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HR的角色在管理变化-小型化
UlrikeKaeppler
HRDirector-SCJohnsonGreaterChina
TheRealitiesofChangeTypicalcycleofchangeinanyorganizationUnderstandthespecificchallengesandopportunitiesthattheorganizationandtheiremployeesfaceHoworganizationsbegintoaddressthehighsandlowsofthechangecycleHaveaplantoexploittheenablersandeliminatethebarrierstochangeCHANGEChangeGeneratesFormidableChallengesHowtoGetDesiredResultsHowtoMaintainandIncreaseEmployeeCommitmentHowtoMaintainBusinessContinuityDuringtheProcessHowtoKeepCustomers/MultipleConstituenciesSatisfiedDuringtheProcessManyRestructuringEventsDon’tResultInSubstantialGainsfortheOrganizationCreatedsubstantialreturnsCreatedsomereturnsErodedsubstantialreturnsErodedreturnsmarginallyChangeTheoryChangetheoryhastaughtus:SignificantchangeisalwaysdrivenbyexternalforcesAllchangeinvolvesalossTheprocessofchangefollowsasequenceattheorganizationandpersonallevelResistanceandconflictarenaturalcompanionsofchangeEverymemberoftheorganizationisaffectedbychange,buttheeffectisnotequaloratthesametimeforallmembersChangeTheoryChangetheoryhastaughtus:Real,sustainablechangewillnottakeplaceunlessthereis…dissatisfactionwiththestatusquoavisionofthefutureaplanforatleastthefirststepinmovingtowardsthefutureagroupofsponsorsofthechangeeffortcriticalmassofsupportforthechangePeopleRequireTimeAndSensitivity
ToAcceptChangeResistanceDenial&ImmobilizationBargainingDepressionorAngerTestingAcceptance“Ifeeloverwhelmed”“Idon’tcare”“Thingsmightgetbetter”“Thisissounfair”“Itwon’twork”“Maybeif…”“Thisisgood,Wearesucceeding”NegativePositiveResponsesTime
OrganizationRespondFollowingAnEffectiveChangeSequenceUnfreeze
MobilizeRealize
Reinforce
SustainSetdirectionCreatewillanddesiretochangeBuildconfidenceandenergySecureshiftinbehaviorbysettingnewprocessesEmbednewcultureintheorganizationStriveforcontinuouschangeInitiatingthechangeBuildingmomentumSustainingresultsSequenceActivitiesPhaseResistanceResponsestochangeDenial&ImmobilizationAcceptanceBargainingTestingDepressionorAngerLeadingChangeUnderstandthephasesofacceptancethatretainedemployeeswillgothroughBeawareoftheirroleswhenleadingthechangeprocessBefamiliarwiththecompetenciesneededasaleaderSurvivorsSyndromeCurrentStateFutureStateEmotionEnthusiasmTrustAcceptanceBusinessImpactCommittedemployeesHappycustomersThrilledstockholdersEmotionFearAnxietyConfusionBusinessImpactSub-optimalperformanceLackofcommitmentLackofcustomer/marketfocusValleyofDespairEmotionAngerFrustrationCreativityBusinessImpactReducedproductivityLackoftrustinmanagementOrganizationalconflictLeadingChangeEnablingStaffFocusingtheeffortIndividualeffortCommunicatevisionDriveforresultsTeamcommitmentInfluence&PersuadeDevelop&EmpowerRolemodelRisktaking/SelfconfidencePersonalintegrityOrganizationalCompetenciesDriveforResults
Displayspassion,energy,andenthusiasmforaccomplishinggoalsandobjectivesMeasuresandtrackskeybusinessresultsandprogressagainstestablishedbenchmarksPushesboundariesandlooksforwaystoaccomplishbetterresultsVision
Communication
