HR的角色在管理变化(ppt 53页).ppt

HR的角色在管理变化-小型化,UlrikeKaepplerHRDirector-SCJohnsonGreaterChina,TheRealitiesofChange,TypicalcycleofchangeinanyorganizationUnderstandthespecificchallengesandopportunitiesthattheorganizationandtheiremployeesfaceHoworganizationsbegintoaddressthehighsandlowsofthechangecycleHaveaplantoexploittheenablersandeliminatethebarrierstochange,CHANGE,ChangeGeneratesFormidableChallenges,HowtoGetDesiredResults,HowtoMaintainandIncreaseEmployeeCommitment,HowtoMaintainBusinessContinuityDuringtheProcess,HowtoKeepCustomers/MultipleConstituenciesSatisfiedDuringtheProcess,ManyRestructuringEventsDontResultInSubstantialGainsfortheOrganization,Createdsubstantialreturns,Createdsomereturns,Erodedsubstantialreturns,Erodedreturnsmarginally,ChangeTheory,Changetheoryhastaughtus:SignificantchangeisalwaysdrivenbyexternalforcesAllchangeinvolvesalossTheprocessofchangefollowsasequenceattheorganizationandpersonallevelResistanceandconflictarenaturalcompanionsofchangeEverymemberoftheorganizationisaffectedbychange,buttheeffectisnotequaloratthesametimeforallmembers,ChangeTheory,Changetheoryhastaughtus:Real,sustainablechangewillnottakeplaceunlessthereisdissatisfactionwiththestatusquoavisionofthefutureaplanforatleastthefirststepinmovingtowardsthefutureagroupofsponsorsofthechangeeffortcriticalmassofsupportforthechange,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,ReadilyplacestheneedsandgoalsoftheorganizationaboveonesownpersonalneedsandagendaActivelyandpubliclysupportsteam/organizationdecisionseveniftheyareunpopularTakespersonalactionstobreakdownorganizationalbarriers,Influenceavoidjudgingthespeakersstyleormessage.Givecompleteattentiontothespeakerandbepreparedtospendasmuchtimeastheyneed.Listenforideas,notjustforfacts.Watchnon-verbalcommunication.,Understanding-Dialogue,Understanding-Dialogue,ListenactivelyUsesilencetoletbothsidesmentallyreviewwhathasbeensaidandwherethediscussionisgoing.Listenempathetically.Showthroughfacialexpressionsthatyouareunderstandingthepersonswordsandemotions.Usequestionstoclarifyortocheckunderstanding.,WhenReflectingBebriefUseyourownwordsTellwhatcorethemesyouarehearingTellwhatemotionyouarehearing(whenpossible),Understanding-Dialogue,Dialogue-EffectiveQuestioning,OpenCannotbeansweredbysimple,1-or2-wordanswersWhatisyourplanforimprovingqualityintheplant?ClosedAnsweredwithshort,simpleanswers;meantforconfirmationnotinformationgatheringDoyouthinkweshouldhirethiscandidate?LeadingSuggestsdesiredanswerinthequestionDontyouagreethisisthebestidea?,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,DifficultandemotionalConductedinatenseatmosphereStakesarehighManagersareexpectedtocontinuetorunthebusinessReactionsaregenerallypredictableOutcomesaremanageableAnendingandanewbeginning,ContingencyPlan,ForpassiveprotestDamagingcompanypropertyIntheeventemployeesharmshimselfIntheeventharmsotheremployeesSecuritycontrolofISsystemProvidemediatrainingPreparekeymessagesandmediastatements,Initiatingthechange:Unfreeze/Mobilize,SetDirection/Createwillanddesiretochange:Explanationthatnewskillsarerequiredtoworkinnewfactory.Whocannotimprovemayhavetoleave.(08/00)Generalmanagerletterstatingstrategiesandreasonsforchange(5/01),Initiatingthechange:Unfreeze/Mobilize,BuildconfidenceandenergyCommunicate,Communicate,CommunicateCommunileaderandchangemanagementtrainingwithallmanagersSpecifictrainingwithmanagerswhosesubordinatesareimpactedTakeoneononetimewithimpactedindividual.ListentoconcernsbutdonotaddressorrespondatmeetingAcknowledgethatdenialandimmobilizationispartoftheprocessandpeoplewillgetoveritApplypolicyconsistently.Donotopenupfornegotiation.,BuildingMomentum:Realize/Reinforce,Secureshiftin