全面主管企业的营销工作，所起的作用是最高的第4级“主要的”；营销副总的决策有时直接决定企业的生死存亡，其职务责任是“大量的”。该职务在这一因素的整体评分为1056。 
产品开发工程师的行动自由度比较大，属于方向性指导的；职务责任不大，只有少量的影响；对后果形成的影响比较大，因为其对企业新产品开发和企业进一步发展有直接影响，因此属于分摊的。该职位在这一因素上的整体评份为264。 
小车司机班班长行动自由度小，只属第3级“标准化的”；但他为整个小车司机班的带头人，所起的作用是最高的第4级“主要的”；不过他级别太低，对经济后果的责任也属最低“微小的”。因此该职位在这一因素上的整体评分为57。 
现在我们来分析小车司机班班长、产品开发工程师、副总这三个职务的“职务状态构成”。职务状态构成海氏提出，他认为职务具有一定的“形态”，这个形状主要取决于技能和解决问题的能力两因素相对于职务责任这一因素的影响力间的对比与分配，根据海氏职位评价系统法，上述三种职务分别属于以下三种类型： 
营销副总属于“上山型”。该职务的责任比技能与解决问题的能力重要。 
产品开发工程师属于“下山型”。该职务的责任不及技能与解决问题能力重要。 
小车司机班班长属于“平路型”。技能和解决问题的能力与责任并重 
根据三种职务的“职务形态构成”，赋予三种职务三个不同因素以不同的权重。即分别向三个职务的技能、解决问题的能力两因素与责任因素指派代表其重要性的一个百分数，这两个百分数之和恰为100%。根据一般性原则，我们粗略地确定“上山型”、“下山型”、“平路型”两组因素的权重分配分别为（40%+60%）、（70%+30%）、（50%+50%）。这样我们将这三个职务在三个因素上的职位评价得分及其相应权重汇总如下： 
营销副总评价总分＝[1400（1+87%）40%+1056 ╳ 60%=1680.8 
产品开发工程师评价总分＝304（1+66%）70%+264 ╳ 30%=432.448 
小车司机班班长评价总分＝175（1+25%）50%+57 ╳ 50%=137.875 
根据上述计算结果可以看出，用海氏职位评价法评价出的分数，比直觉性的主观评估要精确和合理一些，只是评价过程较复杂。评价分获得后，具体工资额的确定要参考外界市场情况确定。 
  
<o:p> </o:p></TD></TR></TBODY></TABLE></DIV></DIV> 
 
您还可以关注此系列帖子如下：
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peerless 发表于 2010-6-2 13:10:00

回复: 【5】薪酬福利理论实践经验谈之：== 职位评价面面观，

再附上一公司的职位评估手册，全流程的指导产出
大家可以参考

宝宝w 发表于 2010-6-2 13:47:00

回复：【5】薪酬福利理论实践经验谈之：== 职位评价面面观，附

谢谢分享！

蓝色翅膀 发表于 2010-6-2 14:17:00

回复：【5】薪酬福利理论实践经验谈之：== 职位评价面面观，附

:) 谢谢分享

peerless 发表于 2010-6-2 14:59:00

回复：【5】薪酬福利理论实践经验谈之：== 职位评价面面观，附

抛出几个问题吧，大家结合自己的储备分享讨论下哈：
1、各位接触到的职位评估所采用的评价因素有哪些？
2、选择多少因素合适？
3、评价因素的相对权重设置考虑哪些着眼点来操作？
4、如何给因素分配点数呢？
5、每一个因素会有几个评价的等级，其数目如何为当？
6、职位评估这件事情谁做主？
是回答的精彩程度奖励积分，随意回答哈:Z

陌上雪 发表于 2010-6-2 15:21:00

回复：【5】薪酬福利理论实践经验谈之：== 职位评价面面观，附

好复杂啊。学习了:D

cynthia447 发表于 2010-6-2 16:25:00

回复 6F 陌上雪的帖子

老兄是高人啊,今天看了三个帖子好象都是你发的,学习了:)

monmon109 发表于 2010-6-3 09:30:00

回复：【5】薪酬福利理论实践经验谈之：== 职位评价面面观，附

哗，很好！

强烈推荐，学习贴！:D

眼睛树 发表于 2010-6-3 11:38:00

回复：【5】薪酬福利理论实践经验谈之：== 职位评价面面观，附

很有潜力的专业贴，

下载学习中

谢谢楼主分享这样的专业贴~

萧然1983 发表于 2010-6-3 14:12:00

回复：【5】薪酬福利理论实践经验谈之：== 职位评价面面观，附

恩学习一下，现在没空发帖，有空了超过你呵呵~

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