design process
The design process of position system includes four steps: dividing position sequence, dividing position hierarchy, setting position, and describing and managing position system, as shown in Figure 1.
Figure 1 Post System Design Process
1. Position sequence division (division of departments)
Position sequence is a general term for a class of positions with similar job nature and job requirements. Its division should be based on the company's strategy, and should also be combined with organizational scale factors.
According to business characteristics and management needs, different organizations have different job sequences. Generally, each enterprise has a series of senior management, middle management, business, functional management, skilled workers and operators.
Some larger organizations further divide the business sequence into marketing sequence, procurement logistics sequence, quality management sequence, design R&D sequence, production management sequence, production technology sequence, engineering management sequence and engineering technology sequence; The functional management positions are further divided into administrative logistics sequence, financial audit sequence, human resources sequence, information support sequence, public relations sequence, etc
2. Position hierarchy
How many levels an organization has means how many levels of reporting relationships it has, which directly affects the efficiency of the organization. The organization level is generally determined according to the size of the enterprise and the management range of the manager. The larger the organization size, the more organizational levels will be; The greater the extent of management, the lower the organizational hierarchy. The existing personnel status shall be considered when dividing the post level, and the future development space shall be reserved.
Due to the wide adoption of information systems, the traditional management model with a management range of 8-12 line subordinates no longer meets the needs of enterprise development. With the improvement of management skills and the popularization of information systems, the management range of managers has a trend of substantial increase. On the other hand, the intensification of market competition has put forward higher requirements for organizational response capability. The traditional hierarchical management cannot meet the needs of enterprise development. In this context, the flattening of enterprise organizational structure is the main trend of future development.
Typical company job levels are designed as chairman, general manager, deputy general manager, director, department general manager, department head, supervisor and employee, and many enterprises also add deputy director, department deputy general manager, department deputy director and other intermediate levels, so the company's job levels range from 4 to 5, more than 10 or even more than 20 levels.
It should be noted that different position categories may have different position levels, some functional position categories may have fewer levels, and some business position categories may have more levels.
3. Post setting
Position setting shall be carried out according to the company's business process and business characteristics, which shall reflect the balance between professional division and efficiency.
On the one hand, the trend of specialization has improved the quality of work, on the other hand, it has also improved the efficiency of work. However, specialization inevitably means that the division of labor is refined, which increases the cost of work coordination. From this perspective, it will bring about a trend of reduced efficiency. Post setting is to seek the balance between professional division and efficiency.
4. Post system description and management
After the position sequence, position level and position setting are determined, the position system should be described, the work nature of each position sequence and the commonness of qualifications should be described, and the responsibilities, rights and commonness of qualifications of each position level should be described.
The company should formulate different human resources management policies for different sequences of personnel, specifically in recruitment, training, salary, assessment and career development. For example, many enterprises implement a salary policy with a large floating salary proportion for sales personnel and a salary policy with a small floating salary proportion for functional personnel; In terms of compensation competitiveness, different strategies are often adopted according to different sequences. Competitive compensation is applied to personnel in core business positions, and market average compensation strategy is applied to personnel in other positions; In terms of recruitment, training, assessment, etc., different job sequences are also different. [1]
