HR 的角色在管理变化 - 小型化.ppt

1、HR 的角色在管理变化 - 小型化,Ulrike KaepplerHR Director - SC Johnson Greater China,The Realities of Change,Typical cycle of change in any organization Understand the specific challenges and opportunities that the organization and their employees face How organizations begin to address the highs and lows of the

2、 change cycle Have a plan to exploit the enablers and eliminate the barriers to change,CHANGE,Change Generates Formidable Challenges,How to Get Desired Results,How to Maintain and Increase Employee Commitment,How to Maintain Business Continuity During the Process,How to Keep Customers/Multiple Const

3、ituencies Satisfied During the Process,Many Restructuring Events Dont Result In Substantial Gains for the Organization,Created substantial returns,Created some returns,Eroded substantial returns,Eroded returns marginally,Change Theory,Change theory has taught us: Significant change is always driven

4、by external forces All change involves a loss The process of change follows a sequence at the organization and personal level Resistance and conflict are natural companions of change Every member of the organization is affected by change, but the effect is not equal or at the same time for all membe

5、rs,Change Theory,Change theory has taught us: Real, sustainable change will not take place unless there is dissatisfaction with the status quo a vision of the future a plan for at least the first step in moving towards the future a group of sponsors of the change effort critical mass of support for

6、the change,People Require Time And Sensitivity To Accept Change,Time,Organization Respond Following An Effective Change Sequence,Leading Change,Understand the phases of acceptance that retained employees will go through Be aware of their roles when leading the change process Be familiar with the com

7、petencies needed as a leader,Survivors Syndrome,Current State,Future State,Emotion Enthusiasm Trust Acceptance Business Impact Committed employees Happy customers Thrilled stockholders,Emotion Fear Anxiety Confusion Business Impact Sub-optimal performance Lack of commitment Lack of customer/market f

8、ocus,Valley of Despair,Emotion Anger Frustration Creativity Business Impact Reduced productivity Lack of trust in management Organizational conflict,Leading Change,Enabling Staff,Focusing the effort,Individual effort,Organizational Competencies,Drive for Results,Displays passion, energy, and enthusi

9、asm 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 results,Vision Communication,Communicates the changes required of the organization in concrete tangible terms Buil

10、ds 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 changed organization will look like,Staff Competencies,Team Commitment,Readily places the needs and g

11、oals of the organization above ones own personal needs and agenda Actively and publicly supports team/organization decisions even if they are unpopular Takes personal actions to break down organizational barriers,Influence avoid judging the speakers style or message. Give complete attention to the s

12、peaker and be prepared to spend as much time as they need. Listen for ideas, not just for facts. Watch non-verbal communication.,Understanding - Dialogue,Understanding - Dialogue,Listen actively Use silence to let both sides mentally review what has been said and where the discussion is going. Liste

13、n empathetically. Show through facial expressions that you are understanding the persons words and emotions. Use questions to clarify or to check understanding.,When Reflecting Be brief Use your own words Tell what core themes you are hearing Tell what emotion you are hearing (when possible),Underst

14、anding - Dialogue,Dialogue - Effective Questioning,Open Cannot be answered by simple, 1- or 2-word answers What is your plan for improving quality in the plant? Closed Answered with short, simple answers; meant for confirmation not information gathering Do you think we should hire this candidate? Le

15、ading Suggests desired answer in the question Dont you agree this is the best idea?,AWARENESS,UNDERSTANDING,BELIEF,Consistency,Evidence,Clarity,Dialogue,Simplicity,Relevance,I buy it,I get it,I heard it,The Johnson Pyramid,Belief,Evidence External Reference Points Internal Logic Consistency What you

16、 do = What you say Consistency over time,AWARENESS,UNDERSTANDING,BELIEF,COMMITMENT,Trust,Involvement,Consistency,Evidence,Clarity,Dialogue,Simplicity,Relevance,I want to make it happen,I buy it,I get it,I heard it,The Johnson Pyramid,Downsizing in SCJ,Historical background,Headcount reduced by appro

