人力资源知识_hr的角色在管理变化-英文版

HR的角色在管理变化 小型化 UlrikeKaepplerHRDirector SCJohnsonGreaterChina TheRealitiesofChange TypicalcycleofchangeinanyorganizationUnderstandthespecificchallengesandopportunitiesthattheorganizationandtheiremployeesfaceHoworganizationsbegintoaddressthehighsandlowsofthechangecycleHaveaplantoexploittheenablersandeliminatethebarrierstochange CHANGE ChangeGeneratesFormidableChallenges HowtoGetDesiredResults HowtoMaintainandIncreaseEmployeeCommitment HowtoMaintainBusinessContinuityDuringtheProcess HowtoKeepCustomers MultipleConstituenciesSatisfiedDuringtheProcess ManyRestructuringEventsDon tResultInSubstantialGainsfortheOrganization Createdsubstantialreturns Createdsomereturns Erodedsubstantialreturns Erodedreturnsmarginally ChangeTheory Changetheoryhastaughtus SignificantchangeisalwaysdrivenbyexternalforcesAllchangeinvolvesalossTheprocessofchangefollowsasequenceattheorganizationandpersonallevelResistanceandconflictarenaturalcompanionsofchangeEverymemberoftheorganizationisaffectedbychange buttheeffectisnotequaloratthesametimeforallmembers ChangeTheory Changetheoryhastaughtus Real sustainablechangewillnottakeplaceunlessthereis dissatisfactionwiththestatusquoavisionofthefutureaplanforatleastthefirststepinmovingtowardsthefutureagroupofsponsorsofthechangeeffortcriticalmassofsupportforthechange PeopleRequireTimeAndSensitivityToAcceptChange Time OrganizationRespondFollowingAnEffectiveChangeSequence LeadingChange UnderstandthephasesofacceptancethatretainedemployeeswillgothroughBeawareoftheirroleswhenleadingthechangeprocessBefamiliarwiththecompetenciesneededasaleader SurvivorsSyndrome CurrentState FutureState EmotionEnthusiasmTrustAcceptanceBusinessImpactCommittedemployeesHappycustomersThrilledstockholders EmotionFearAnxietyConfusionBusinessImpactSub optimalperformanceLackofcommitmentLackofcustomer marketfocus ValleyofDespair EmotionAngerFrustrationCreativityBusinessImpactReducedproductivityLackoftrustinmanagementOrganizationalconflict LeadingChange EnablingStaff Focusingtheeffort Individualeffort OrganizationalCompetencies DriveforResults Displayspassion energy andenthusiasmforaccomplishinggoalsandobjectivesMeasuresandtrackskeybusinessresultsandprogressagainstestablishedbenchmarksPushesboundariesandlooksforwaystoaccomplishbetterresults VisionCommunication CommunicatesthechangesrequiredoftheorganizationinconcretetangibletermsBuildsenthusiasmandsupportbyconsistentlycommunicatingthroughavarietyofmediumsArrangesforinteractiveexchangestoensurethatothersunderstandwheretheorganizationisheadedandwhatthechangedorganizationwilllooklike StaffCompetencies TeamCommitment Readilyplacestheneedsandgoalsoftheorganizationaboveone sownpersonalneedsandagendaActivelyandpubliclysupportsteam organizationdecisionseveniftheyareunpopularTakespersonalactionstobreakdownorganizationalbarriers Influence Persuasion Takethetimetoensureothersunderstandone sgoals objectives andvisionSellsownideasbyrelatingthemtothevaluesandgoalsofothersAnticipatespotentialobjectionsandobstaclesandpreparesalternativeargumentsandcoursesofaction StaffCompetencies Developing Empowering Personallyworkstodevelopthecompetenceandself confidenceofdirectreportsthroughregularfeedback reinforcement andpersonalsupportWithdrawsfromdecision makingandimplementationassoonasfeasibleinordertoletotherstakechargeandassumeresponsibilityDemonstratesgenuinerespectforandtrustintheabilitiesofothers IndividualCompetencies RoleModel ModelswordsandbehaviorswhichsupporttheethicsandvisionoftheorganizationOpenlysupportstheorganizationanditsemployeesEmbracesthechangeprocessandtakesactiontomovetowardfutureinitiatives RiskTakingSelf Confidence