中联重科员工职业发展手册

长沙中联重工科技发展股份有限公司员工职业发展手册新华信管理咨询制作2002年7月30日目录第一章：总则····················································································31.1设立职业发展系统的意义······························································31.2职业发展系统总述·······································································31.3职业发展执行机构·······································································41.4职业发展工作实施时间·································································51.5员工、主管与企业在职业发展中责任···············································6第二章：职业发展基础体系··································································72.1职业发展矩阵作用与特点······························································72.2职业发展矩阵之纵向职业发展通道··················································82.2.1员工发展的多重阶梯···········································································82.2.2薪酬职级与岗位职层的调整··································································82.3职业发展矩阵之横向职业发展通道··················································92.4岗位任职资格及能力要求····························································102.5建立针对职业发展的培训体系······················································10第三章：实施员工职业发展································································113.1员工制定个人发展计划·······························································113.2公司协助加强职业发展规划························································113.2.1管理人员开发··················································································113.2.2绩效考评结果运用············································································123.3实施纵向职业发展·····································································133.3.1实施薪酬职级调整············································································133.3.2实施岗位职层调整············································································133.4实施横向职业发展·····································································143.5职业发展相关培训·····································································153.5.1入职培训·························································································153.5.2在岗培训·························································································153.5.3转岗培训·························································································16第四章：补充规定············································································174.1员工职业发展制度的修订····························································174.2职业发展申诉···········································································17前言欢迎加盟中联重科！