CommunicatesthechangesrequiredoftheorganizationinconcretetangibletermsBuildsenthusiasmandsupportbyconsistentlycommunicatingthroughavarietyofmediumsArrangesforinteractiveexchangestoensurethatothersunderstandwheretheorganizationisheadedandwhatthechangedorganizationwilllooklikeStaffCompetenciesTeamCommitment
Readilyplacestheneedsandgoalsoftheorganizationaboveone’sownpersonalneedsandagendaActivelyandpubliclysupportsteam/organizationdecisionseveniftheyareunpopularTakespersonalactionstobreakdownorganizationalbarriersInfluence&Persuasion
Takethetimetoensureothersunderstandone’sgoals,objectives,andvisionSellsownideasbyrelatingthemtothevaluesandgoalsofothersAnticipatespotentialobjectionsandobstaclesandpreparesalternativeargumentsandcoursesofactionStaffCompetenciesDeveloping&Empowering
Personallyworkstodevelopthecompetenceandself-confidenceofdirectreportsthroughregularfeedback,reinforcement,andpersonalsupportWithdrawsfromdecision-makingandimplementationassoonasfeasibleinordertoletotherstakechargeandassumeresponsibilityDemonstratesgenuinerespectforandtrustintheabilitiesofothersIndividualCompetenciesRoleModel
ModelswordsandbehaviorswhichsupporttheethicsandvisionoftheorganizationOpenlysupportstheorganizationanditsemployeesEmbracesthechangeprocessandtakesactiontomovetowardfutureinitiativesRiskTakingSelf-Confidence
WillingtotakeactionwhichissoundbutmaynotalwaysbesafeChallengesboththesystemandothersevenwhenconflictislikelyDemonstratesarealisticandbalancedsenseofconvictionregardingone’sskillsandabilitiesIndividualCompetenciesPersonalIntegrity
Behavesinamannerthatisconsistentwiththelaw,ethics,andcultureoftheorganizationReadilyassumespersonalresponsibilityforone’swonbehaviorandtheoverallbehaviorofhis/herorganizationPersonallyfollowsthroughtoensurecommitmentsarekeptandpromisesfulfilled
IntroductiontoJohnsonPyramidAwarenessUnderstandingBeliefCommitmentEffectiveCommunicationDuringProcessChangeAWARENESSUNDERSTANDINGBELIEFOPTIMALPERFORMANCECOMMITMENTTrustInvolvementConsistencyEvidenceClarityDialogueSimplicityRelevanceIwanttomake
ithappenIbuyitIgetitIhearditTheJohnsonPyramidIhearditThePyramidAWARENESSSimplicityRelevanceToAchieveRelevance,KnowYourEmployee!Howmuchdotheyknowaboutthetopic?Whyshouldtheycareaboutit?What’stheirprimaryareaofinterestorconcernaboutit?Dotheyhaveanypreconceivednotionsaboutit?Anypastexperienceswithit?What3questionsaretheymostlikelytohave?Arethereotherburningissuesthatneedtobeaddressedbeforetheycanopentheirmindstothemessage?ConsidertheirreactiontosimilarcommunicationsinthepastKeepItSimpleStartwiththemainpoint–thatwayiftheydon’tpassthefirstsentencethey’llstillgetthemessageEmphasize–howdoesthisaffecthimorher?Whatmusttheydoinresponse?Usesimple,everydaylanguage–avoidjargon,slangandcomplexsentencesOrganizedetailslogically–usebulletpoints,graphs,columns,chartsandpicturestomakeinformationeasiertodigestAWARENESSUNDERSTANDINGClarityDialogueSimplicityRelevanceIgetitIhearditThePyramidC.L.E.A.R.CommunicationProvides…C …ContextL …LinkstotheReceiverE …ExamplesA …AnalogiesR …RepresentativePicturesUnderstanding-DialogueReflectiveListeningConsistsOf…Listeningwithanon-judgmentalattitudeListeningforthepurposeofunderstandingthetopicfromthespeaker’spointofviewStatinginyourownwordsyourunderstandingofboththecontentandthefeelingsbeingexpressedReflectiveListeningIsHelpfulWhen…TheemotionalcomponentofthemessageseemssignificantTheissuesareofgreatimportancetothespeakerYouarepreparedtoinvestthenecessarytimeandenergyUnderstanding-DialogueListenActively…Stayneutral;avoidjudgingthespeaker'sstyleormessage.Givecompleteattentiontothespeakerandbepreparedtospendasmuchtimeastheyneed.Listenforideas,notjustforfacts.Watchnon-verbalcommunication.Understanding-DialogueUnderstanding-DialogueListenactively…Usesilencetoletbothsidesmentallyreviewwhathasbeensaidandwherethediscussionisgoing.Listenempathetically.Showthroughfacialexpressionsthatyouareunderstandingtheperson'swordsandemotions.Usequestionstoclarifyortocheckunderstanding.WhenReflecting…BebriefUseyourownwordsTellwhatcorethemesyouarehearingTellwhatemotionyouarehearing(whenpossible)Understanding-DialogueDialogue-EffectiveQuestioningOpenCannotbeansweredbysimple,1-or2-wordanswersWhatisyourplanforimprovingqualityintheplant?ClosedAnsweredwithshort,simpleanswers;meantforconfirmationnotinformationgatheringDoyouthinkweshouldhirethiscandidate?LeadingSuggestsdesiredanswerinthequestionDon’tyouagreethisisthebestidea?AWARENESSUNDERSTANDINGBELIEFConsistencyEvidenceClarityDialogueSimplicityRelevanceIbuyitIgetitIhearditTheJohnsonPyramidBeliefEvidenceExternalReferencePointsInternalLogicConsistency
Whatyoudo=WhatyousayConsistencyovertimeAWARENESSUNDERSTANDINGBELIEFCOMMITMENTTrustInvolvementConsistencyEvidenceClarityDialogueSimplicityRelevanceIwanttomake
ithappenIbuyitIgetitIhearditTheJohnsonPyramidDownsizinginSCJHistoricalbackgroundHeadcountreducedbyapprox.1000employeesfrom1992to20011999:89employeesvianonrenewalofemploymentcontractsFrom1992-1997:approximately800employeesreturnedtothejointventurepartnerwithgenerousseparationpackage,andpartnerdealtin1997withtheindefiniteemploymentcontract.1995Earlyretirementprogramstipulatedbygovernmentimpactedaround130employeesBackgroundofSCJ
FactoryConsolidationProjectCURRENTSTATUS:Separatebusinesslocationswithadministrativeofficein PudongandmanufacturingplantinNandaOBJECTIVESCOSTSAVINGSGrossprofitimprovement,resultingfromheadcountreduction,increasingproductivityandeliminatingofcontractmanufacturingfees.Othersavingsincludeareductioninaverageworkingcapitalandavoidingbuilding/utilityupgrades.PRODUCTIVITYdoubledproductmakeroutput/asinglebuildinglayoutversus19buildingsCAPACITYThenewfactoryresolvespeakproductioncapacityissuesandwillcoverChinafive-yeargrowthprojections.S/H/EComplianceOrganizationalObjectivesImproveefficiencyandorganizationalhealthNomajordisruptionsofbusinessRemainingworkforcecommittedandmotivatedResolveheadcountreductioninaccordancewithlaborlawinlinewithprinciplesofourcompanyphilosophyofThisWeBelievebyincreasingflexibilityofworkforce,andimprovingagestructurereducingheadcountby11%via2projectsBackgroundofWorkForceTurnoverzero Averageageofcompany38.7Numberofemployeesoverageof40:Operations: 56%Administration:70%Over60%ofemployeeshaveindefiniteemploymentcontractWhoWillBeImpacted?Jobeliminated-ContractTerminationEmployeedisplaced
UnaffectedemployeeWait-forRetirementContractExpiration-Non-renewalEmployeeOurStrategiesToReduceHeadcount