WillingtotakeactionwhichissoundbutmaynotalwaysbesafeChallengesboththesystemandothersevenwhenconflictislikelyDemonstratesarealisticandbalancedsenseofconvictionregardingone sskillsandabilities IndividualCompetencies PersonalIntegrity Behavesinamannerthatisconsistentwiththelaw ethics andcultureoftheorganizationReadilyassumespersonalresponsibilityforone swonbehaviorandtheoverallbehaviorofhis herorganizationPersonallyfollowsthroughtoensurecommitmentsarekeptandpromisesfulfilled IntroductiontoJohnsonPyramidAwarenessUnderstandingBeliefCommitment EffectiveCommunicationDuringProcessChange AWARENESS UNDERSTANDING BELIEF OPTIMALPERFORMANCE COMMITMENT Trust Involvement Consistency Evidence Clarity Dialogue Simplicity Relevance TheJohnsonPyramid Iheardit ThePyramid AWARENESS Simplicity Relevance ToAchieveRelevance KnowYourEmployee Howmuchdotheyknowaboutthetopic Whyshouldtheycareaboutit What stheirprimaryareaofinterestorconcernaboutit Dotheyhaveanypreconceivednotionsaboutit Anypastexperienceswithit What3questionsaretheymostlikelytohave Arethereotherburningissuesthatneedtobeaddressedbeforetheycanopentheirmindstothemessage Considertheirreactiontosimilarcommunicationsinthepast KeepItSimple Startwiththemainpoint thatwayiftheydon tpassthefirstsentencethey llstillgetthemessageEmphasize howdoesthisaffecthimorher Whatmusttheydoinresponse Usesimple everydaylanguage avoidjargon slangandcomplexsentencesOrganizedetailslogically usebulletpoints graphs columns chartsandpicturestomakeinformationeasiertodigest AWARENESS UNDERSTANDING Clarity Dialogue Simplicity Relevance Igetit Iheardit ThePyramid C L E A R CommunicationProvides C ContextL LinkstotheReceiverE ExamplesA AnalogiesR RepresentativePictures Understanding Dialogue ReflectiveListeningConsistsOf Listeningwithanon judgmentalattitudeListeningforthepurposeofunderstandingthetopicfromthespeaker spointofviewStatinginyourownwordsyourunderstandingofboththecontentandthefeelingsbeingexpressed ReflectiveListeningIsHelpfulWhen TheemotionalcomponentofthemessageseemssignificantTheissuesareofgreatimportancetothespeakerYouarepreparedtoinvestthenecessarytimeandenergy Understanding Dialogue ListenActively Stayneutral avoidjudgingthespeaker sstyleormessage Givecompleteattentiontothespeakerandbepreparedtospendasmuchtimeastheyneed Listenforideas notjustforfacts Watchnon verbalcommunication Understanding Dialogue Understanding Dialogue Listenactively Usesilencetoletbothsidesmentallyreviewwhathasbeensaidandwherethediscussionisgoing Listenempathetically Showthroughfacialexpressionsthatyouareunderstandingtheperson swordsandemotions Usequestionstoclarifyortocheckunderstanding WhenReflecting BebriefUseyourownwordsTellwhatcorethemesyouarehearingTellwhatemotionyouarehearing whenpossible Understanding Dialogue Dialogue EffectiveQuestioning OpenCannotbeansweredbysimple 1 or2 wordanswersWhatisyourplanforimprovingqualityintheplant ClosedAnsweredwithshort simpleanswers meantforconfirmationnotinformationgatheringDoyouthinkweshouldhirethiscandidate LeadingSuggestsdesiredanswerinthequestionDon tyouagreethisisthebestidea AWARENESS UNDERSTANDING BELIEF Consistency Evidence Clarity Dialogue Simplicity Relevance Ibuyit Igetit Iheardit TheJohnsonPyramid Belief EvidenceExternalReferencePointsInternalLogicConsistencyWhatyoudo WhatyousayConsistencyovertime AWARENESS UNDERSTANDING BELIEF COMMITMENT Trust Involvement Consistency Evidence Clarity Dialogue Simplicity Relevance Iwanttomakeithappen Ibuyit Igetit Iheardit TheJohnsonPyramid DownsizinginSCJ Historicalbackground Headcountreducedbyapprox 1000employeesfrom1992to20011999 89employeesvianonrenewalofemploymentcontractsFrom1992 1997 approximately800employeesreturnedtothejointventurepartnerwithgenerousseparationpackage andpartnerdealtin1997withtheindefiniteemploymentcontract 