![外文翻译--建立高员工敬业度的企业文化_第1页](http://file.renrendoc.com/FileRoot1/2015-6/20/3eda4472-1f05-42ab-875c-bb8f9a4a0842/3eda4472-1f05-42ab-875c-bb8f9a4a08421.gif)
![外文翻译--建立高员工敬业度的企业文化_第2页](http://file.renrendoc.com/FileRoot1/2015-6/20/3eda4472-1f05-42ab-875c-bb8f9a4a0842/3eda4472-1f05-42ab-875c-bb8f9a4a08422.gif)
![外文翻译--建立高员工敬业度的企业文化_第3页](http://file.renrendoc.com/FileRoot1/2015-6/20/3eda4472-1f05-42ab-875c-bb8f9a4a0842/3eda4472-1f05-42ab-875c-bb8f9a4a08423.gif)
![外文翻译--建立高员工敬业度的企业文化_第4页](http://file.renrendoc.com/FileRoot1/2015-6/20/3eda4472-1f05-42ab-875c-bb8f9a4a0842/3eda4472-1f05-42ab-875c-bb8f9a4a08424.gif)
![外文翻译--建立高员工敬业度的企业文化_第5页](http://file.renrendoc.com/FileRoot1/2015-6/20/3eda4472-1f05-42ab-875c-bb8f9a4a0842/3eda4472-1f05-42ab-875c-bb8f9a4a08425.gif)
已阅读5页,还剩9页未读, 继续免费阅读
版权说明:本文档由用户提供并上传,收益归属内容提供方,若内容存在侵权,请进行举报或认领
文档简介
中文 3716 字 本科毕业论文(设计) 外文翻译 外文题目 Building a culture of high employee engagement 外文出处 Strategic HR Review.2010(3):p25-31 外文作者 Gary Tomlinsoon 原文: Building a culture of high employee engagement 作者: Gary Tomlinson Kia Motors is part of the Hyundai-Kia Automotive Group the fourth largest automotive manufacturer in the world with its headquarters in Seoul, Korea. The company employs over 40,000 employees in over 167 countries. This case study centers on Kia Motors (UK), which is a wholly owned subsidiary of Kia Motors Corporation that is based in the south of England and employs over 2,500 people through is HQ and dealership network. The engagement strategy that was formulated in the UK is now being be rolled out on a Pan-European level and shared with the global HR team at the companys HQ in Seoul. To support the development of the employee engagement strategy HR utilized the marketing communications tools SOSTAC. This tool consists of six parts and forms the structure for presenting the case study. SOSTAC stands for: Situation. Understanding the challenge facing HR. Objectives. Setting the engagement objectives for Kia Motors. Strategy. Becoming a true employer of choice. Tactics. Introducing the Kia Motors engagement model. Action. Interventions to improve employee engagement. Control. Measuring the success of the strategy. Situation: understanding the challenge facing HR During 2006 Kia Motors (UK) went through a very difficult period, with the business experiencing rapidly falling sales, increased financial losses and very low levels of employee engagement, with the latter very much seen as both a cause and effect of the poor business performance. Towards the latter end of 2006, Kia Motors (UK) came under new HR leadership, with Gary Tomlinson appointed as the new head of HR. The first step agreed with the board, was to understand the state of employee satisfaction through the use of the internal employee survey, Your Voice. The Kia employee survey is based on a five-point, multi-rater Likert scale from strongly agree through to strongly disagree. The 2006 survey illustrated many challenges including, among others, internal communications being rated at only 3 percent and awareness of the strategic direction at 32 percent. The consequences of such poor results were felt in other measures of HR, including employee turnover reaching an unprecedented 31 percent by the end of 2006. The resulting direct costs to the business (recruitment, legal and exit costs) were over 600,000 by 2006 year end. In January 2007 with the arrival of a new Korean CEO and shortly after a new British MD, HR was challenged to develop an employee engagement strategy to improve employee morale and address the high levels of employee turnover. Objectives: setting the engagement objectives for Kia Motors Therefore HR agreed with the board some ambitious objectives to address the challenges the organization was experiencing. These were: Increase the average score across the five direct line manager indicators by 10 percent. The indicators are the support managers provide, their communication, the quality of feedback to their direct reports at appraisals, the recognition of work well done and the respect between manager and employee. Seek an increase in the employee survey results on the 12 key engagement indicators. Aim to reduce the level of employee turnover within Kia Motors, which was 31 percent at the end of 2006. Look to reduce the employee costs of recruitment and exiting of employees within the organization on an annual basis by 10 percent. Strategy: becoming a true employer of choice The strategy agreed with the board for HR was to develop the employer brand as a true “employer of choice.” Since the UK automotive market was very competitive with a relatively limited pool of talent, it was critical for Kia to be seen as an attractive employer if it was to attract and retain talent to the brand. An HR strategy was put in place with the aim to achieve as a marker of progress the Investors In People award by the end of 2008. Longer term the aim was for Kia Motors UK to be seen as not just an employer of choice in the UK automotive industry but also more widely on a national basis as an employer brand. The focus for HR was on improving “employee engagement,” which was about creating an “emotional connection” with employees so that they are passionate and “live” the brand. At Kia Motors, employee engagement consists of three parts the belief (mental), the feeling the brand generates (emotion) and, most importantly, the generation of discretionary effort (behavior). The strategy was developed after triangulating three sources, our employee satisfaction survey results, comparison of the results with certain competitor companies, which was accessed via automotive networking groups and a review of secondary data on best practice in employee