HR的角色在管理变化-小型化(2)ppt课件

1、HR 的角色在管理变化 - 小型化 Ulrike KaepplerHR Director - SC Johnson Greater ChinaThe Realities of ChangeTypical cycle of change in any organizationUnderstand the specific challenges and opportunities that the organization and their employees faceHow organizations begin to address the highs and lows of the cha

2、nge cycleHave a plan to exploit the enablers and eliminate the barriers to changeCHANGEChange Generates Formidable ChallengesHow to GetDesired ResultsHow to Maintain and Increase Employee CommitmentHow to MaintainBusinessContinuity Duringthe ProcessHow to KeepCustomers/Multiple ConstituenciesSatisfi

3、ed Duringthe ProcessMany Restructuring Events Dont Result In Substantial Gains for the OrganizationCreated substantial returnsCreated some returnsEroded substantial returns Eroded returns marginallyChange TheoryChange theory has taught us:Significant change is always driven by external forces All ch

4、ange involves a lossThe process of change follows a sequence at the organization and personal levelResistance and conflict are natural companions of changeEvery member of the organization is affected by change, but the effect is not equal or at the same time for all membersChange TheoryChange theory

5、 has taught us:Real, sustainable change will not take place unless there isdissatisfaction with the status quoa vision of the futurea plan for at least the first step in moving towards the futurea group of sponsors of the change effortcritical mass of support for the changePeople Require Time And Se

6、nsitivity To Accept ChangeResistanceDenial & ImmobilizationBargainingDepression or AngerTestingAcceptance“I feel overwhelmed“I dont care“Thingsmight getbetter“This isso unfair“It wontwork“Maybe if“This is good,We are succeedingNegativePositiveResponsesTime Organization Respond Following An Effective

7、 Change SequenceUnfreeze MobilizeRealize Reinforce SustainSet directionCreate will anddesire to changeBuild confidence and energySecure shift in behavior by setting new processesEmbed new culture in the organizationStrive for continuous changeInitiating the changeBuilding momentumSustaining resultsS

8、equenceActivitiesPhaseResistanceResponses to changeDenial & ImmobilizationAcceptanceBargainingTestingDepression or AngerLeading ChangeUnderstand the phases of acceptance that retained employees will go throughBe aware of their roles when leading the change processBe familiar with the competencies ne

9、eded as a leaderSurvivors SyndromeCurrent StateFuture StateEmotionEnthusiasmTrustAcceptanceBusiness ImpactCommitted employeesHappy customersThrilled stockholdersEmotionFearAnxietyConfusionBusiness ImpactSub-optimal performanceLack of commitmentLack of customer/market focusValley of DespairEmotionAng

10、erFrustrationCreativityBusiness ImpactReduced productivityLack of trust in managementOrganizational conflictLeading ChangeEnabling StaffFocusing the effortIndividual effortCommunicate visionDrive for resultsTeam commitmentInfluence & PersuadeDevelop & EmpowerRole modelRisk taking/Self confidencePers

11、onal integrityOrganizational CompetenciesDrive for Results Displays passion, energy, and enthusiasm for accomplishing goals and objectives Measures and tracks key business results and progress against established benchmarks Pushes boundaries and looks for ways to accomplish better resultsVision Comm

12、unication Communicates the changes required of the organization in concrete tangible terms Builds enthusiasm and support by consistently communicating through a variety of mediums Arranges for interactive exchanges to ensure that others understand where the organization is headed and what the change

13、d organization will look likeStaff CompetenciesTeam Commitment Readily places the needs and goals of the organization above ones own personal needs and agenda Actively and publicly supports team/organization decisions even if they are unpopularTakes personal actions to break down organizational barr

14、iersInfluence & Persuasion Take the time to ensure others understand ones goals, objectives, and vision Sells own ideas by relating them to the values and goals of others Anticipates potential objections and obstacles and prepares alternative arguments and courses of actionStaff CompetenciesDevelopi

