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天津金明房地产开发有限责任公司员工胜任素质模型（初稿）编制人员编制日期审核人员审核日期批准人员批准日期2目录第1章胜任素质模型的建立···························11.1胜任素质模型的基本内容·························11.2胜任素质模型的建立步骤·························31.3胜任素质模型在人力资源管理中的应用···················5第2章高层管理人员胜任素质模型························92.1总经理助理知识素质定义表························92.2工程副总知识素质定义表·························112.3总工程师知识素质定义表·························132.4副总工程师知识素质定义表························132.5总经理知识素质定义表··························15第3章总经办胜任素质模型···························173.1总经办人员胜任里素质模型························173.2总经办人员知识素质定义表························183.3档案员胜任素质模型···························193.4运营主管胜任素质模型··························203.5信息管理员胜任素质模型·························213.6总经办主任胜任力模型··························22第4章外联部胜任素质模型···························234.1外联部人员职业素养定义表························234.2外联专员胜任素质模型··························244.3外联主管胜任素质模型··························254.4外联部经理胜任素质模型·························25第5章设计部胜任素质模型···························265.1设计部人员胜任素质模型·························265.2设计部人员职业素养定义表························265.3资料员胜任素质模型···························275.4建筑设计师胜任素质模型·························275.5结构设计师胜任素质模型·························285.6电气设计师胜任素质模型·························2935.7水暖设计师胜任素质模型·························295.8景观设计师胜任素质模型·························305.9室内设计师胜任素质模型·························305.10设计部经理胜任素质模型·························31第6章工程部胜任素质模型···························326.1工程部人员胜任力素质模型························326.2工程部人员职业素养定义表························326.3资料员胜任素质模型···························336.4电气工程师胜任素质模型·························346.5水暖工程师胜任素质模型·························356.6土建工程师胜任素质模型·························366.7安全文明主管胜任素质模型························366.8机电副经理胜任素质模型·························376.9工程部经理胜任素质模型·························38第7章成本合约部胜任素质模型·························397.1成本合约部人员胜任素质模型·······················397.2成本合约部人员职业素养定义表······················397.3资料员胜任素质模型···························407.4合约主管胜任素质模型··························407.5安装造价师胜任素质模型·························417.6土建造价师胜任素质模型·························427.7成本合约部经理胜任素质模型·······················43第8章营销部胜任素质模型···························448.1营销部人员胜任素质模型·························448.2营销部人员职业素养定义表························448.3策划人员胜任素质模型··························458.4销售人员胜任素质模型··························458.5客服人员胜任素质模型··························468.6营销部经理胜任素质模型·························47第9章材料采购部胜任素质模型·························479.1材料采购部人员胜任素质模型·······················4749.2采购部人员职业素养定义表························489.3统计员胜任素质模型···························499.4资料员胜任素质模型···························499.5采购员胜任素质模型···························509.6采购主管胜任素质模型··························519.7采购经理胜任素质模型··························51第10章材料管理部胜任素质模型·························5210.1材料管理部人员胜任素质模型·······················5210.2材料管理部人员职业素养定义表······················5310.3统计员胜任素质模型···························5410.4资料员胜任素质模型···························5510.5材料接收员胜任素质模型·························5610.6材料主管胜任素质模型··························5610.7材料管理部经理胜任素质模型·······················57第11章财务部胜任素质模型···························5811.1财务部人员胜任素质模型·························5811.2财务部人员职业素养定义表························5811.3出纳胜任素质模型····························5911.4销售会计胜任素质模型··························6011.5成本会计胜任素质模型··························6111.6主管会计胜任素质模型··························6211.7财务部经理胜任素质模型·························63第12章综合管理部胜任素质模型·························6312.1综合管理部人员胜任素质模型·······················6312.2综合管理部人员职业素养定义表······················6412.3行政司机胜任素质模型··························6512.4行政前台胜任素质模型··························6612.5人事专员胜任素质模型··························6712.6人事主管胜任素质模型··························6812.7行政主管胜任素质模型··························6912.8综合管理部经理胜任素质模型·······················701第1章胜任素质模型的建立1.1胜任素质模型的基本内容1.1.1胜任素质简述胜任素质（Competency）又称能力素质，在组织管理中是指驱动员工做出卓越绩效的一系列综合素质，是员工通过不同方式表现出来的知识、技能或能力、职业素养、自我认知、特质等素质的集合。哈佛大学教授麦克里兰是将胜任素质应用于实践的第一人。20世纪50年代初，麦克里兰应美国国务院邀请为之设计一种能够有效预测驻外服务信息官员能否做出优秀绩效的甄选方法。麦克里兰采用行为事件访谈法收集第一手材料，比较分析工作表现优秀和一般的驻外服务信息官员具体行为特征的各项差异，最终提炼出驻外服务信息官员胜任工作且能做出优秀绩效所应具备的能力素质。胜任素质模型自其诞生之日起就被应用到人力资源管理的各个方面，实践证明，运用胜任素质模型可以提高企业的人力资源质量，提升组织竞争力，从而推进企业发展战略目标的实现。1.1.2胜任素质识别能否显著区分员工的工作绩效差异是判断某项胜任素质的惟一标准，即实际工作业绩卓越和业绩一般的员工在该项胜任素质上的行为表现是有明显差别的。识别员工的能力素质或岗位胜任特征可从以下三个层面进行。1.知识知识层面既包括员工从事某一职业领域工作所必须具备的专业信息，例如财务管理、人力资源管理、市场营销等学科的专业知识，也包括员工在某一组织中工作所必须掌握的相关信息，例如公司知识、产品知识和客户信息等。2.技能/能力技能是指掌握和运用某项专业知识完成具体工作的技术或能力，例如计算机操作技能、财务分析能力等。能力是指员工天生具备或在外部环境影响下不易改变的特质，例如人际协调能力、问题2分析能力、市场拓展能力、判断推理能力等。3.职业素养职业素养是指员工从事具体工作所应具备的思想道德、意识及行为习惯，例如主动性、责任心、成就欲、忠诚度、诚信意识、团队意识等。1.1.3胜任素质优化员工所具备的素质不同，从事的工作不同，所处的组织环境不同，都会影响其工作绩效的发挥。如何优化企业员工的能力素质，使其表现出最佳工作绩效，可从以下三个方面或从素质集合中考虑。1.员工的胜任素质员工的胜任素质是指员工个体所具备的所有综合能力素质。员工所具备的能力素质有很多，其中总有某项或某些素质使其适合或善于从事某项工作。员工个体的胜任素质集合决定了其适合从事什么工作以及能够达到怎样的绩效标准。2.岗位的胜任特征企业中具体的岗位对其任职者有不同的胜任特征要求，不同的岗位需要具有不同能力素质的员工来担任。岗位的胜任特征集合决定了其适合什么样的员工来担任。3.组织的环境特征组织的企业文化及经营环境对其选择不同能力素质的员工有很大影响。组织的环境特征决定了其对具有不同素质倾向的员工做出取舍。员工的胜任素质、岗位的胜任特征、组织的环境特征三个集合的交集决定了员工的最佳工作绩效。人力资源管理者要尽可能提高三者的契合度，使三者