engagement. The strategy was focused on three distinct but connected themes: leadership, internal communications and employee development, based on research conducted into the drivers of employee engagement see Figure 1. Tactics: introducing the Kia Motors Engagement model The employee engagement strategy consisted of five interventions that were distinct but interconnected for symbiosis and greater impact see Figure 2. Action: interventions to improve employee engagement 1. Leadership development Based on the research on employee engagement, the organization knew that senior and middle management were the key drivers in building engagement in the workforce. So a significant focus was on developing the people management skills of Kias managers who had line management responsibility. All members of the management team were sent on a series of training courses to improve their management skills. In order to measure their behavioral change, all managers were tested through a 360-degree assessment tool before and after attending the training. To support the implementation of the training all managers received a management “toolkit” that included a set of management techniques built around the core competencies required of the role. To gain buy-in to the training, it was sponsored by the CEO, all delegates signed up to learning contracts and the chosen training partner, Techniques For Change, provided a dedicated learning support center. The focus was very much on doing rather than knowing, built around Kia Motors framework of five core behavioral competencies that are applicable for all employees, each of which has positive and negative indicators. The five core behavioral competencies at Kia Motors are delivering results, customer focus, communication, managing self or others and teamworking. 2. Employee recognition The employee survey illustrated that employees felt there was not enough recognition for staff contributions. Kia was keen to ensure that employees were rewarded for their efforts and in 2007 introduced the “outstanding awards” for employees that were presented on a quarterly basis at a companywide town hall meeting. These awards were presented by the CEO and were for either individual or team contributions. To ensure the awards gained employee support, the nominations came direct from employees, rather than purely from senior management. The winners were provided with a certificate and a gift, which provided them with a range of choices, from days out to balloon flights or a pampering weekend at a health spa. In addition, employees are rewarded with the “Kia thank you” a simple card and a little present for a job well done. This is informal recognition coming from the respective line manager, with the employee returning to their desk to find a thank you card and present. The idea was inspired by the brand tagline of “the power to surprise,” something Kia wanted to reflect internally. 3. Internal communications To support the improvement of internal communications, a number of tools to facilitate greater organizational communications were introduced. These included quarterly employee briefings and a more rigorous use of performance management to ensure appraisals were completed 100 percent across the organization by all employees something that was achieved for the first time in 2007. A new corporate intranet, Kia Vision, was also launched. This was very much positioned around being an enabling tool to improve communications across the organization. The content was a combination of key business information, presentations and provision of some more lighthearted commentary to help build a sense of togetherness across the various departments. Following some focus groups with employees, it was also decided to set up an employee forum that consisted of at least one representative from each department. This in particular has proven to be a useful tool to support employees in raising items of concern. To further ensure transparency the minutes and agreed conclusions of the meeting are published for all to see. 4. Organizational development This intervention was in many ways the most-wide ranging. One of the most significant changes made in early 2007 was the removal of all employee bonuses. HR led the negotiations with the relevant employees, gaining universal support for the removal of bonuses with a collective offer of a fixed rate percentage increase to employees base salary. The rationale behind this was the belief that the bonus culture within the organization was creating an environment of short-termism and leading individuals, on occasion, to place personal gain over the long-term interests of the company. The organization was very much following the maxim of Goodharts law when a measure becomes a target, it ceases to be a good measure, i.e. the incentive itself distorts the behavior making the measure itself an unsatisfactory way of assessing performance. Given the economic experience of the credit crunch and allegations directed at the banking and finance industries, Kia believes it was very much ahead of the curve in eradicating the bonus culture. It also completely re-wrote the employee handbook and all HR policies and procedures to ensure they were aligned with the cultural values. Other changes made included improving employee benefits by introducing child care vouchers, increasing holiday allowance and introducing a dress down Friday to support a more relaxed culture. 