毕业论文外文翻译建立高员工敬业度的企业文化

中文3716字本科毕业论文（设计）外文翻译外文题目Buildingacultureofhighemployeeengagement外文出处StrategicHRReview.2010(3):p25-31外文作者GaryTomlinsoon

原文：BuildingacultureofhighemployeeengagementGaryTomlinsonKiaMotorsispartoftheHyundai-KiaAutomotiveGroup–thefourthlargestautomotivemanufacturerintheworld–withitsheadquartersinSeoul,Korea.Thecompanyemploysover40,000employeesinover167countries.ThiscasestudycentersonKiaMotors(UK),whichisawhollyownedsubsidiaryofKiaMotorsCorporationthatisbasedinthesouthofTheengagementstrategythatwasformulatedintheUKisnowbeingberolledoutonaPan-EuropeanlevelandsharedwiththeglobalHRteamatthecompany'sHQinSeoul.TosupportthedevelopmentoftheemployeeengagementstrategyHRutilizedthemarketingcommunicationstoolsSOSTAC.Thistoolconsistsofsixpartsandformsthestructureforpresentingthecasestudy.SOSTACstandsfor:Situation.UnderstandingthechallengefacingHR.Objectives.SettingtheengagementobjectivesforKiaMotors.Strategy.Becomingatrueemployerofchoice.Tactics.IntroducingtheKiaMotorsengagementmodel.Action.Interventionstoimproveemployeeengagement.Control.Measuringthesuccessofthestrategy.Situation:understandingthechallengefacingHRDuring2006KiaMotors(UK)wentthroughaverydifficultperiod,withthebusinessexperiencingrapidlyfallingsales,increasedfinanciallossesandverylowlevelsofemployeeengagement,withthelatterverymuchseenasbothacauseandeffectofthepoorbusinessperformance.Towardsthelatterendof2006,KiaMotors(UK)cameundernewHRleadership,withGaryTomlinsonappointedasthenewheadofHR.Thefirststepagreedwiththeboard,wastounderstandthestateofemployeesatisfactionthroughtheuseoftheinternalemployeesurvey,YourVoice.TheKiaemployeesurveyisbasedonafive-point,multi-raterLikertscalefromstronglyagreethroughtostronglydisagree.The2006surveyillustratedmanychallengesincluding,amongothers,internalcommunicationsbeingratedatonly3percentandawarenessofthestrategicdirectionat32percent.TheconsequencesofsuchpoorresultswerefeltinothermeasuresofHR,includingemployeeturnoverreachinganunprecedented31percentbytheendof2006.Theresultingdirectcoststothebusiness(recruitment,legalandexitcosts)wereover£600,000by2006yearend.InJanuary2007withthearrivalofanewKoreanCEOandshortlyafteranewBritishMD,HRwaschallengedtodevelopanemployeeengagementstrategytoimproveemployeemoraleandaddressthehighlevelsofemployeeturnover.Objectives:settingtheengagementobjectivesforKiaMotorsThereforeHRagreedwiththeboardsomeambitiousobjectivestoaddressthechallengestheorganizationwasexperiencing.Thesewere:Increasetheaveragescoreacrossthefivedirectlinemanagerindicatorsby10percent.Theindicatorsarethesupportmanagersprovide,theircommunication,thequalityoffeedbacktotheirdirectreportsatappraisals,therecognitionofworkwelldoneandtherespectbetweenmanagerandemployee.Seekanincreaseintheemployeesurveyresultsonthe12keyengagementindicators.AimtoreducethelevelofemployeeturnoverwithinKiaMotors,whichwas31percentattheendof2006.Looktoreducetheemployeecostsofrecruitmentandexitingofemployeeswithintheorganizationonanannualbasisby10percent.Strategy:becomingatrueemployerofchoiceThestrategyagreedwiththeboardforHRwastodeveloptheemployerbrandasatrue“employerofchoice.”SincetheUKautomotivemarketwasverycompetitivewitharelativelylimitedpooloftalent,itwascriticalforKiatobeseenasanattractiveemployerifitwastoattractandretaintalenttothebrand.AnHRstrategywasputinplacewiththeaimtoachieveasamarkerofprogresstheInvestorsInPeopleawardbytheendof2008.LongertermtheaimwasforKiaMotorsUKtobeseenasnotjustanemployerofchoiceintheUKautomotiveindustrybutalsomorewidelyonanationalbasisasanemployerbrand.ThefocusforHRwasonimproving“employeeengagement,”whichwasaboutcreatingan“emotionalconnection”withemployeessothattheyarepassionateand“live”thebrand.AtKiaMotors,employeeengagementconsistsofthreeparts–thebelief(mental),thefeelingthebrandgenerates(emotion)and,mostimportantly,thegenerationofdiscretionaryeffort(behavior).Thestrategywasdevelopedaftertriangulatingthreesources,ouremployeesatisfactionsurveyresults,comparisonoftheresultswithcertaincompetitorcompanies,whichwasaccessedviaautomotivenetworkinggroupsandareviewofsecondarydataonbestpracticeinemployeeengagement.Thestrategywasfocusedonthreedistinctbutconnectedthemes:leadership,internalcommunicationsandemployeedevelopment,basedonresearchconductedintothedriversofemployeeengagement–seeFigure1.Tactics:introducingtheKiaMotorsEngagementmodelTheemployeeengagementstrategyconsistedoffiveinterventionsthatweredistinctbutinterconnectedforsymbiosisandgreaterimpact–seeFigure2.Action:interventionstoimproveemployeeengagement1.LeadershipdevelopmentBasedontheresearchonemployeeengagement,theorganizationknewthatseniorandmiddlemanagementwerethekeydriversinbuildingengagementintheworkforce.SoasignificantfocuswasondevelopingthepeoplemanagementskillsofKia'smanagerswhohadlinemanagementresponsibility.Allmembersofthemanagementteamweresentonaseriesoftrainingcoursestoimprovetheirmanagementskills.Inordertomeasuretheirbehavioralchange,allmanagersweretestedthrougha360-degreeassessmenttoolbeforeandafterattendingthetraining.Tosupporttheimplementationofthetrainingallmanagersreceivedamanagement“toolkit”thatincludedasetofmanagementtechniquesbuiltaroundthecorecompetenciesrequiredoftherole.Togainbuy-intothetraining,itwassponsoredbytheCEO,alldelegatessigneduptolearningcontractsandthechosentrainingpartner,TechniquesForChange,providedadedicatedlearningsupportcenter.Thefocuswasverymuchondoingratherthanknowing,builtaroundKiaMotors'frameworkoffivecorebehavioralcompetenciesthatareapplicableforallemployees,eachofwhichhaspositiveandnegativeindicators.ThefivecorebehavioralcompetenciesatKiaMotorsaredeliveringresults,customerfocus,communication,managingselforothersandteamworking