北京招聘

Grade Level Summary:

Theater based experienced professional using best practices, specialized real estate industry expertise and knowledge of internal or external business issues to improve employee products or services.
Works independently, but receives some guidance and direction from manager then determines best approach to accomplish work
Acts as a resource for colleagues with less experience
Solves complex problems and takes a broad perspective to identify innovative solutions
Complexity of Job:

Helps drive process and manage program in theater
Solves complex problems and is able to identify viable and often innovative options, and uses analytical skills and judgment to recommend an appropriate solution
Translates strategy into clear operating plans that promote operational excellence in service delivery with measurable results benchmarked against the industry
Sets goals and initiatives for employee services program delivery, and develops metrics for tracking performance, and the meeting of milestones
Leverages expertise in employee services management to identify areas of risk or concern
Collaborates daily with theater-based peers and service provider teams within services owned
Typically interacts with high-level Individual Contributors, Managers, and interfaces with internal leadership more regularly
Serves as a key program member and may lead some projects requiring cross-team collaboration and engagement with service providers


Level and Nature of Interactions:

Collaborates daily with theater-based peers, leadership and service provider leadership team within services owned
Typically interacts with high-level Individual Contributors, Managers, and interfaces with internal leadership more regularly
Serves as a key program member and may lead some projects requiring cross-team collaboration and engagement with service providers


Scope Business Impact:

· Decisions impact the quality, efficiency and effectiveness of the services and related offerings; contributions may result in business or process improvements



Representative Responsibilities:

Establishes business relationships to better align employee service and services opportunities
Responsible for service delivery management in theater and provides escalation leadership through the establishment of governance structures
Interacts extensively with the Workplace Resources theater leadership and service providers, to obtain comprehensive view of the services they own.
Effectively allocates and supports resources to achieve organizational goals, in the case of non-managed service delivery
Participates in and may begin to lead projects related to the service(s) they own identifying process improvements
Has strong command of employee service management concepts with the ability to explain these concepts effectively to management or cross-functional teams
Acts as a resource in employee service management for less-experienced team members and internal colleagues






Knowledge:

Requires deep understanding of the processes, procedures and systems used to accomplish employee service management and recognition of downstream impact on other disciplines
Proficient with technology, tools and processes that support service delivery; begins to play a part in promoting/developing improvements to functional tools and processes
Deep knowledge of project/program management methodologies
Deep understanding of real estate industry practices, evolution and application to service delivery processes


Skills:

Analytical: Analyzes multiple sources of complex information and evaluates several alternative solutions to before confirming path forward; service and support/solution skills
Soft: Explains complicated information and effectively lays out pros and cons of alternatives to consider; strongly-developed ability to communicate and drive improvement across cross-functional teams to improve operations metrics and customer satisfaction; strong service level management and operations management skills


Business Acumen:

Deep understanding of key employee service delivery concepts with the ability to explain this effectively to management or cross functional teams and provide training
Strong understanding of Cisco’s business objectives and the respective impact on internal processes and deliverables


Education, Experience & Certifications

· Bachelors, plus 10 years of employee services program management and related industry experience

思科公司是美国最成功的公司之一。1984年由斯坦福大学的一对教授夫妇创办，1986年生产***台路由器，让不同类型的网络可以可靠地互相联接，掀起了一场通信革命。思科公司每年投入40多亿美元进行技术研发。过去20多年，思科几乎成为了“互联网、网络应用、生产力”的同义词，思科公司在其进入的每一个领域都成为市场的领导者。
1990年上市以来，思科公司的年收入已从6900万美元上升到2008财年的395亿美元。目前，思科公司在全球范围内的员工超过了65,000名。在2009年《财富》美国500强中排名第57位，并第8次当选《财富》全球最受尊敬的企业。思科公司还获得了“2008年全球品牌百强”第17名的殊荣。
思科公司目前拥有全球***的互联网商务站点，公司全球业务90％以上的交易是在网上完成的。思科坚信：互联网将改变人们的工作、生活、学习以及娱乐的方式，并且让诸多领先企业与合作伙伴成为“全球网络经济”模式的受益者。在《财富》全球500强企业中，已有包括沃尔玛（wal-mart）、埃森克美孚（exxon mobil）等300多家企业成为思科的成功客户，分享了思科的***实践经验。

思科在中国 (cisco china)
思科于1994年进入中国市场，目前在中国拥有员工超过3000人，分别从事销售、客户支持和服务、研发、业务流程运营和it服务外包、思科融资及制造等工作领域。思科在中国设立了18个业务分支机构，并在上海建立了一个大型研发中心。
2007年11月1日，思科公司董事会主席兼首席执行官约翰·钱伯斯（john chambers）访华时宣布，计划未来三至五年内在中国承诺投入160亿美元，其中包括本地采购方面的显著提升，并增加在教育、思科融资租赁、研发、直接和间接投资以及销售和服务运营等方面的投入。
2008年4月16日，思科董事会主席兼首席执行官约翰·钱伯斯再次访华，在北京宣布了思科在中国的下一阶段公司发展战略和蓝图。作为“创新及可持续发展”战略的重要一步，思科将继续加强与中国产业的合作，并与中国在经济、社会及环境等各个层面的发展目标相契合。在钱伯斯访华期间，思科与国家发展和改革委员会及商务部分别签署合作备忘录，包括加大在研发、教育、采购、投资和培训等方面的投入。
除了技术研发和业务推进，思科还致力于激发中国本土的创新文化，思科已经针对中国本土的50多家企业投入了7亿美元，并将在未来五年增加3.5亿美元相应投入。同时，思科公司也十分重视帮助中国教育和培养网络人才。到目前为止，思科已在中国各地的70个城市拥有200多所网络技术学院，总共有10万多名学生得到了培训。
2010年1月, 思科宣布将把亚太区及日本区重新划分为三个大区，以更好地促进该地区各市场的战略制定和资源投入。作为原亚太区组成部分的中国内地、中国香港和中国台湾，将组成独立的思科大中华区。鉴于中国经济发展的规模和增长速度，以及思科对中国业务的重视程度，单独设立大中华区是思科中国战略的又一重大举措。
思科的文化
质量*** 顾客至上
超越目标 无技术崇拜
节约 回馈 / 信任 / 公平 / 合作
团队精神 时常变革
乐在其中 驱动革命
充分授权 公开交流
思科的愿景
多年来， 思科的愿景就是改变世界工作、生活、娱乐和学习的方式。 我们的愿景现在更有意义。 互联网发展至今，思科功不可没。 首先， 我们注重连接性。 现在， 我们正向万联网过渡—一个我们可以通过连所未连创造前所未有价值的时代。
万联网是全球现象，正在推动着思科和我们客户的***市场转型。 这包括智能地连接人员、流程、数据和物品。 这是互联网上万物聚合之处，将使网络连接具有前所未有的关联和价值。
要帮助我们实现这个愿景， 请与我们同行。

思科大中华区人才招聘网站：********************/web/cn/professional/index.html