建立和谐的劳资关系和组织气氛(1)ppt课件

1、Creating a Positive Employee Environment建立调和的劳资关系和组织气氛Colleen Law 罗淑华VP, Human Resources 人力资源副总裁Emerson Electric Asia-Pacific 艾默生电气公司亚太区总部Emerson Corporate Overview艾 默 生 公 司 概 况 Founded in 1890成立于1890年Head-quartered in St Louis, Missouri, USA总部设于美国密苏里州圣路易斯市 Global product and market leadership全球市场和技

2、术指点者Record of consistent long-term performance坚持长期的优秀业绩纪录Global sales of US$13.8b in 20022002年总销售額达亿美圆More than 110,000 employees worldwide全球员工超越十一万名Over 60 industry-leading divisions located inover 300 manufacturing locations in 150 countries超越60家业界翘楚的子公司超越300个消费基地，分布于世界150多个国 St. Louis headquarter

3、s圣路易斯总部“2003 Fortunes Worlds Most Admired Companies Emerson named Global Top 50 All Star Global Electronics 1. GE2. Sony3. EmersonUS Electronics1. GE2. EmersonOverall rank 全球排名 : #47Industry rank 全球电子业排名: #3 global9 rating categories 评选规范：social responsibility 社会责任感innovation 革新度long-term investment

4、 value 长期投资价值use of corporate assets 公司资产运用employee talent 员工素质financial soundness 财政情况quality of management 管理质量quality of products/services 产品和效力质量global business acumen 全球商务敏锐度艾默生名列 2003“全球最受讚赏的公司全明星企业全球 50 强2002 Sales by Business Group2002 年 销 售 之 业 务 范 畴 分 布Electronics & Telecommunications电子及电信

5、17%Process Control过程控制 24%HVAC供暖、制冷及空调 17%Appliance & Tools 家电和工具 24%( US $13.8 Billion in Total 总 额 达 亿 美 元 )Industrial Automation工业自动化 18%Appliance & Tools#1 Fractional Motors#2 Appliance Components#1 Storage Solutions#1 Waste Disposers#1 Plumbing Tools家电及工具Industrial Automation#1 Alternators#1 Mo

6、tors工业自动化Process Control#1 Control Valves#1 Measurement Devices#2 Systems & Solutions过 程 控 制Electronics & Telecom#1 AC & DC Power Systems#1 OEM Embedded Power#1 Precision Climate Systems#1 Fiber Optic Conduit电子及电信 #1 Compressors供暖、通风及空调H V A CGlobal Market and Technology Leadership全 球 市 场 和 技 术 领 导

7、者Emerson China Overview艾 默 生 中 国 概 况 Started doing business in China in late 1970s七 十 年 代 末 开 始 发 展 中 国 业 务 China is Emersons biggest business partner in Asia中 国 是 艾 默 生 在 亚 洲 的 最 大 商 务 伙 伴Second only to U.S. in sales in 0202 年 销 售 額 仅 次 于 美 国Current Infrastructure: 基 本 设 施 27 manufacturing operatio

8、ns in 10 locations 27 家 工 厂 在 10 个 地 点 9 joint ventures, 21 wholly-owned 9 家 合 资 公 司， 21 家 全 资 公 司 More than 12,000 employees一 万 二 千 多 名 员 工 Our Promise我们的承诺Emerson is where technology and engineering come together to create solutions for the benefits of our customers, driven without compromise for

9、a world in action坚持不懈整合科技与工程技术为客戶提供最有利的运用方案ROLE OF HUMAN RESOURCES人力资源部的职责Communications 沟通Employee Advocacy员工沟通媒介Accountability 问责Emphasis on Good Supervision 强调有效的监视Urgent Problem Response 对问题迅速作出反响Strong Ethics Program 严厉执行职业品德规范制度Recruitment Development Retention 招聘 发 展 人才挽留Legal Compliance 遵守法规

10、Ensure a Safe Workplace 确保任务场所的平安Integral Part of Management Team 管理团 队 的中心组 成部分Employees can maximize their contributions to the organization only if they fully understand the business strategy plan and opportunity 员工只需在充分了解公司的商业战略方案/机遇时才干释放其最大的能量Annual communication plan developed at each location

11、 每个内部组织制定年度沟通計划Think about our key messages重点在关键信息方面Decide upon communication methods 确定沟通方式Follow through on the scheduled communications 仔细完成沟通方案Role of Human Resources人力资源部的职责Communications 沟通Employee Advocacy人力资源代表应该是员工沟通的媒介“We Exist To Ensure That The Employee Point Of View Is Always Heard And

