Construction of post qualification system

Standard flow of channel construction of post qualification management system

In recent years, more and more enterprises combine organizational pe

Construction of post qualification system

Standard flow of channel construction of post qualification management system

In recent years, more and more enterprises combine organizational performance with the improvement of employees' ability, the career development that employees care about with enterprise development, and the traditional talent management module with career development. This is not only a necessary measure for the talent management system to cope with the talent market environment, but also an important symbol from personnel management and human resource management to human capital management. There are several important and necessary things to do:

1. list of talent team capabilities: this is neglected in the traditional module, but it is the basis for building a scientific career development system. Through the scientific analysis of organizational structure nodes such as positions and team roles, we draw up the general situation of positions, and evaluate the competence of on-the-job employees accordingly, select the evaluation center technology with the best cost performance, and obtain the basic situation of the talent team. As the starting point of career development planning, it is also the basis of quantitative management of human capital in enterprises, which can make executives have a clearer and more thorough understanding of one of the biggest cost resources.

2. Design of career development system: According to the planning of job department and position series, the organization's career development management system is constructed with the main line of "improving employees' enterprise needs". Among them, the biggest change in the past five years is to break through the traditional intuitive dimensions such as qualifications/seniority/education, enrich the multi-dimensional and all-round ability evaluation standards such as behavior indicators/knowledge and skills/performance contribution, and realize the construction of enterprise development motivation and employee ability in the same direction.

3. Employee promotion management mechanism: According to the framework principles of enterprise labor cost accounting, staffing planning, post system structure and career development channel planning, the employee promotion mechanism is designed, including salary level promotion standard, post level promotion standard and organization level promotion standard. , and agreed on the evaluation method of the promotion node, the person responsible for implementation, promotion follow-up measures and other key elements to ensure the integrity and enforceability of the management mechanism.

4. Staff communication and information exchange platform: mainly refers to assisting enterprises to design career development information systems. On the one hand, enterprises take the lead in publicizing the principles, standards and promotion channels of career development; On the other hand, it serves as a platform for employees to compare their abilities with managers at all levels, make career development plans and interact with human resources departments.

To put it simply, Bert Consulting believes that the typical process links of post qualification management system channel construction include:

1. Sort out functions, build a post system, and clarify different development channels and their post distribution within the enterprise.

2. According to each post level of each channel in the post system, the idea of competency model is used to construct post qualification requirements.

3. Sort out the qualification assessment and application scenarios, form the qualification management process, and complete the supporting system documents.

Accounting titles are divided into several grades.

Accounting titles are divided into three grades: primary, intermediate and advanced;

1, junior: assistant accountant

2. Intermediate: accountant

3. Senior: deputy senior accountant

4. Senior: Senior accountant.

Only the holders of accounting qualification certificates are not junior professional titles, but are qualified to engage in accounting work. No junior title. The title of junior accountant (assistant accountant) needs to pass the two courses of "Basic Economic Law" and "Primary Accounting Practice" at the same time within one year before being awarded the certificate of junior professional and technical title.

(2) Extended reading of post qualification system construction: Those who have obtained the above-mentioned corresponding titles must take the corresponding national unified examination for accounting professional and technical qualifications, including:

1. Get the primary qualification. Units that meet the following conditions may appoint corresponding professional and technical positions in accordance with relevant regulations:

Assistant accountant: College students can take the exam after taking the exam.

2. Those who have obtained intermediate qualifications and meet the relevant provisions of the state can be employed as accountants.

3. Those who have obtained senior qualifications and meet the relevant provisions of the state may employ senior accountants.

For junior and intermediate qualifications, the state implements the examination awarding system, and for advanced qualifications, the state implements the awarding system combining evaluation with first.

After the implementation of the above-mentioned reward system, the professional titles will no longer be directly awarded by the state, but will be appointed by the employer according to the regulations, and the state will only be responsible for awarding the corresponding qualifications. At present, the evaluation method is generally adopted, and the specific measures are decided by the provinces themselves.

References:

Network-What's the difference between deputy general manager and chief accountant?

1. Differences in responsibilities:

Deputy general manager: assist the general manager in formulating the company's development strategic plan, business plan and business development plan; Assist the general manager to realize the institutionalization and standardization of the company's internal management; Assist the general manager to formulate the company's organizational structure and management system, related management, business norms and systems; Assist the general manager to organize and supervise the implementation of the company's plans and programs.

