西门子Asset Manager_资产评估师

1. 人才盘点与评估 ·组织年度人才盘点，明确关键岗位与关键群体，设计并运用9宫格等工具完成盘点 ·输出人才地图与行动方案（培养/轮岗/补位/留任），跟踪闭环与效果评估 2. 关键岗位与梯队建设 ·识别关键岗位与核心人才群体，建立继任梯队与候选池，完善继任规划与风险预警机制 ·设计/运营关键梯队培养项目（HiPo计划、管理者发展、专业序列成长） ·新人培养体系的搭建和组织运营落地 3. 与业务共创培养路径 ·组织课程/训练营/实践任务设计与落地，建设内训师与课程包，运营LMS/学习平台并进行数据跟踪与优化 ·基于数据进行复盘与优化，输出阶段性分析报告，支撑管理决策 4. 协作与资源管理 ·与HRBP、招聘、绩效、薪酬等协同，使人才发展与招聘、晋升、绩效规则打通 ·参与外部评估/培训供应商筛选与管理，进行项目预算建议与交付质量把控 ·建立TD/LD指标体系：人才盘点覆盖率、继任覆盖率、关键岗位空缺率、学习完成率/满意度、行为转化等 ·维护人才数据安全与合规；沉淀SOP、模板、项目复盘文档，形成可复制的项目资产 1.Talent Review ·Organize annual talent reviews; identify key roles and critical talent groups; design and apply tools such as the 9-box grid to complete the review. ·Produce talent maps and action plans (development/rotation/backfill/retention), track closure and evaluate effectiveness. 2.Key Roles and Pipeline Building ·Identify key roles and core talent segments; establish succession pipelines and candidate pools; enhance succession planning and risk early-warning mechanisms. ·Design/operate key pipeline programs (HiPo programs, manager development, professional track growth). ·Build and operationalize the new-hire development system. 3.Co-create Development Pathways with Business ·Design and deliver courses/bootcamps/on-the-job assignments; build an internal trainer network and course library; operate the LMS/learning platform with data tracking and optimization. ·Conduct data-driven reviews and optimization; produce periodic analysis reports to support management decision-making. 4.Collaboration and Resource Management ·Collaborate with HRBP, Recruitment, Performance, and Compensation to integrate talent development with hiring, promotion, and performance processes. ·Participate in selection and management of external assessment/training vendors; provide budget recommendations and ensure delivery quality. ·Establish TD/LD metric frameworks: talent review coverage, succession coverage, critical role vacancy rate, learning completion/satisfaction, behavior change. ·Maintain talent data security and compliance; standardize SOPs, templates, and project retrospectives to build reusable assets.

1. 以骑手入职培训通过率、客户投诉率、客户满意度、骑手服务准时率为目标导向来设计与优化骑手培训体系。包含制定入职培训、常规培训及复训的整体规划与节奏；明确每个培训模块的目标、内容、形式及评估方式；结合外卖行业最佳实践，持续迭代培训大纲。 2. 定期开展骑手培训，宣导规则更新或者骑手日常行为准则，管理骑手装备等服务资产，确保日常运营，同时维护Keeta品牌形象 3. 组织实施培训落地计划，包含编制培训计划，包含培训课表、讲师安排、场地及线上工具；统筹线上线下培训班型、实操模拟等环节设计；确保培训内容丰富且可执行。 4. 培训内容开发与管理包含：应用操作（骑手APP功能演示、接单流程、异常反馈），合规要求：身份审核、车辆及安全证件、红线行为界定；服务体验：沟通话术、着装礼仪、礼貌用语、服务SOP、客户取餐准时率；安全与履约：交通安全、食品保护；奖惩机制：通过率与骑手考核挂钩、违规处罚流程、激励奖励方案。 5. 设计考核测试，包含闭卷/线上测验、模拟演练、实操观察；汇总培训反馈、课堂评分、运营数据，形成月度/季度分析报告，推动改进。 6. 跨部门协作与推进，与履约体验运营、3PL管理、客服等团队紧密协作，快速响应业务需求，推进各地培训落地；培养内部培训师团队（Rider Trainer/Patroller），提升培训覆盖能力。 1. Design and optimize the rider training system with key metrics-driven goals—new hire training pass rate, customer complaint rate, customer satisfaction, and rider on-time service rate. Develop overall plans and pacing for onboarding training, regular training, and refresher courses. Define objectives, content, delivery formats, and evaluation methods for each training module. 2. Regularly conduct rider training, promote rule updates or daily behavior guidelines for riders, manage rider equipment and other service assets, ensure daily operations, and maintain Keeta brand image 3. Organize and implement training roll-out plans. Prepare detailed training schedules, assign instructors, secure venues, and set up online tools. Coordinate design of online and offline class formats, hands-on simulations, and other learning activities. Training contents include Application operations, Compliance requirements, Service experience, Safety and fulfillment, and Reward and penalty mechanisms. 4. Design assessments and evaluations. Create closed-book and online quizzes, simulation drills, and practical observation checklists. Collect training feedback, class ratings, and operational performance data. Produce monthly and quarterly analysis reports to identify gaps and drive continuous improvement. 5. Drive cross-functional collaboration and training expansion. Partner closely with fulfillment-experience operations, 3PL management, and customer-service teams to respond rapidly to business needs. Manage regional roll-out of training programs. Cultivate and certify an internal trainer (Rider Trainers/Patrollers) to scale training coverage. 6. Cross-departmental collaboration and promotion, close cooperation with teams such as experience operation, 3PL management, customer service, etc., to quickly respond to business needs and promote the implementation of training in various regions; Develop an internal team of trainers (Rider Trainer/Patroller) to enhance training coverage.