17、x. 1000 employees from 1992 to 2001 1999: 89 employees via non renewal of employment contracts From 1992-1997: approximately 800 employees returned to the joint venture partner with generous separation package, and partner dealt in 1997 with the indefinite employment contract. 1995 Early retirement

18、program stipulated by government impacted around 130 employees,Background of SCJ Factory Consolidation Project,CURRENT STATUS: Separate business locations with administrative office in Pudong and manufacturing plant in Nanda OBJECTIVES COST SAVINGS Gross profit improvement, resulting from headcount

19、reduction, increasing productivity and eliminating of contract manufacturing fees. Other savings include a reduction in average working capital and avoiding building/utility upgrades. PRODUCTIVITY doubled product maker output/ a single building layout versus 19 buildings CAPACITY The new factory res

20、olves peak production capacity issues and will cover China five-year growth projections. S/H/E Compliance,Organizational Objectives,Improve efficiency and organizational health No major disruptions of business Remaining workforce committed and motivated Resolve headcount reduction in accordance with

21、 labor law in line with principles of our company philosophy of This We Believe by increasing flexibility of workforce, and improving age structure reducing headcount by 11% via 2 projects,Background of Work Force,Turnover zero Average age of company 38.7 Number of employees over age of 40: Operatio

22、ns: 56% Administration: 70% Over 60% of employees have indefinite employment contract,Who Will Be Impacted?,Our Strategies To Reduce Headcount,Natural Attrition Non renewal of definite employment contracts Wait for retirement program New Indefinite Contract Termination Contingency Old Indefinite Buy

23、out Transfer,Thorough Preparation Before Actual Individual Communication,Involve enablers (i.e. trade union, Labor Bureau and partner) Learn from best practice in the market Consider corporate culture Look at multiple scenarios Identify potential opinion leaders,Our Strategy,Contract Non-renewal emp

24、loyees whose contract expires 01/02 will not be renewed separation package: competitive separation package plus outplacement support including training assistance,Waiting for Retirement Target group: Employees with up to 5 years to official retirement by October 31, 2002. Offered to all eligible emp

25、loyees. Few employees are identified as being critical to the organization 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 efficie

26、ncy Proposed package: Percentage of base salary different percentage for staff/ manager and workers State required benefits plus some selected company benefits,Our Strategy,New Indefinite Contract Termination Selected based on number of impacted positions List of criterion Last 3 years performance r

27、ating with more weight on recent years Practical learning ability Family situation Education was not added but can be if policy is in place,Our Strategy,1. Old Indefinite Contract Buyout: Competitive Separation package plus outplacement support including training assistance Has to be mutually agreed

28、 In case employees do not accept buyout, 2. Offer “special pool program” Managed by HR, Employee will be allocated to projects where needed Readjust salary 1.0 times city minimum = 445 RMB monthly In case employees do not accept special pool, 3. Terminate employment contract,Possible Strategy,Indivi

29、dual Employee Meetings,Difficult and emotional Conducted in a tense atmosphere Stakes are high Managers are expected to continue to run the business Reactions are generally predictable Outcomes are manageable An ending and a new beginning,Contingency Plan,For passive protest Damaging company propert

30、y In the event employees harms himself In the event harms other employees Security control of IS system Provide media training Prepare key messages and media statements,Initiating the change: Unfreeze/ Mobilize,Set Direction / Create will and desire to change: Explanation that new skills are require

31、d 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 energy Communicate, Communicate, Communicate Communi leader and change management training w

32、ith all managers Specific training with managers whose subordinates are impacted Take one on one time with impacted individual. Listen to concerns but do not address or respond at meeting Acknowledge that denial and immobilization is part of the process and people will get over it Apply policy consistently. Do not open up for negotiation.,Building Momentum: Realize/Reinforce,Secure shift in behavior R