5. Employee development The organization also ensured that non-management employees received training to support them in both their role and career development. Through Kias appraisal process, training needs analyses were collected across the organization and utilized to create a clear training plan for each employee, aligned with their career aspirations as expressed in their annual appraisal. Control: measuring the success of the strategy Between the launch of the engagement strategy in March 2007 and October 2009, Kia experienced for three consecutive years improvements across all four of its key objectives: Increase the average score across the five direct line manager indicators by 10 percent. Kia includes the five indicators that measure direct line manager performance within its employee survey. From the time the leadership program began, to the completion of the course, there was a 14 percent average increase from 64 percent to 78 percent in the measurement scores. What is most encouraging is that over one year after this program ended the improved scores have remained demonstrating the sustainability of the intervention. Seek an increase in the employee survey results on the 12 key engagement indicators. In the survey utilized by Kia Motors (UK) there are 12 key indicators that the company utilizes to measure engagement across the business. These indicators cover a broad range of engagement drivers including senior management, internal communications, pride in the organization and relationship with the direct line manager.The aggregate score is calculated by combining the total percentage points and then dividing across the 12 key indicators. The average score has grown significantly, from 39 percent in 2006, to 51 percent in 07, to 65 percent in 08 and 71 percent in 2009. Overall since the engagement strategy was launched, there has been an average increase of 32 percentage points. Aim to reduce the level of employee turnover within Kia Motors, which was 31 percent at the end of 2006. The fundamental challenge for the board that required addressing was to reduce employee turnover. From the high point of 31 percent employee turnover in 2006, there have been significant reductions to 15 percent 2007, 5 percent in 2008 and below 2 percent of the total workforce by October 2009.Therefore the strategy implemented in the UK has proven to have a positive impact in reducing the initial high levels of employee turnover. Clearly the credit crunch has reduced the potential of employee turnover for all companies, however even pre-credit crunch the significant reduction in employee turnover demonstrated the value of the adopted strategy. Look to reduce the employee costs of recruitment and exiting of employees within the organization on an annual basis by 10 percent. Between 2006 and 2007, Kia Motors (UK) experienced a HR cost reduction of over 400,000, a 71 percent reduction in employee costs. These cost savings included both recruitment and employee related costs. This has been achieved in addition to recruiting a whole new senior management team in 2007, including a new managing director. In the subsequent years of 2008 and 2009 the effects of the engagement strategy have brought additional significant cost savings to the organization. As testament to the progress made, in 2008 the organization committed to attempting to gain the Investors In People employee recognition, which was achieved in quarter four 2008. The keys to success : Resistance from the CFO to make the investment Aspects of the senior management team had reservations about investing in employee engagement, most notably the then CFO. However, in March 2007 HR presented to the board the substantial evidence of the link between high employee engagement and business results. This was based on wide-ranging research that the author had conducted on best practice and the relationship between highly engaged workforces and business performance. What added leverage was the organizations own (at the time) poor performance and low levels of employee engagement. Having presented to the board and liaised with many of the senior management one to one, eventually HR gained full support for the engagement strategy. Initial distrust of employees overcome by the communications strategy or resistance to change Central to the success of this strategy were two key factors. Firstly was the buy-in of the board. The public commitment from the CEO to improving employee morale within the business was fundamental to ensuring employees knew this was a major business initiative and not simply about HR pushing its own agenda. Secondly, the organization both used and sought to improve internal communications channels to build engagement, thereby ensuring that there was consistent communication with management and employees so everyone understood progress and the next steps. This has proven to be a real key driver in the success. 译文 : 建立高员工敬业度的企业文化 Gary Tomlinson 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, Gary Tomlinson 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
温馨提示
- 1. 本站所有资源如无特殊说明,都需要本地电脑安装OFFICE2007和PDF阅读器。图纸软件为CAD,CAXA,PROE,UG,SolidWorks等.压缩文件请下载最新的WinRAR软件解压。
- 2. 本站的文档不包含任何第三方提供的附件图纸等,如果需要附件,请联系上传者。文件的所有权益归上传用户所有。
- 3. 本站RAR压缩包中若带图纸,网页内容里面会有图纸预览,若没有图纸预览就没有图纸。
- 4. 未经权益所有人同意不得将文件中的内容挪作商业或盈利用途。
- 5. 人人文库网仅提供信息存储空间,仅对用户上传内容的表现方式做保护处理,对用户上传分享的文档内容本身不做任何修改或编辑,并不能对任何下载内容负责。
- 6. 下载文件中如有侵权或不适当内容,请与我们联系,我们立即纠正。
- 7. 本站不保证下载资源的准确性、安全性和完整性, 同时也不承担用户因使用这些下载资源对自己和他人造成任何形式的伤害或损失。
最新文档
- 好家长期刊发表有哪些要求
- 大学生负债创业项目怎么办
- 2024-2025人教版初中七下数学湖北专版12.2.2第1课时-画频数分布直方图【课件】
- 大学生创业项目的分工
- 小学四年级数学三位数除以两位数单元考核训练题大全附答案
- 小学三年级数学五千以内加减法竞赛检测模拟题大全附答案
- 中国移动安全运维岗位工资
- 临安大学生创业项目
- 游戏化学习的力量
- 生活困难救助申请书
- 2024年银行考试-兴业银行笔试考试历年高频考点试题摘选含答案
- 油气勘探开发的勘探风险管理
- 10kV环网柜改造工程施工方案设计
- 电工班三级安全教育内容范本
- 新生儿疾病筛查可疑阳性、阳性儿复查随访登记表
- 开学前幼儿园安全培训
- 2024年春学期人教版pep版小学英语五年级下册教学进度表
- 2023年湛江市麻章区教育局招聘事业编制教师考试真题
- 电梯维保方案完整版
- 典籍里的中国
- (高清版)DZT 0208-2020 矿产地质勘查规范 金属砂矿类
评论
0/150
提交评论