NaturalAttritionNonrenewalofdefiniteemploymentcontractsWaitforretirementprogramNewIndefiniteContractTerminationContingencyOldIndefiniteBuyoutTransferThoroughPreparationBeforeActualIndividualCommunicationInvolveenablers(i.e.tradeunion,LaborBureauandpartner)LearnfrombestpracticeinthemarketConsidercorporatecultureLookatmultiplescenariosIdentifypotentialopinionleaders
OurStrategy
ContractNon-renewalemployeeswhosecontractexpires01/02willnotberenewedseparationpackage:competitiveseparationpackageplusoutplacementsupportincludingtrainingassistanceWaitingforRetirementTargetgroup:Employeeswithupto5yearstoofficialretirementbyOctober31,2002.Offeredtoalleligibleemployees.FewemployeesareidentifiedasbeingcriticaltotheorganizationandencouragedtostaywithSCJforacertainperiod.Marketpractice:MainlyusedbySOE,buthasbeenusedrecentlybyfewJVswithlongerpresenceinChinatosolvetheproblemofagingworkforceandlowproductionefficiencyProposedpackage:Percentageofbasesalarydifferentpercentageforstaff/managerandworkersStaterequiredbenefitsplussomeselectedcompanybenefitsOurStrategy
NewIndefiniteContractTerminationSelectedbasedonnumberofimpactedpositionsListofcriterionLast3yearsperformanceratingwithmoreweightonrecentyearsPracticallearningabilityFamilysituationEducationwasnotaddedbutcanbeifpolicyisinplaceOurStrategy1.OldIndefiniteContractBuyout:CompetitiveSeparationpackageplusoutplacementsupportincludingtrainingassistanceHastobemutuallyagreedIncaseemployeesdonotacceptbuyout, 2.Offer“specialpoolprogram”ManagedbyHR,EmployeewillbeallocatedtoprojectswhereneededReadjustsalary1.0timescityminimum=445RMBmonthlyIncaseemployeesdonotacceptspecialpool,3.TerminateemploymentcontractPossibleStrategyIndividualEmployeeMeetingsDifficultandemotionalConductedinatenseatmosphereStakesarehighManagersareexpectedtocontinuetorunthebusinessReactionsaregenerallypredictableOutcomesaremanageableAnending…and…anewbeginningContingencyPlanForpassiveprotestDamagingcompanypropertyIntheeventemployeesharmshimselfIntheeventharmsotheremployeesSecuritycontrolofISsystemProvidemediatrainingPreparekeymessagesandmediastatementsInitiatingthechange:Unfreeze/Mobilize
SetDirection/Createwillanddesiretochange:Explanationthatnewskillsarerequiredtoworkinnewfactory.Whocannotimprovemayhavetoleave.(08/00)Generalmanagerletterstatingstrategiesandreasonsforchange(5/01)Initiatingthechange:Unfreeze/Mobilize
BuildconfidenceandenergyCommunicate,Communicate,CommunicateCommunileaderandchangemanagementtrainingwithallmanagersSpecifictrainingwithmanagerswhosesubordinatesareimpactedTakeoneononetimewithimpactedindividual.ListentoconcernsbutdonotaddressorrespondatmeetingAcknowledgethatdenialandimmobilizationispartoftheprocessandpeoplewillgetoveritApplypolicyconsistently.Donotopenupfornegotiation.BuildingMomentum:Realize/ReinforceSecureshiftinbehaviorRecognizeyouarehalfthereifemployeesstarttobargainProvideincentivetomakeadecisiontogaincriticalmassandpullthroughProvideanswertoalloutstandingquestionraisedEmbedintheorganizationExecuteflawlesslyDeliveronwhathasbeenagreedBuildingMomentum:Realize/ReinforceStriveforcontinuosimprovementEmployeesacceptth
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