2022年中国网通集团职位体系管理制度 .pdf

中国网通集团职位体系管理制度（试行）第一章总则第一条职位体系统一是集团各项人力资源管理工作的基础，是实现集团人力资源管理创新的关键环节，是提高人力资源管理水平的重要举措。为了在全集团范围内构建统一的职位体系，逐步建立与集团创新发展战略相适应的职位管理新机制，制定本管理制度。第二条集团职位管理以岗位价值为核心，充分体现不同岗位职责的价值贡献度；以业绩、能力提升为导向，根据岗位价值、工作业绩和能力素质定等级；为员工开辟多轨制发展通道，畅通专业序列发展空间；完善人岗匹配、能上能下动态管理机制，促进人力资源优化配置；坚持以客户为中心，充分向一线倾斜。第三条通过构建统一的职位体系，统一全集团岗位序列、岗位等级和职衔称谓，规范岗位设置；统一全集团岗位管理、职级管理、员工发展管理等的方法和流程；构建统一的能力素质模型，引入员工能力素质评估工具；为薪酬管理、绩效考核、任用选拔、培训发展、人力资源信息化等人力资源管理工作奠定基础。第四条 集团统一的职位体系管理制度包括统一职位体系方案、能力素质模型、员工发展管理和职位体系管理等主要内容。第五条 本管理制度的适用范围为：中国网通（集团）有限公司各省（区、市）分公司、中国网络通信集团公司各省（区、市）分公司、集团公司和（集团）有限公司各部门、各单位中已经完成体系套入实施工作的公司与单位。第六条本管理制度采取试行方式在全集团范围内逐步推广实施，并在实践中逐步完善。第二章职位体系第七条 集团统一的职位体系主要由基准岗位、岗位序列、岗位等级、职衔称谓等核心内容构成，是将全部岗位根据工作内容相似性横向划分为若干岗位序列，根据岗位价值贡献纵向划分为若干岗位等级，涵盖岗位序列、基准岗位、实际岗位、序列层级、岗位等级、员工职级、职衔称谓等要素的职位管理体系。第八条基准岗位（一）基准岗位是体现典型工作内容、具有代表性、职责明确、工作量饱满、风险可控、集团统一的岗位设置依据。（二）基准岗位明确定义了岗位名称、岗位等级、岗位序列归属及岗位主要职责。基准岗位设置见基准岗位列表（试行）（附表 1.1）。（三）基准岗位是实际岗位设置和管理的重要依据。各文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 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岗位序列（一）岗位序列是依据岗位职责相近程度、知识能力要求类似程度对全部岗位进行的归类。（二）集团全部岗位划分为销售、市场、研发、技术、支撑和管理六大岗位序列，进而又划分为客户经理、客户服务、营销策划、业务管理、功能产品、应用产品、工程建设、技术管理、运行维护、信息技术、区域维护、财务审计、人力资源、法律合规、采购物流、综合行政、党群政工、行政经理和非领导职务共十九个子序列。其中，销售、市场、研发、技术、支撑序列统称为专业序列。岗位序列的具体划分见岗位序列设置及划分（附表 1.2）。（三）每个基准岗位和实际岗位均归属到相应岗位序列中，并保持相对稳定。（四）岗位子序列纵向划分为若干序列层级。专业序列由低至高共划分为七个层级，分别为 W1 至 W3 和 T1 至 T5，W3 与 T1 层级重合。其中，W1 至 W3 为基础专业层级，T1至 T5 为专业层级。管理序列由低至高划分为六个层级，分文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 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ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5别为M1 至 M6。序列层级的具体划分见序列层级划分（附表 1.3）。第十条 岗位等级（一）岗位等级是岗位之间相对价值的体现。岗位等级的高低主要取决于岗位所承担的职责大小、解决问题的复杂难易程度、岗位对组织的贡献大小以及对任职员工知识技能要求高低等因素。（二）岗位等级由低至高分为1 级至 22 级。集团全部基准岗位和实际岗位均被赋予相应岗位等级。（三）行政经理岗位等级由集团统一确定，应用至各级公司及各级公司本部部门、中心的行政经理岗位。行政经理岗位等级规定见各级行政经理（负责人）岗位等级规定（附表 1.4）。各省级公司如确有管理需要，可将个别行政经理岗位等级在集团规定等级的向上一级、向下一级范围内确定。