Director: Revise and implement the company's strategic planning, systems and business processes related to daily operations; Plan, promote, organize and coordinate the company's major business plans, track market development and adjust strategies; Establish a standardized and efficient operation management system and optimize it; Formulate the company's operating standards and supervise their implementation; Formulate the company's business indicators and annual development plan, and promote and ensure the smooth completion of business indicators.

2. Level difference:

At the level of enterprise management right, the post level of "director" is between general manager and department manager; On the level of enterprise ownership, "director" is a position authorized by the board of directors to carry out a comprehensive work of the company and is responsible to the board of directors.

(3) Extended reading of post qualification system construction: Deputy General Manager's qualification:

1. Education background: The standards are formulated by enterprises themselves, and usually require a master's degree or above in business management, business administration, administrative management and other related majors.

2. Training experience: Every enterprise has its own standards, and usually needs training in leadership development, strategic management, organizational change management, human resource management, economic law and financial management.

3. Experience: Standards are formulated by enterprises, which usually require more than 8 years of work experience and more than 5 years of overall management experience.

4. Skills and skills: Every enterprise has its own standards, which usually require familiarity with the business and processes of the enterprise, strong leadership and talent for team management; Familiar with the overall operation of the enterprise, with advanced management concepts and strong ability to formulate and implement strategies, with extensive customer resources and social resources; Good English and Chinese writing, speaking and reading skills; Skilled in using office software.

5. Attitude: The standards set by enterprises usually require keen market insight, excellent project organization ability and market development ability; Strict planning and organization skills, personnel management and communication skills, business negotiation skills; Good professionalism and professional ethics, strong appeal and cohesion, strong sense of responsibility and dedication.

From what aspects to construct the qualification system framework of enterprise employees?

The essence of enterprise management is to manage customers and employees. Only by managing your own employees can you manage your own customers, and customer management is ultimately achieved through employees. The purpose of post qualification system is to develop and manage the ability of employees. The following are yjbys's suggestions on the construction of employee qualification system. For more details, please pay attention to China Human Resources Network.

In today's economic globalization, the business of enterprises is growing rapidly, while the development of human resources of enterprises is relatively backward. The evaluation of talents' qualifications, the selection of talents' recruitment and the process of employees' promotion are all urgent problems to be solved by the human resources department. The establishment of post qualification system has become an indispensable part of enterprises. Under the post qualification system, what kind of employees an enterprise needs, what kind of ability an enterprise lacks and what kind of employees it needs to promote can all be solved.

Qualification refers to the sum of knowledge, experience, skills and qualities that a person who is engaged in a certain post or level must possess. The post qualification management system consists of three systems: post qualification standard system, post qualification evaluation system and application system. Among them, (1) post qualification standard system refers to the knowledge, experience, skills and quality standards that each post category should have on the basis of systematic classification and stratification of post nature and analysis of the company's future development strategy. (2) The post qualification evaluation system is to effectively evaluate the knowledge, experience, skills and quality corresponding to each person's post category and rank, the evaluation methods, evaluation points and corresponding systems. (3) Post qualification application system refers to the application of post qualification standards and evaluation results in recruitment, salary, training, post setting, performance management, selection and other fields. Its purpose is to guide the company to recruit suitable personnel, encourage and help on-the-job employees to improve their skills quickly, and reward and determine positions according to their skills.

The real purpose of post qualification management system is to systematically build and develop employees' ability, which is ultimately reflected in the company's core competitiveness. The essence of enterprise management is to manage customers and employees. Only by managing your own employees can you manage your own customers, and customer management is ultimately achieved through employees. The purpose of post qualification system is to develop and manage the ability of employees. How does the post qualification management system establish and develop employees' abilities? I suggest you pay attention to the following aspects in the process of establishing the qualification system.

First of all, we should pay attention to the relationship between competency model and post qualification management.

Many people think that the iceberg model is divided into two parts, the part above the water surface is called qualification management, and the part below the water surface is called competence. In fact, this view is wrong. The domestic research on post qualification management is still in its infancy, and there are few reference books in this field, so it is difficult to form a unified model. Based on profound theoretical research and practical experience, Huaheng Zhixin analysts believe that post qualification management and competency model are the relationship between inclusion and inclusion. That is, qualification standards include knowledge and skills, quality, behavior, contribution, etc., and quality model is a very important part of it.

Secondly, pay attention to the unified coordination of various departments in the process of formulating qualification standards.