您将在这里开始一段全新的职业经历！经过十年的拼搏，中联重科已不再满足于国内的成功，而是不断向专业化、国际化方向迈进。公司认为员工是最宝贵的财富，是创新的源泉，正是广大员工的积极进取、不懈拼搏造就了中联重科现在的辉煌！因此公司除了为员工提供丰厚的薪酬，更是把员工的培训与发展视为己任，在这里您将能按照多种途径来规划您的职业生涯，并得到大量相关培训的支持！中联重科将给每位员工提供施展自己才能的舞台，在此刻，让我们一同牢记中联重科的企业文化：安居乐业融洽祥和知书达礼生机勃勃第一章：总则1.1设立职业发展系统的意义第一条.设立职业发展制度的直接目的是为了实现公司人力资源发展目标和帮助员工实现个人的职业发展目标；职业规划能保证企业未来人才的需要，通过为员工提供发展空间及职业发展相关的信息，引导员工发展与企业发展结合起来，有效保证企业未来发展的人才需要第二条.为了直接实现员工的职业发展，本制度对员工可能的各种职业发展途径进行了安排，并包括职位轮换计划、培训计划、提升计划等，通过职业发展计划可以帮助员工实现对个人创造力和职业扩展的期望，促使员工不断提高自身能力第三条.职业发展与工作分析、人力资源计划、招聘与选拨、绩效评估、培训等有密切联系1.2职业发展系统总述职业发展系统包括三部分：职业发展基础制度系统、职业发展实施系统及培训支持体系（见附图1）第四条.职业发展基础制度系统包括三方面内容：确定职业发展矩阵：即员工进入企业后，在其已有的专业知识和技能特点的基础上，配合组织发展目标进行有计划的学习、培训和锻炼，从而在职务和职位晋升方面可能获得的职业发展路线；其中包括行政管理路线和专业路线明确岗位所需任职资格及能力：不同层次与不同类型岗位由于工作性质、内容和环境不同，对任职者的能力也有不同要求，因此必须明确各岗位的任职资格与能力要求任职资格参见各岗位职务说明书，能力要求参见各岗位5项能力考核指标明确职业发展路线的薪酬结构：在确定职业发展矩阵的基础上，需要明确各层次岗位薪酬结构及薪酬水平，以便将绩效考评结果运用到薪酬职级调整和岗位职层调整中第五条.职业发展实施系统：个人制定职业发展规划：个人发展规划是指员工通过各种信息来确定自己的职业兴趣、价值观、性格，从而明确本人在企业中可能的发展路线，自我评估在职业发展中有助于员工了解自己的状况，制定职业发展方案组织协助确定员工职业发展规划：组织需要对员工的工作业绩、工作能力和所具备的潜力作出客观公正的评估，根据评估结果为其制定职业发展规划，组织能否正确评价每个员工个人能力和潜力是员工职业发展的关键员工晋升与发展的实施：包括薪酬职级的调整、岗位职层的调整、内部招聘、岗位轮换，这是员工职业发展的最终体现，其实施需要职业发展管理委员会重点控制，以确保过程的公平性第六条.培训支持体系：入职培训：新员工入职培训（ORIENTATION）在员工到岗后的1月内进行，内容包括企业文化培训、产品知识培训及专业知识培训几个模块，可以使员工迅速熟悉公司文化，了解产品知识，同时使员工的团队合作意识得到强化在职培训：在职培训是指在日常工作中对员工的培养训练即通过制定工作计划、分配调整工作、听取汇报和意见、评价考核业绩、推进工作改善、帮助解决问题等途径对员工进行的指导转岗培训：职业发展执行小组为了让新晋升或轮岗的员工尽快熟悉和胜任岗位而专门开的培训工作，内容包括：岗位工作介绍、岗位任职能力培训、岗位所需专业知识培训1.3职业发展执行机构第七条.职业发展管理委员会组成主席：董事长副主席：总经理执行副主席：人力资源部经理委员会成员：主管制造、营销、技术的副总经理；财务总监主席负责提出开展职业发展相关工作的总体要求副主席负责监督完善职业发展基础制度体系，监督完成职业发展实施工作执行副主席负责组织安排职业发展基础制度体系的完善，并负责职业发展实施工作的公平性与工作完成及时性第八条.职业发展管理委员会职能负责处理员工内部招聘、岗位轮换及重点培训优秀员工，完成对员工的薪酬职级或岗位职层的调整负责修正公司现有职业发展制度与日常操作过程可能存在的矛盾，从而使职业发展制度最终简明有效并易于操作，实现对员工的有效激励第九条.职业发展执行小组组成组长：人力资源部经理(兼)副组长：人力资源管理室主管，人力资源开发室主管成员：人力资源部人员及各部门相关人员职业发展执行过程亲属回避制度：职业发展执行小组成员在实施职业发展工作中，应该回避其亲属的级别调整等相关工作第十条.职业发展执行小组职能成立目的：接受职业发展管理委员会领导，协助各部门员工制定职业发展规划、处理员工发展过程中的行政工作组织员工制定个人职业发展计划收集整理各部门职业发展文字资料并统一保管第十一条.职业发展管理委员会、职业发展执行小组、人力资源部分工职业发展管理委员会明确职业发展总方针并处理重大决策职业发展执行小组根据委员会安排实施与职业发展相关的工作人力资源部完成具体培训、晋升等人力资源工作1.4职业发展工作实施时间第十二条.界定岗位职层、薪酬职级概念岗位职层：指薪酬结构中从F6到H1中具体一层（如F3）薪酬职级：指工资表中各岗位对应的职层（例F3）中，由九级到一级第十三条.职业发展规划的制定时间新员工入职需制定初步职业发展规划，在转正后1个月内需完成年度绩效考评完成后1个月内，职业发展执行小组将对优秀员工制作进一步职业发展规划在特殊情况下，职业发展管理委员会将在一年中安排职业发展执行小组对某岗位员工制定职业发展规划第十四条.绩效考评结果运用时间参见《绩效考评手册》第十五条.纵向职业发展实施时间薪酬职级及岗位职层调整时间新员工转正薪酬职级及岗位职层调整：参见人力资源部相关制度薪酬职级定期调整：年度绩效考评结束后1个月内薪酬职级及岗位职层不定期调整：对于表现特优异(或特差)员工，职业发展管理会将不定期进行级别调整第