1995Earlyretirementprogramstipulatedbygovernmentimpactedaround130employees BackgroundofSCJFactoryConsolidationProject CURRENTSTATUS SeparatebusinesslocationswithadministrativeofficeinPudongandmanufacturingplantinNandaOBJECTIVESCOSTSAVINGSGrossprofitimprovement resultingfromheadcountreduction increasingproductivityandeliminatingofcontractmanufacturingfees Othersavingsincludeareductioninaverageworkingcapitalandavoidingbuilding utilityupgrades PRODUCTIVITYdoubledproductmakeroutput asinglebuildinglayoutversus19buildingsCAPACITYThenewfactoryresolvespeakproductioncapacityissuesandwillcoverChinafive yeargrowthprojections S H ECompliance OrganizationalObjectives ImproveefficiencyandorganizationalhealthNomajordisruptionsofbusinessRemainingworkforcecommittedandmotivatedResolveheadcountreductioninaccordancewithlaborlawinlinewithprinciplesofourcompanyphilosophyofThisWeBelievebyincreasingflexibilityofworkforce andimprovingagestructurereducingheadcountby11 via2projects BackgroundofWorkForce TurnoverzeroAverageageofcompany38 7Numberofemployeesoverageof40 Operations 56 Administration 70 Over60 ofemployeeshaveindefiniteemploymentcontract WhoWillBeImpacted OurStrategiesToReduceHeadcount NaturalAttritionNonrenewalofdefiniteemploymentcontractsWaitforretirementprogramNewIndefiniteContractTerminationContingencyOldIndefiniteBuyoutTransfer ThoroughPreparationBeforeActualIndividualCommunication Involveenablers i e tradeunion LaborBureauandpartner LearnfrombestpracticeinthemarketConsidercorporatecultureLookatmultiplescenariosIdentifypotentialopinionleaders OurStrategy ContractNon renewalemployeeswhosecontractexpires01 02willnotberenewedseparationpackage competitiveseparationpackageplusoutplacementsupportincludingtrainingassistance WaitingforRetirementTargetgroup Employeeswithupto5yearstoofficialretirementbyOctober31 2002 Offeredtoalleligibleemployees FewemployeesareidentifiedasbeingcriticaltotheorganizationandencouragedtostaywithSCJforacertainperiod Marketpractice MainlyusedbySOE buthasbeenusedrecentlybyfewJVswithlongerpresenceinChinatosolvetheproblemofagingworkforceandlowproductionefficiencyProposedpackage Percentageofbasesalarydifferentpercentageforstaff managerandworkersStaterequiredbenefitsplussomeselectedcompanybenefits OurStrategy NewIndefiniteContractTerminationSelectedbasedonnumberofimpactedpositionsListofcriterionLast3yearsperformanceratingwithmoreweightonrecentyearsPracticallearningabilityFamilysituationEducationwasnotaddedbutcanbeifpolicyisinplace OurStrategy 1 OldIndefiniteContractBuyout CompetitiveSeparationpackageplusoutplacementsupportincludingtrainingassistanceHastobemutuallyagreedIncaseemployeesdonotacceptbuyout 2 Offer specialpoolprogram ManagedbyHR EmployeewillbeallocatedtoprojectswhereneededReadjustsalary1 0timescityminimum 445RMBmonthlyIncaseemployeesdonotacceptspecialpool 3 Terminateemploymentcontract PossibleStrategy IndividualEmployeeMeetings DifficultandemotionalConductedinatenseatmosphereStakesarehighManagersareexpectedtocontinuetorunthebusinessReactionsaregenerallypredictableOutcomesaremanageableAnending and anewbeginning ContingencyPlan ForpassiveprotestDamagingcompanypropertyIntheeventemployeesharmshimselfIntheeventharmsotheremployeesSecuritycontrolofISsystemProvidemediatrainingPreparekeymessagesandmediastatements Initiatingthechange Unfreeze Mobilize SetDirection Createwillanddesiretochange Explanationthatnewskillsarerequiredtoworkinnewfactory Whocannotimprovemayhavetoleave 08 00 Generalmanagerletterstatingstrategiesandreasonsforchange 5 01 Initiatingthechange Unfreeze Mobilize BuildconfidenceandenergyCommunicate Communicate CommunicateCommunileaderandchangemanagementtrainingwithallmanagersSpecifictrainingwithmana