In the process of establishing post qualification management, all departments need to cooperate with the human resources department to establish qualification standards, so that the standards are consistent and the measurement standards are consistent. In some companies, there are great qualitative differences in job qualification standards and codes of conduct between different departments, and there are also problems that different standards are easy to appear between branches. For the same post, this branch company "sets" the qualification standards like this, and that branch company "sets" the qualification standards like that, which leads to confusion in the qualification standards.

Finally, confirm the implementation of qualification standards.

A set of qualification management system that most companies have made great efforts to establish is only used as a basis for recruiting employees. In this way, the role of qualification management is greatly reduced. Qualification management can be used not only in recruitment, but also in training, assessment, salary and career planning. Qualification management can make the management of the whole enterprise glow with new vitality, which is regarded as one of the three successful changes of Huawei in the past ten years. This shows its great significance.

So how should we really and effectively implement the post qualification system? Based on many years of experience in human resources consulting services, it is recommended that you focus on monitoring the following key points:

The first is the qualified standard of design process control.

In the project design stage, the design of qualification standards must fit the actual situation of customers, and the description of standards is not easy to be too general, so how to ensure the operability of qualification standards? First of all, in this process, we will work with customers to design qualification standards. Then, when formulating the first draft of qualification standards, we must organize all business backbones to read and understand it carefully, and further refine the first draft of qualification standards to ensure that customers have an impartial understanding of qualification standards and can also evaluate qualification standards.

Second, the implementation of preliminary work control.

After the qualification standards are determined, we must be prepared for implementation. At this time, it is necessary to make a detailed implementation plan, including the implementation plan (including the training and learning of qualification standards, etc.). ), grading organization and responsibilities, grading standards, grading methods, dispute handling, certification question bank and some related grading templates. The template should be operable. Make these preparations in advance to facilitate the later work.

Third, control qualifications for the first time.

The first customer qualification certification is in place, often crossing the river by feeling the stones, and it is inevitable that there will be places that are not in place. Generally, we suggest doing it once every six months.

Review and re-examine the first time in place and make necessary adjustments. The principle of being in place for the first time is that low is not high, that is to say, if an employee's supervisor thinks that his ability has reached the post qualification standard 3.

Level, then first of all, depends on whether he has the qualification standard requirements of the next level, so the first time he is in place, he will be classified as level 2, which not only reserves a long channel for the future development of employees, but also avoids the excessive expectations of employees and brings some negative effects. For the first time, the supervisor mainly provides suggestions on resettlement, and the accreditation team of relevant disciplines determines the final resettlement classification through discussion, and then the supervisor communicates with the employees alone, and the employees prepare corresponding defense materials according to the resettlement classification.

Four, qualification certification process control.

Before certification, the judges need to conduct centralized training. The training content mainly includes the principles of certification and evaluation, the process and responsibilities of certification and evaluation, time allocation, and instructions on the use of evaluation templates. Generally speaking, each person's certification time is 1.5 hours, the respondent makes a self-statement half an hour ago, and then the judges of the certification group spend about 1 hour asking questions and grading. In addition, the judges of the certification team need to know the qualification standards thoroughly before certification, prepare some related questions, or refer to the evaluation question bank provided by us. In the process of certification and evaluation, the judges can dig deep according to the respondents' answers in order to find a deeper situation.

What kind of enterprises need to establish a post qualification system?

If a general enterprise wants to have a complete and efficient industrial management, it must have a systematic and perfect recruitment, training, performance appraisal, salary, personnel and other departments, in which recruitment and performance appraisal must have a qualification system, especially when writing employee job descriptions.

This company wants to improve the qualification system. Do you have any suggestions for this job?

Each company's job description is different, and the one that suits you is OK. Generally speaking, foreign-funded enterprises have high qualifications. For example, our company requires fluent spoken English at the engineer level, but generally CET-4 is not enough. But engineers in other companies may not need English.

Suggestion: 1. Sort out how many positions there are in your company at present (pay attention to the positions, such as CQE\SQE\QA manager ...)

2. Send the job description format of your company to all department managers, and let them draw up job requirements according to the format requirements.

