[全国]先正达2013招聘

Syngenta Role Profile

Role title

SCI application supervisor

Department/Function

SCI

Reports to role

SCI manager

Location

Beijing

Scope

 FORMTEXT      

Current job holder

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Global Reporting level (CEO=1)

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Work level

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Role purpose

This section describes the overall purpose of the role, why it exists and how it adds value to the business. It is a summary list of up to six statements for key result areas where the role holder will have decision making responsibility.

·         Provide strong support to Seed Care business on Seed Care KA application

Dimensions

Complete all the sections which are applicable for the role and leave the others blank.

·         Financial: Revenue  FORMTEXT      $, Budget  FORMTEXT      $

·         People: No of direct reports  FORMTEXT      , No of indirect reports  FORMTEXT      

·         Geographic Scope: No of countries  FORMTEXT      

Accountabilities

This is a summary list of 6-8 statements for key result areas. These accountabilities should normally be ongoing, and unlikely to change significantly from year to year. The focus should be on results rather than activities. When completing the role accountabilities you should: Use action verbs (e.g. ensure, provide, execute, manage, design, translate); Provide a broad indication of the performance levels required (e.g. effectively, accurately, in line with defined standards); Ensure the accountabilities relate clearly to this role; Give an indication on freedom to act (e.g. independently, under supervision) and interdependencies with other roles.

·         Seed care product recipe optimize

·         Seed care product application quality test

·         KA on-site application trial

·         Customer service on seed coating treater

·         On-site stewardship advise

·         On-site operator training

Transition accountabilities

List all accountabilities which are relevant during the first 6 -18 months in connection with the transition.

·          FORMTEXT      

·          FORMTEXT      

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Knowledge, experience & capabilities

This section is intended to capture the critical capabilities which the role-holder needs to perform the role effectively from the outset. These are both technical and non-technical in nature. You should focus on the role needs rather than capabilities of the present role incumbent.

Critical knowledge

This concerns the 'know-how' to perform the role, which may have been gained through academic study (degree, education, and certificates), business qualifications, or on-the-job experience. Specify the type of knowledge required (e.g. of specific functional knowledge, particular systems or processes and to what level), not the know-how of the incumbent.

·         Bachelor or above degree in agriculture or machinery

·         Good spoken and written in English

Critical experience

This concerns the type and minimum length of relevant experience required to effectively perform the role. This includes experience/familiarity with particular processes or systems, dealing with certain products or services, and/or the experience of dealing with others - both internally and externally.

·         At least 2 years working experience relate to seed processing

Critical technical, professional and personal capabilities

This concerns the technical, professional or personal capabilities that are required to perform the role effectively. These may be very specific technical skills relating to the nature of the work (e.g. project planning), language skills and personal skills specific for the role (e.g. the ability to assess and resolve problems and conflicts, the ability to influence and gain support, the ability to quickly learn and apply new skills, the ability to handle pressure, etc.

·         Understand seed processing and seed quality

·         Understand seed coating technology

·         Familiar with seed processing line in seed company

·         Lab operate capability

Critical leadership capabilities

This section captures the leadership capabilities you would expect to be displayed by the role holder in approaching the demands of the role. Please consult the Leadership Model at the end of this document and specify the 3 - 5 most important capabilities for the role.

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Critical success factors & key challenges

Please identify up to three critical success factors for the role. These will form the basis on which success in the role will be measured. These factors may be quantitative and qualitative in nature, but they should be 'hard' in terms of being able to provide robust measures for role performance. Additionally list up to three key challenges that the job holder will face in the first 12 months.

·         Computer skill

·         Customer service and communication skill

·         Need travel 

Additional information

List any additional information, i.e. travel requirements, mobility, open office environment, team culture, etc.

·          FORMTEXT      

Innovations

Standard text, please don’t change.

Employee may, as part of his/her role and maybe through multifunctional teams, participate in the creation and design of innovative solutions. In this context, Employee may contribute to inventions, designs, other work product, including know-how, copyrights, software, innovations, solutions, and other intellectual assets.

Date:  FORMTEXT      

Signature Line Manager:       FORMTEXT      

Date:  FORMTEXT      

Signature Employee:            FORMTEXT      

The Syngenta Leadership Model

Set direction

Sets ambitious strategic goals

Uses foresight to develop ambitious strategies, and aligns individual and team objectives with the bigger picture

Communicates with impact

Gains commitment of individuals and stakeholders in a compelling way

Create edge

Leads change and holds ambiguity

Uses effective strategies to facilitate organizational change initiatives and overcomes resistance to change

Builds a culture of innovation

Creates an environment that supports creativity, and coaches people to spark innovation

Drive results

Focuses on customers

Is dedicated to meeting the expectations and requirements of internal and external customers

Manages for performance

Skillfully plans, organizes and monitors performance to create value and achieve excellence in delivery

Liberate potential

Develops people, organization, and self

Coaches people to excel, provides opportunities for learning, and creates a climate for development and growth

Collaborates across boundaries

Collaborates effectively across organizational and functional boundaries, and leverages diversity