.2.EmployeerecognitionTheemployeesurveyillustratedthatemployeesfelttherewasnotenoughrecognitionforstaffcontributions.Kiawaskeentoensurethatemployeeswererewardedfortheireffortsandin2007introducedthe“outstandingawards”foremployeesthatwerepresentedonaquarterlybasisatacompanywidetownhallmeeting.TheseawardswerepresentedbytheCEOandwereforeitherindividualorteamcontributions.Toensuretheawardsgainedemployeesupport,thenominationscamedirectfromemployees,ratherthanpurelyfromseniormanagement.Thewinnerswereprovidedwithacertificateandagift,whichprovidedthemwitharangeofchoices,fromdaysouttoballoonflightsorapamperingweekendatahealthspa.Inaddition,employeesarerewardedwiththe“Kiathankyou”–asimplecardandalittlepresentforajobwelldone.Thisisinformalrecognitioncomingfromtherespectivelinemanager,withtheemployeereturningtotheirdesktofindathankyoucardandpresent.Theideawasinspiredbythebrandtaglineof“thepowertosurprise,”somethingKiawantedtoreflectinternally.3.InternalcommunicationsTosupporttheimprovementofinternalcommunications,anumberoftoolstofacilitategreaterorganizationalcommunicationswereintroduced.Theseincludedquarterlyemployeebriefingsandamorerigoroususeofperformancemanagementtoensureappraisalswerecompleted100percentacrosstheorganizationbyallemployees–somethingthatwasachievedforthefirsttimein2007.Anewcorporateintranet,KiaVision,wasalsolaunched.Thiswasverymuchpositionedaroundbeinganenablingtooltoimprovecommunicationsacrosstheorganization.Thecontentwasacombinationofkeybusinessinformation,presentationsandprovisionofsomemorelightheartedcommentarytohelpbuildasenseoftogethernessacrossthevariousdepartments.Followingsomefocusgroupswithemployees,itwasalsodecidedtosetupanemployeeforumthatconsistedofatleastonerepresentativefromeachdepartment.Thisinparticularhasproventobeausefultooltosupportemployeesinraisingitemsofconcern.Tofurtherensuretransparencytheminutesandagreedconclusionsofthemeetingarepublishedforalltosee.4.OrganizationaldevelopmentThisinterventionwasinmanywaysthemost-wideranging.Oneofthemostsignificantchangesmadeinearly2007wastheremovalofallemployeebonuses.HRledthenegotiationswiththerelevantemployees,gaininguniversalsupportfortheremovalofbonuseswithacollectiveofferofafixedratepercentageincreasetoemployees'basesalary.Therationalebehindthiswasthebeliefthatthebonusculturewithintheorganizationwascreatinganenvironmentofshort-termismandleadingindividuals,onoccasion,toplacepersonalgainoverthelong-terminterestsofthecompany.TheorganizationwasverymuchfollowingthemaximofGoodhart'slaw–whenameasurebecomesatarget,itceasestobeagoodmeasure,i.e.theincentiveitselfdistortsthebehaviormakingthemeasureitselfanunsatisfactorywayofassessingperformance.Giventheeconomicexperienceofthecreditcrunchandallegationsdirectedatthebankingandfinanceindustries,Kiabelievesitwasverymuchaheadofthecurveineradicatingthebonusculture.Italsocompletelyre-wrotetheemployeehandbookandallHRpoliciesandprocedurestoensuretheywerealignedwiththeculturalvalues.Otherchangesmadeincludedimprovingemployeebenefitsbyintroducingchildcarevouchers,increasingholidayallowanceandintroducingadressdownFridaytosupportamorerelaxedculture.5.EmployeedevelopmentTheorganizationalsoensuredthatnon-managementemployeesreceivedtrainingtosupporttheminboththeirroleandcareerdevelopment.ThroughKia'sappraisalprocess,trainingneedsanalyseswerecollectedacrosstheorganizationandutilizedtocreateacleartrainingplanforeachemployee,alignedwiththeircareeraspirationsasexpressedintheirannualappraisal.Control:measuringthesuccessofthestrategyBetweenthelaunchoftheengagementstrategyinMarch2007andOctober2009,Kiaexperiencedforthreeconsecutiveyearsimprovementsacrossallfourofitskeyobjectives:Increasetheaveragescoreacrossthefivedirectlinemanagerindicatorsby10percent.Kiaincludesthefiveindicatorsthatmeasuredirectlinemanagerperformancewithinitsemployeesurvey.Fromthetimetheleadershipprogrambegan,tothecompletionofthecourse,therewasa14percentaverageincreasefrom64percentto78percentinthemeasurementscores.Whatismostencouragingisthatoveroneyearafterthisprogramendedtheimprovedscoreshaveremained–demonstratingthesustainabilityoftheintervention.Seekanincreaseintheemployeesurveyresultsonthe12keyengagementindicators.InthesurveyutilizedbyKiaMotors(UK)thereare12keyindicatorsthatthecompanyutilizestomeasureengagementacrossthebusiness.Theseindicatorscoverabroadrangeofengagementdriversincludingseniormanagement,internalcommunications,prideintheorganizationandrelationshipwiththedirectlinemanager.Theaggregatescoreiscalculatedbycombiningthetotalpercentagepointsandthendividingacrossthe12keyindicators.Theaveragescorehasgrownsignificantly,from39percentin2006,to51percentin07,to65percentin08and71percentin2009.Overallsincetheengagementstrategywaslaunched,therehasbeenanaverageincreaseof32percentagepoints.AimtoreducethelevelofemployeeturnoverwithinKiaMotors,whichwas31percentattheendof2006.Thefundamentalchallengefortheboardthatrequiredaddressingwastoreduceemployeeturnover.Fromthehighpointof31percentemployeeturnoverin2006,therehavebeensignificantreductionsto15percent2007,5percentin2008andbelow2percentofthetotalworkforcebyOctober2009.ThereforethestrategyimplementedintheUKhasproventohaveapositiveimpactinreducingtheinitialhighlevelsofemployeeturnover.Clearlythecreditcrunchhasreducedthepotentialofemployeeturnoverforallcompanies,howeverevenpre-creditcrunchthesignificantreductioninemployeeturnoverdemonstratedthevalueoftheadoptedstrategy.Looktoreducetheemployeecostsofrecruitmentandexitingofemployeeswithintheorganizationonanannualbasisby10percent.Between2006and2007,KiaMotors(UK)experiencedaHRcostreductionofover£400,000,a71percentreductioninemployeecosts.Thesecostsavingsincludedbothrecruitmentandemployeerelatedcosts.Thishasbeenachievedinadditiontorecruitingawholenewseniormanagementteamin2007,includinganewmanagingdirector.Inthesubsequentyearsof2008and2009theeffectsoftheengagementstrategyhavebroughtadditionalsignificantcostsavingstotheorganization.Astestamenttotheprogressmade,in2008theorganizationcommittedtoattemptingtogaintheInvestorsInPeopleemployeerecognition,whichwasachievedinquarterfour2008.Thekeystosuccess：ResistancefromtheCFOtomaketheinvestmentAspectsoftheseniormanagementteamhadreservationsaboutinvestinginemployeeengagement,mostnotablythethenCFO.However,inMarch2007HRpresentedtotheboardthesubstantialevidenceofthelinkbetweenhighemployeeengagementandbusinessresults.Thiswasbasedonwide-rangingresearchthattheauthorhadconductedonbestpracticeandtherelationshipbetweenhighlyengagedworkforcesandbusinessperformance.Whataddedleveragewastheorganization'sown(atthetime)poorperformanceandlowlevelsofemployeeengagement.Havingpresentedtotheboardandliaisedwithmanyoftheseniormanagementonetoone,eventuallyHRgainedfullsupportfortheengagementstrategy.Initialdistrustofemployees–overcomebythecommunicationsstrategy–orresistancetochangeCentraltothesuccessofthisstrategyweretwokeyfactors.Firstlywasthebuy-inoftheboard.ThepubliccommitmentfromtheCEOtoimprovingemployeemoralewithinthebusinesswasfundamentaltoensuringemployeesknewthiswasamajorbusinessinitiativeandnotsimplyaboutHRpushingitsownagenda.Secondly,theorganizationbothusedandsoughttoimproveinternalcommunicationschannelstobuildengagement,therebyensuringthattherewasconsistentcommunicationwithmanagementandemployeessoeveryoneunderstoodprogressandthenextsteps.Thishasproventobearealkeydriverinthesuccess.

译文：建立高员工敬业度的企业文化GaryTomlinson起亚汽车是Hyundai-Kia汽车集团的一部分——世界上的第四大汽车制造商，总部在韩国汉城。公司拥有超过四万名员工涉及167个国家。本案例研究是以英国的子公司为对象的，该子公司位于英格兰南部，雇员超过2,500。在汉城的公司总部正在推行由英国制定的员工敬业计划，目前无论是在欧洲还是全球的人力资源团队都在参与、分享该计划。人力资源部利用SOSTAC行销传播工具支持员工敬业计划的发展战略。这个工具是由6个部分的结构和形式组成为个案研究。SOSTAC代表：Situation：情境，理解人力资源面临的挑战。Objectives：目标，制定起亚汽车的业务目标。Strategy：策略，成为真正的最佳雇主。Tactics：战术，引进员工参与模型。Action：行动，干预，以提高员工敬业度。Control：控制，衡量策略的成功率。情境：理解人力资源面临的挑战2006年是英国起亚汽车的困难时期，经历了销售快速下滑，经济损失增加，员工敬业度非常低等商业经历。后者被认为既是这种低商业绩效的原因也是结果。在2006年底，GaryTomlinson被任命为英国起亚汽车新的人力资源的总监。董事会通过的第一步举措是，通过内部员工调查了解员工的心声和满意度。起亚员工调查是采用多方测评的，运用有从非常同意到非常不同意的五个点的调查量表。2006年的调查说明了许多挑战（其中包括内部沟通只有3%，战略方向意识只有32%）。这样不好的结果也反映在其他人力资源措施上，包括员工流动率竟达到31%，这是前所未有的。因此，06年年末，产生的直接事业成本（招募、法律与出口成本）超过了60万英镑。2007年1月，随着新的首席执行官的上任，一项新的人力资源举措被推出，试图建立一个员工敬业计划，来提高员工士气和控制高水平的人员流动。目标：制定起亚汽车的业务目标。因此人力资源部在董事会的同意之下，开始了雄心勃勃的挑战。这些是：直线经理的五项指标的平均分增加10%。这些指标支持经理的沟通，提供高质量的评估报告，出色地完成工作任务，以及获得与员工之间的互相尊重。寻求增加员工调查中12个关键参与指标，目的是要减少员工流失的水平。员工招聘成本和组织内在职人员的成本在每年的基础上减少百分之十。战略：成为真正的最佳雇主品牌董事会通过的策略是开发一个正真的最佳雇主品牌。既然英国汽车市场很有竞争力，但人才库却非常有限，因此对于起亚来说，成为一个有吸引力的雇主去吸引和留用人才是至关重要的。人力资源战略已经到位，目的是在2008年年底，成为一个进步的投资着，长远的目标是不仅成为英国汽车工业的最佳雇主品牌，还更为广泛的全国性行业内成为最佳雇主品牌。