3. Collect and summarize, and review the heads of relevant departments of individual organizations with questions.

4. Controlled final version

5. Follow up according to this requirement.

Reflections on the construction of the qualification management system for senior executives in China's banking industry

First, build a comprehensive evaluation system of banking qualifications. In this regard, the current "Measures for the Administration of the Qualifications of Senior Managers in the Financial Industry" mainly uses academic qualifications and work experience to measure. The standard qualification clause is: "what kind of position, what kind of education, more than a few years of financial experience, or more than a few years of economic work." The author believes that education, major and work experience can not fully represent the level of professional knowledge, especially in today's rapid development of the financial industry, the professional knowledge that executives need is constantly updated. The author suggests that the professional knowledge examination should be adopted for measurement. In the specific operation, for different types of senior executives in different banking institutions, "1+X" examination subjects can be set: "1" is the basic knowledge of the industry, including basic knowledge of economy and finance, basic knowledge of the industry, relevant laws and regulations of the industry, etc. "X" refers to the professional knowledge required by different types of executives in this industry. For example, executives in charge of credit business, intermediary business and information technology in commercial banks have to take different professional knowledge tests. In addition, we can learn from the practice of CPA examination. For senior executives who meet certain conditions, some subjects can be exempted, such as those who have professional study experience in some aspects or have professional work experience for a certain period of time. (2) Evaluation of business management ability. As the name implies, executives are mainly engaged in enterprise management. Therefore, the evaluation of them should not stop at professional knowledge and operational skills, but also be based on the evaluation of corresponding business management capabilities. Some people say that ability is a potential thing and difficult to measure, but this is actually a completely wrong view. At present, there are many very mature competency assessment models and means at home and abroad. For example, as early as 2003, the Vocational Skills Appraisal Institute of the Ministry of Labor and Social Security launched the "General Management Ability Certification System", which is the first national certification system for management ability level in China. It is divided into basic and comprehensive levels, covering four main functional modules: self-development management, team building management, resource use management and operational performance management. It can be seen that the evaluation of ability has sufficient scientific basis and can be carried out in different projects and levels. Of course, in addition to some general management abilities, bank executives should also have some special abilities, such as policy understanding ability, risk control ability and sustainable management ability. Therefore, the evaluation of bank executives' management ability can be carried out in a "general+special" way, that is, a special management ability evaluation module library is established, and corresponding evaluation modules are selected from the general and special evaluation libraries for different executives. (3) Psychological quality assessment. At present, many domestic enterprises and institutions have introduced the practice of psychological quality evaluation when selecting and employing people, but this method is rarely used in the financial industry. It is very necessary to evaluate the psychological quality of bank executives. The psychological quality evaluation of senior executives mainly includes personality, career preference, emotional quotient (EQ) and so on. These non-intellectual factors are very important for senior managers to be competent in a certain field. For example, executives in charge of credit business and information technology in commercial banks may have very different personality requirements, or even completely opposite in some aspects. It is conceivable that if the personality of the executives does not match the business in charge, the consequences will be very serious. Similarly, the career preference and emotional intelligence of executives will also have a great impact on their employment. At present, China has introduced or compiled many scales suitable for China's national conditions in terms of personality test and career preference test. The concept of "emotional intelligence" was put forward by Dr. Daniel Gorman of Harvard University. At present, there is still some controversy in the theoretical circle, and there are not many operational scales. However, when Changsha Commercial Bank publicly selected the vice president last year, it did an EQ test and received good results. Generally speaking, psychological quality is an index of adaptability and reference. It can be used as an important reference for selecting senior managers to measure what kind of people they belong to and what kind of senior management work they are suitable for. Overall, the comprehensive evaluation of the qualifications of banking executives will be a huge system. For effective organization and management, we can learn from the practices of CSRC and CIRC, give full play to the functions of banking associations, adopt the management mode of 1 1 CBRC, authorize banking associations to formulate standards, teaching materials and question banks, carry out socialized training and examinations, and introduce electronic management appropriately.

Why should we establish a post qualification system?

In a large number of management and consulting practices, we found that enterprises are often confused by the following management aspects:

The company has a clear mission, vision and values, but it just hangs on the Internet for others to see. What the company says and what the employees do are basically two different things. The expectation of the company's top management for the professional quality of employees is just wishful thinking.

After repeated research, investigation and demonstration, the company decided to expand new projects, only to find that everything was ready but no one was available and had to give up; There is no systematic planning for leadership development, and insufficient talent preparation has become the bottleneck of many high-speed growth companies;

Because of the lack of effective standards and methods, there is even a phenomenon of "trying people". The data shows that the success rate of domestic managers' recruitment is less than 50%.

The company has established competency model (also known as quality model and ability model), which can be used for recruitment and selection, but it is helpless and unfounded when faced with substantive issues such as job promotion and salary promotion. Therefore, the company should pay more attention to personnel training and brain drain, mobilize the enthusiasm of employees from all aspects, provide a platform for employees to be promoted, give employees great temptation and charm in salary and reward, and reduce the brain drain rate.