12、Considered And That Our Personnel Policies Are Correctly Administered.“我们的存在目的是确保员工的想法能被充分了解和思索，并保证我们的人事政策得到正确实施。 Role of Human Resources人力资源部的职责 “The Human Resources Balancing Act“平衡的艺术 Communication 沟通 Employee AdvocateBusiness Advocate员工期望业务需求 _Human Resources and Business Planning 人力资源和业务规划Role

13、of Human Resources人力资源部的职责Accountability 问责Human Resources and Management are accountable for how they interact with employees. This is accomplished through the use of : 在艾默生，和员工沟通是人力资源部和管理层的重要职责，我们经过以下途径来 实现上述目的：Annual Communication Plan 年度沟通方案Employee Opinion Surveys员工意见调查Human Resources Reviews 人

14、力资源系统测评Tool Box Meeting定期小组会议Departmental Meetings周期性部门会议All Employee Meetings季度员工会议S-O-B Address One (1) Per Year每年一次年度业务改善情况演讲 S-O-BACP年度沟通方案Annual Communication Plan 年度沟通方案Employee Communications员工沟通One of the Employee Communication Tools for Building the trust其中一種有效的建立互信的沟通工具Empoyee Opinion Surv

15、ey 員工意见调查Foundation of Positive Employee Relations Since 1954 美国总公司自1954年起注重建立良好的员工关系Critical Division and Plant Continuous Improvement Tool 它是分公司用以继续改善任务的主要工具Jointly Analyzed by Plant / Division / Corporate ER Staff 由工厂/分公司/总公司员工关系部共同分析调查结果The Climate Profile Score = Accountability 组织气氛评分 = 问责The E

16、merson Employee Opinion Survey 艾默生员工意见调查流程Purpose 目的EOS is used as a management tool for: “员工意见调查是一种管理工具用于:Assessing the overall employee relations climate 评价员工关系的整体气氛Identifying specific major problems 识别公司内部存在的主要问题Evaluating success of specific programs 评价一些艰苦的工程工程能否胜利Assessing training needs 评价培训

17、需求Providing a quality control check on communication efforts 为沟通任务提供质量控制检查Focus on process but not report 应首重过程，而非报告Critical Success Factors 胜利要素Dont try to manipulate the result切勿尝试操控结果Signify top managements commitment to well being of employees 表达管理层对员工所关怀的问题的注重和承诺Survey report is only a means &

18、the starting point to improve rather the end itself 调查报告只是改良的手段及起点，而非最终目的Segment the employees into workgroup to identify the problem area 将员工分成任务小组以确认问题所在Time management of HR 人力资源部要准确估控任务量Terrible workload but worthwhile return任务量极大，但会得到值得的报答Critical Success Factors 胜利要素Preparing survey result pre

19、sentation for work groups 预备各小组的调查结果报告Conducting work group feedback sessions 进展小组反响会议Compiling summary for feedback sessions to derive action plan 汇总反响会议的意见，从而制定行动订方案Criteria to select optional questions 如何选定问题Dos 宜Select what employees dissatisfy most now 选择雇员现时最不满的Select what make them staying wi

20、th us & willing to contribute in long run 选择长久而言使他们留效并卖力任务的Donts 忌Exclude what stakeholders did not like to see 排除个别相关方不想见的 Exclude what seems to be “impossible to improve or “unaffordable 排除一些所谓 “不能够改善 或 “不能承当 的Employee but not management perspective 从雇员而非管理层的角度选定问题Critical Success Factors 胜利要素When

21、 interpreting the result data 当研讨原始数据时Be action-oriented 以行动为本Highlight the “most unfavorable but not “most favorable to look for opportunities to improve 著重评分 “最差 而非 “最好 的，以寻觅改良时机 Think critically for any “unexpectedly unfavorable to bridge the gap of perception between management & employees 仔细思索

22、“出人预料的差 的，以拉近管理层与雇员对该问题的认知的间隔Not to justify what we have done in the past but to dig what we should do in the future应寻觅未来该做的事，而非已获得的成就Critical Success Factors 胜利要素Focuses 重点Emphasize on 着重点Small group feedback meetings with employees 反响谈判Analysis meeting and action plan development 调查分析会议及制定行动方案Employees communication of the action plans 与员工沟通有关行动方案Follow up actions execution 跟进展动方案Small group feedback meetings 反响谈判A small group meeting without supervisors partic