品牌策略制定与品牌资产管理​ 1. 在全球品牌框架下，做好当地外卖品牌策略与资产管理，制定品牌心智策略 2. 基于品牌策略，制定外卖品牌合作资源玩法（含IP、赞助等） 传播策划与​媒介策略 1. 制定公司级全年品牌传播日历，提升品牌心智影响力。协同平台活动，基于热点/节点分级，做好年度/季度/月度的品- 牌传播事件策略规划与执行（包含线上/线下市场活动） 2. 为品牌传播制定触达策略（含线上线下媒介打法），制定品牌联合投放机制 3. 作为传播BP，整合各方传播需求，对利于品牌心智成长的产品/活动爆点进行内容生成与传播执行 效果评估与​费效管理 1. 做好传播效果监测，做好活动层面、品牌心智层面的效果评估并持续迭代打法。 2. 统筹品牌预算管理并且分配本部分内预算。 Brand Strategy Development & Brand Asset Management 1. Develop localized food delivery brand strategies and manage brand assets within the global brand framework; define and implement brand positioning strategies. 2. Based on brand strategy, design brand partnership models, including IP collaborations and sponsorships. Communication Planning & Media Strategy 1. Develop an annual brand communication calendar to enhance brand awareness and perception. Collaborate with platform campaigns to plan and execute brand communication initiatives (online/offline) on an annual, quarterly, and monthly basis, leveraging key moments and local trends. 2. Design reach and media strategies for brand communication, including both online and offline channels; establish co-branded media investment mechanisms. 3. Act as a communication business partner (BP), integrating cross-functional communication needs and leading content creation and campaign execution for product or event highlights that can enhance brand perception. Performance Evaluation & Cost Efficiency Management 1. Monitor communication performance, evaluate outcomes on both campaign-level and brand-mindshare level, and iterate strategies accordingly. 2. Oversee brand budget planning and allocation within this functional area to ensure efficiency and effectiveness.

美图职能团队涵盖PMO、采购、品牌、公关、政府关系、企业发展、投资者关系、财务、法务、人力资源及行政运营等多个专业领域。我们通过高效的体系协同与资源整合，构建温暖敏捷的组织氛围，为业务团队提供坚实支持，共同护航公司稳步前行。 Our Corporate Functions team spans PMO, Finance, Legal, HRand more. We foster an agile, supportive workplace througheffective collaboration and system optimization, providing solidbacking for business teams and steering the company forward. 岗位名称：资深行政专员（空间&资产管理） 地点：厦门 岗位职责： ●负责厦门地区办公空间管理，包括租赁管理、办公空间规划、工位管理、仓库管理、会议室管理等 ●参与制定和完善集团全球资产管理制度（空间和租赁量大板块），统筹资产生命周期各环节流程，包括申请、评估、调拨、维修、报废等 ●统筹集团全球租赁中台事务，从业务需求出发，分析并整合资源，完成租约评估、选址评估、租约谈判&amp物业评估、合同管理、费用审核、SOP制定与推广等工作 ●负责全球办公空间及仓储空间的规划、优化与调整，通过空间管理和改造，提升空间利用率 ●定期组织并执行集团资产盘点，编制盘点报告，确保账实一致，跟踪并处理差异项 ●搭建并维护行政部数据库，确保数据信息实时、准确、完整，推动数据化管理与决策支持 ●持续优化资产管理及相关流程，推动标准化、数字化与系统化能力提升 ●完成上级交办的其他相关工作