15、ng & Empowering Personally works to develop the competence and self-confidence of direct reports through regular feedback, reinforcement, and personal support Withdraws from decision-making and implementation as soon as feasible in order to let others take charge and assume responsibility Demonstrat

16、es genuine respect for and trust in the abilities of othersIndividual CompetenciesRole Model Models words and behaviors which support the ethics and vision of the organization Openly supports the organization and its employees Embraces the change process and takes action to move toward future initia

17、tivesRisk Taking Self-Confidence Willing to take action which is sound but may not always be safe Challenges both the system and others even when conflict is likely Demonstrates a realistic and balanced sense of conviction regarding ones skills and abilitiesIndividual CompetenciesPersonal Integrity

18、Behaves in a manner that is consistent with the law, ethics, and culture of the organization Readily assumes personal responsibility for ones won behavior and the overall behavior of his/her organization Personally follows through to ensure commitments are kept and promises fulfilled Introduction to

19、 Johnson Pyramid Awareness Understanding Belief CommitmentEffective Communication During Process ChangeAWARENESSUNDERSTANDINGBELIEFOPTIMAL PERFORMANCECOMMITMENTTrustInvolvementConsistencyEvidenceClarityDialogueSimplicityRelevanceI want to make it happenI buy itI get itI heard itThe Johnson PyramidI

20、heard itThe PyramidAWARENESSSimplicityRelevanceTo Achieve Relevance, Know Your Employee !How much do they know about the topic?Why should they care about it?Whats their primary area of interest or concern about it? Do they have any preconceived notions about it? Any past experiences with it?What 3 q

21、uestions are they most likely to have?Are there other burning issues that need to be addressed before they can open their minds to the message?Consider their reaction to similar communications in the pastKeep It SimpleStart with the main point that way if they dont pass the first sentence theyll sti

22、ll get the messageEmphasize how does this affect him or her? What must they do in response?Use simple, everyday language avoid jargon, slang and complex sentencesOrganize details logically use bullet points, graphs, columns, charts and pictures to make information easier to digestAWARENESSUNDERSTAND

23、INGClarityDialogueSimplicityRelevanceI get itI heard itThe PyramidC.L.E.A.R. Communication ProvidesC ContextL Links to the ReceiverE ExamplesA AnalogiesR Representative PicturesUnderstanding - DialogueReflective Listening Consists OfListening with a non-judgmental attitudeListening for the purpose o

24、f understanding the topic from the speakers point of viewStating in your own words your understanding of both the content and the feelings being expressedReflective Listening Is Helpful WhenThe emotional component of the message seems significantThe issues are of great importance to the speakerYou a

25、re prepared to invest the necessary time and energyUnderstanding - DialogueListen ActivelyStay neutral; avoid judging the speakers style or message.Give complete attention to the speaker and be prepared to spend as much time as they need.Listen for ideas, not just for facts.Watch non-verbal communic

26、ation.Understanding - DialogueUnderstanding - DialogueListen activelyUse silence to let both sides mentally review what has been said and where the discussion is going.Listen empathetically. Show through facial expressions that you are understanding the persons words and emotions.Use questions to cl

27、arify or to check understanding.When ReflectingBe briefUse your own wordsTell what core themes you are hearingTell what emotion you are hearing (when possible)Understanding - DialogueDialogue - Effective QuestioningOpenCannot be answered by simple, 1- or 2-word answers What is your plan for improvin

28、g quality in the plant?ClosedAnswered with short, simple answers; meant for confirmation not information gathering Do you think we should hire this candidate?LeadingSuggests desired answer in the question Dont you agree this is the best idea?AWARENESSUNDERSTANDINGBELIEFConsistencyEvidenceClarityDial

29、ogueSimplicityRelevanceI buy itI get itI heard itThe Johnson PyramidBeliefEvidence External Reference Points Internal LogicConsistency What you do = What you say Consistency over timeAWARENESSUNDERSTANDINGBELIEFCOMMITMENTTrustInvolvementConsistencyEvidenceClarityDialogueSimplicityRelevanceI want to