（四）基准岗位的岗位等级通过国际通行评估工具科学评估确定。具体规定见 基准岗位列表（试行）（附表 1.1）。（五）实际岗位等级依据基准岗位等级确定。不能与基准岗位相对应的实际岗位，其等级通过岗位评估或对照插入确定。（六）为适当体现各省级公司的直接价值贡献程度，职位体系根据业务收入、人员规模、EBITDA和人均业务收入文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 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企业创新发展战略对员工应具备的能力素质提出了相应要求。集团统一的能力素质模型明确规定了各岗位序列、各序列层级不同的能力素质标准，是对员工能力素质水平进行评价的依据。第十三条 集团统一的能力素质模型主要内容包括：核心行为能力、领导力和专业能力模型。第十四条核心行为能力是对员工应具备的能力素质和行为特征提出的要求，反映员工的价值观和态度，包括责任心、团队协作、创新精神、效率为先、持续学习、执行力、客户导向、诚信正直、保持激情六项。具体定义及解释见 核心行为能力词典（附表 1.7）。第十五条领导力是各级行政经理完成团队领导和管理职责所需具备的能力素质和行为特征，包括自我完善、人文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 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ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5员发展和业务管理三个维度、十二项能力素质。其中，自我完善维度包括：坚持原则、影响他人、承受压力；人员发展维度包括：关注员工、发展下属、关系构建、团队建设；业务管理维度包括：前瞻性、成就导向、有效决策、推进变革、大局观。具体定义及解释见领导力词典（附表 1.8）。第十六条 专业能力是专业岗位员工完成本岗位工作所需具备的能力素质和行为特征。专业能力模型规定了各专业子序列的能力项目和各序列层级的能力标准、任职资格。具体定义、解释及标准见专业能力词典（附表 1.9）、专业能力标准建议（附表1.10）、专业序列层级任职资格建议及序列层级定义（附表 1.11）。第十七条 核心行为能力可作为员工招聘、绩效考核等工作的依据之一；领导力经过进一步的分级描述，可在行政经理的选拔和任用中配合使用；专业能力模型在员工发展、培训等工作中作为能力评估工具或培训内容使用。第十八条 在集团任职资格规定的基础上，各省级公司可结合员工知识经验结构、当地劳动力供求情况制定T3 及以下序列层级任职资格和实际岗位任职资格，任职资格项目应不少于集团任职资格建议规定的项目。T4、T5 层级任职资格应按照集团统一规定执行。第四章员工发展文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5第十九条 员工发展是指员工在职位体系内进行职位等级变动和岗位横向交流。员工在各个专业子序列内的发展空间见各专业序列发展空间（附表 1.12）。第二十条 员工发展充分体现集团创新发展战略的要求，坚持从企业和员工的实际需要出发，打通专业发展通道，注重岗位职责价值贡献度、员工工作业绩水平和专业能力提升，而非员工资历，真正建立人岗匹配、岗变级变、能上能下的动态管理机制。第二十一条员工职位等级是指员工个人基于所任职的岗位而被赋予的职位级别。集团各级行政经理的职位等级与其所任职的行政经理岗位等级严格对应。专业序列员工的职位等级与其任职岗位的岗位等级通常应保持一致。根据绩效水平、专业能力、任职资格等的评估结果，员工职位等级可高于任职岗位等级两级确定，即实现员工在本岗位上的晋级，也可在低于任职岗位的岗位等级两级的范围内确定，即员工欠资格上岗。第二十二条专业序列员工的最高职位等级以所在公司正职行政经理下一级为上限。第二十三条 员工实现职业发展的主要途径是：第一，任职岗位不变，以所在岗位等级向上两级为上限逐级晋升职位等级；第二，通过更换任职岗位晋升职位等级或进行序列内、序列间的横向交流。文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 ZQ6T1C5X3N5文档编码:CR2E8G5N6F5 HT7P5J5J2W10 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