人力资源关注的焦点是提高员工敬业度，它要创造一个员工间的“情感连接”，以至于他们充满热情地工作。在起亚汽车，员工敬业由三个部分组成：神层面、感层面，最重要的行为层面。战略源有三个：我们的员工满意度调查，与竞争对手的比较，通过互联网和第二手资料的分析。该战略的重点是基于员工敬业的驱动因素的三个有联系的主题：领导力、内部沟通、员工发展。策略：引进员工参与模型员工敬业的干预策略包括五个不同但互联为共生更大的影响。行动：干预，以提高员工敬业度。1、领导力开发在员工敬业调查的基础上，组织认识到了高级和中级管理是提高员工敬业度的关键驱动力。所以一个重要的焦点是开发起亚的管理者的领导力。管理团队的所有成员都被邀请参加一系列的培训，以便提高他们的管理能力。培训之后，所有管理者都通过一个360度的评估工具，来衡量他们培训之前与培训之后的行为是否有变化。目的是为了支持管理“工具”的实施，包括一系列的建立历核心竞争力所需的管理技术。为了获得培训投资，该项目主要由CEO发起，建立一个专门的学习支持中心，由全体代表签订学习契约、选择训练伙伴、技术进步。在很大程度上比起知道，行动更为重要，建立以五个核心的行为能力为框架的指标体系，这套指标适用于所有员工，每一种都有消极和积极的指标项。这五项核心的行为能力体现在结果、以顾客为中心、沟通、自我管理和团队协作中。2、员工认可员工调查中反映，员工认为他们的贡献没有被很好的认可。起亚为了确保员工的努力能得到应有的回报，于2007年推出了“优秀员工奖”。这些奖由CEO颁布，无论是个人贡献还是团队贡献。为了确保这些奖项能得到员工的支持，奖项的提名也直接来自员工，而不是纯粹来自高级管理。获奖者将得到证书和奖励，奖励有一系列的选择，可以去气球飞行数天或去健康水疗馆过周末。此外，雇员还将获得“起亚谢谢你”——一个简单的卡片和一件小礼物。这通常是来自获奖者的直线经理人，通常获奖者会在自己的办公桌上意外地发现感谢卡和小礼物。这个想法正来自于品牌标语“惊喜的力量”，这也正是起亚想在内部反映的东西。3、内部沟通为了支持完善内部沟通，起亚引进了一些支持促进更大的组织沟通的工具其中包括季度员工简报，以及能确保整个组织内员工都能百分之百完成考评的，更为严密的绩效管理工具。这个工具第一次使用是在2007年。起亚视觉，一个新的内部网络也正式启动，这是一个改善组织内部沟通非常有用的工具。主要内容是一些关键的商业信息、报告以及较为轻松的评价等的结合，以便帮助建立不同部门之间的凝聚力。为了更好的关注员工，起亚还决定成立一个员工论坛，每个部门至少要有一名员工参与该论坛。事实证明，这对于提高员工对项目的关注来说是一项非常有用的举措。为了确保透明度，会议记录和总结在被同意之后都会在论坛上公布，供所有员工查看。4、组织开发这种干预出现在很大范围内。最明显的改变是在2007年初除去所有的员工的奖金。人力资源部和相关员工进行谈判，最后一致同意，除去奖金换取更高的固定薪酬。这背后的根本原因是一种理念，奖金文化创造了企业文化环境内的短期行为和个人领导，有时候，会把个人利益置于公司的长远利益之上。该组织证明非常适用Goodhart定律：当一个措施成为一个目标，它就不再是一个好措施了。激励发生了变质，不再关注行为本身，而关注测量的结果，一种不被人满意的绩效评估。参考当前针对银行和金融行业的信贷紧缩的经济经验，起亚相信，去除奖金文化很大程度上是在走弯路。起亚也重新编写了员工手册，以及所有人力资源政策和程序，以确保符合他们所认可的文化价值观。其他改变包括提高员工福利，通过引入幼儿凭证、增加假期津贴和引入“穿着星期五”来支持更轻松的文化。5、员工发展该组织也确保非管理层员工能接受培训，以便满足他们的岗位需要和个人职业生涯发展的需要。通过评估过程中培训需求的收集与分析，制定针对每一个员工的明确的培训计划，这个培训计划也是和员工的职业发展的期望相符合的。控制：衡量策略的成功率在2007年3月到2009年10月的战略实施期间，起亚经历了连续三年的改善四个主要目标的历程。将平均得分在5的直线经理人的指标增加10%。在员工调查中，起亚有五个指标来衡量直线经理的表现。从领导力的计划开始到完成此课程，测试成绩从百分之六十四增长到百分子七十八，平均增长了百分之十四。最令人鼓舞的是，在这个计划结束了一年之后，提高后的分数依然保持着。寻求在该项员工调查中的12个关键敬业指标的增长。在英国起亚汽车的调查中，采用了12个关键指标来衡量多项业务上的员工敬业。这些指标涉及广泛，包括高级管理、内部沟通、组织的荣誉和与直线经理的关系。总分是所有有关联的百分点的总和，然后划分到12个关键指标。近几年，调查的平均得分有了显著的增长，从2006年的39%到07年的51%，到08年的65%，到09年的71%。整体来看，自员工敬业计划方案启动以来，平均工资已上涨32个百分点了。2006年，员工流失率为31%，懂事会所遇到的最根本的挑战就是降低员工流失率。到2007年，员工流失率已经有显著的降低了，降到了15%。而到2008年，已经降低到5%，到09年10月，仅2%。因此，在英国起亚，已经证明，在英国起亚，该策略在降低高员工流失率上起到了非常积极的作用。显然，尽管信贷危机减少了所有公司的员工流失率，但前信贷危机所引起的员工流失率的降低也证明了所采用的策略的价值。看看每年减少百分之十的招聘和雇员离职的成本。从2006年到2007年，英国起亚人力资源成本降低超过40万英镑，下降71个百分点。这些节约的费用包括招聘和其他员工相关费用。这期间包括在2007年的时候，成功招募了一个新的高级管理团队，包括一定新的总经理。在2008年和2009年的参与战略为组织带来了额外且显著的成本节约。为了奖励组织的进步，2008年组织致力于试图在员工表彰中获得投资者。成功的关键：抵抗CFO，使其投资高级管理团队方面已同意保留对员工敬业计划的投资，尤其是当时的首席财务官。然而，在2007年3月人力资源呈现给董事会的报告，证实了高员工敬业度和高商业绩效之间的关系。这是基于广泛的研究之上提出的最佳实践报告，证明高员工敬业度与高业绩间的关系。因为组织当时较低的绩效和低员工敬业度低，再加上与董事会和高级管理人员不断联络和沟通，最终人力资源部得到了员工敬业策略的支持。初始的不信任，克服了的员工沟通策略——或者对变革的抵制这个策略成功的核心有两个关键因素。首先是董事会要赞同并投资。CEO的公开承诺可提高员工的业务范围内的士气，以确保员工知道这是一个重大的商业行动，而不是简单的人力资源推动自己发展的计划。其次，该组织同时使用，并设法改善内部沟通渠道，建立沟通，从而确保管理层和员工有沟通，使大家了解进度和下一步措施。这已被证明是一个真正的成功的关键因素。五分钟搞定5000字毕业论文外文翻译