30、make it happenI buy itI get itI heard itThe Johnson PyramidDownsizing in SCJHistorical background Headcount reduced by approx. 1000 employees from 1992 to 20011999: 89 employees via non renewal of employment contracts From 1992-1997: approximately 800 employees returned to the joint venture partner

31、with generous separation package, and partner dealt in 1997 with the indefinite employment contract.1995 Early retirement program stipulated by government impacted around 130 employeesBackground of SCJ Factory Consolidation ProjectCURRENT STATUS: Separate business locations with administrative offic

32、e in Pudong and manufacturing plant in NandaOBJECTIVESCOST SAVINGSGross profit improvement, resulting from headcount reduction, increasing productivity and eliminating of contract manufacturing fees. Other savings include a reduction in average working capital and avoiding building/utility upgrades.

33、PRODUCTIVITYdoubled product maker output/ a single building layout versus 19 buildings CAPACITYThe new factory resolves peak production capacity issues and will cover China five-year growth projections. S/H/E ComplianceOrganizational ObjectivesImprove efficiency and organizational healthNo major dis

34、ruptions of businessRemaining workforce committed and motivatedResolve headcount reductionin accordance with labor lawin line with principles of our company philosophy of This We Believe by increasing flexibility of workforce, and improving age structurereducing headcount by 11% via 2 projectsBackgr

35、ound of Work Force Turnover zeroAverage age of company 38.7Number of employees over age of 40: Operations: 56% Administration: 70%Over 60% of employees have indefinite employment contractWho Will Be Impacted?Job eliminated-Contract Termination Employee displaced Unaffected employeeWait-for Retiremen

36、tContract Expiration -Non-renewal Employee Our Strategies To Reduce Headcount Natural Attrition Non renewal of definite employment contracts Wait for retirement program New Indefinite Contract Termination Contingency Old Indefinite Buyout Transfer Thorough Preparation Before Actual Individual Commun

37、icationInvolve enablers (i.e. trade union, Labor Bureau and partner)Learn from best practice in the marketConsider corporate cultureLook at multiple scenariosIdentify potential opinion leaders Our Strategy Contract Non-renewal employees whose contract expires 01/02 will not be renewedseparation pack

38、age: competitive separation package plus outplacement support including training assistanceWaiting for RetirementTarget group:Employees with up to 5 years to official retirement by October 31, 2002.Offered to all eligible employees. Few employees are identified as being critical to the organization

39、and encouraged to stay with SCJ for a certain period.Market practice: Mainly used by SOE, but has been used recently by few JVs with longer presence in China to solve the problem of aging workforce and low production efficiencyProposed package:Percentage of base salary different percentage for staff

40、/ manager and workersState required benefits plus some selected company benefitsOur Strategy New Indefinite Contract Termination Selected based on number of impacted positionsList of criterion Last 3 years performance rating with more weight on recent years Practical learning ability Family situatio

41、n Education was not added but can be if policy is in placeOur Strategy1. Old Indefinite Contract Buyout:Competitive Separation package plus outplacement support including training assistance Has to be mutually agreed In case employees do not accept buyout, 2. Offer “special pool program Managed by H

42、R, Employee will be allocated to projects where neededReadjust salary 1.0 times city minimum = 445 RMB monthly In case employees do not accept special pool,3. Terminate employment contractPossible StrategyIndividual Employee MeetingsDifficult and emotionalConducted in a tense atmosphereStakes are hi

43、ghManagers are expected to continue to run the businessReactions are generally predictableOutcomes are manageableAn ending and a new beginningContingency PlanFor passive protestDamaging company propertyIn the event employees harms himselfIn the event harms other employeesSecurity control of IS syste

44、mProvide media trainingPrepare key messages and media statementsInitiating the change: Unfreeze/ Mobilize Set Direction / Create will and desire to change: Explanation that new skills are required to work in new factory. Who cannot improve may have to leave. (08/00)General manager letter stating strategies and reasons for change ( 5/01)Initiating the change: Unfreeze/ Mobilize Build confidence and energyCommunicate, Communicate, CommunicateCommuni leader and c