HR的角色在管理變化英文版

HR的角色在管理變化-小型化

UlrikeKaeppler

HRDirector-SCJohnsonGreaterChina第一頁，共五十四頁。

TheRealitiesofChangeTypicalcycleofchangeinanyorganizationUnderstandthespecificchallengesandopportunitiesthattheorganizationandtheiremployeesfaceHoworganizationsbegintoaddressthehighsandlowsofthechangecycleHaveaplantoexploittheenablersandeliminatethebarrierstochange第二頁，共五十四頁。CHANGEChangeGeneratesFormidableChallengesHowtoGetDesiredResultsHowtoMaintainandIncreaseEmployeeCommitmentHowtoMaintainBusinessContinuityDuringtheProcessHowtoKeepCustomers/MultipleConstituenciesSatisfiedDuringtheProcess第三頁，共五十四頁。ManyRestructuringEventsDon’tResultInSubstantialGainsfortheOrganizationCreatedsubstantialreturnsCreatedsomereturnsErodedsubstantialreturnsErodedreturnsmarginally第四頁，共五十四頁。ChangeTheoryChangetheoryhastaughtus:SignificantchangeisalwaysdrivenbyexternalforcesAllchangeinvolvesalossTheprocessofchangefollowsasequenceattheorganizationandpersonallevelResistanceandconflictarenaturalcompanionsofchangeEverymemberoftheorganizationisaffectedbychange,buttheeffectisnotequaloratthesametimeforallmembers第五頁，共五十四頁。ChangeTheoryChangetheoryhastaughtus:Real,sustainablechangewillnottakeplaceunlessthereis…dissatisfactionwiththestatusquoavisionofthefutureaplanforatleastthefirststepinmovingtowardsthefutureagroupofsponsorsofthechangeeffortcriticalmassofsupportforthechange第六頁，共五十四頁。PeopleRequireTimeAndSensitivity

ToAcceptChangeResistanceDenial&ImmobilizationBargainingDepressionorAngerTestingAcceptance“Ifeeloverwhelmed”“Idon’tcare”“Thingsmightgetbetter”“Thisissounfair”“Itwon’twork”“Maybeif…”“Thisisgood,Wearesucceeding”NegativePositiveResponsesTime第七頁，共五十四頁。

OrganizationRespondFollowingAnEffectiveChangeSequenceUnfreeze

MobilizeRealize

Reinforce

SustainSetdirectionCreatewillanddesiretochangeBuildconfidenceandenergySecureshiftinbehaviorbysettingnewprocessesEmbednewcultureintheorganizationStriveforcontinuouschangeInitiatingthechangeBuildingmomentumSustainingresultsSequenceActivitiesPhaseResistanceResponsestochangeDenial&ImmobilizationAcceptanceBargainingTestingDepressionorAnger第八頁，共五十四頁。LeadingChangeUnderstandthephasesofacceptancethatretainedemployeeswillgothroughBeawareoftheirroleswhenleadingthechangeprocessBefamiliarwiththecompetenciesneededasaleader第九頁，共五十四頁。SurvivorsSyndromeCurrentStateFutureStateEmotionEnthusiasmTrustAcceptanceBusinessImpactCommittedemployeesHappycustomersThrilledstockholdersEmotionFearAnxietyConfusionBusinessImpactSub-optimalperformanceLackofcommitmentLackofcustomer/marketfocusValleyofDespairEmotionAngerFrustrationCreativityBusinessImpactReducedproductivityLackoftrustinmanagementOrganizationalconflict第十頁，共五十四頁。LeadingChangeEnablingStaffFocusingtheeffortIndividualeffortCommunicatevisionDriveforresultsTeamcommitmentInfluence&PersuadeDevelop&EmpowerRolemodelRisktaking/SelfconfidencePersonalintegrity第十一頁，共五十四頁。OrganizationalCompetenciesDriveforResults

Displayspassion,energy,andenthusiasmforaccomplishinggoalsandobjectivesMeasuresandtrackskeybusinessresultsandprogressagainstestablishedbenchmarksPushesboundariesandlooksforwaystoaccomplishbetterresultsVision

Communication

CommunicatesthechangesrequiredoftheorganizationinconcretetangibletermsBuildsenthusiasmandsupportbyconsistentlycommunicatingthroughavarietyofmediumsArrangesforinteractiveexchangestoensurethatothersunderstandwheretheorganizationisheadedandwhatthechangedorganizationwilllooklike第十二頁，共五十四頁。StaffCompetenciesTeamCommitment

Readilyplacestheneedsandgoalsoftheorganizationaboveone’sownpersonalneedsandagendaActivelyandpubliclysupportsteam/organizationdecisionseveniftheyareunpopularTakespersonalactionstobreakdownorganizationalbarriersInfluence&Persuasion

Takethetimetoensureothersunderstandone’sgoals,objectives,andvisionSellsownideasbyrelatingthemtothevaluesandgoalsofothersAnticipatespotentialobjectionsandobstaclesandpreparesalternativeargumentsandcoursesofaction第十三頁，共五十四頁。StaffCompetenciesDeveloping&Empowering

Personallyworkstodevelopthecompetenceandself-confidenceofdirectreportsthroughregularfeedback,reinforcement,andpersonalsupportWithdrawsfromdecision-makingandimplementationassoonasfeasibleinordertoletotherstakechargeandassumeresponsibilityDemonstratesgenuinerespectforandtrustintheabilitiesofothers第十四頁，共五十四頁。IndividualCompetenciesRoleModel

ModelswordsandbehaviorswhichsupporttheethicsandvisionoftheorganizationOpenlysupportstheorganizationanditsemployeesEmbracesthechangeprocessandtakesactiontomovetowardfutureinitiativesRiskTakingSelf-Confidence

WillingtotakeactionwhichissoundbutmaynotalwaysbesafeChallengesboththesystemandothersevenwhenconflictislikelyDemonstratesarealisticandbalancedsenseofconvictionregardingone’sskillsandabilities第十五頁，共五十四頁。IndividualCompetenciesPersonalIntegrity

Behavesinamannerthatisconsistentwiththelaw,ethics,andcultureoftheorganizationReadilyassumespersonalresponsibilityforone’swonbehaviorandtheoverallbehaviorofhis/herorganizationPersonallyfollowsthroughtoensurecommitmentsarekeptandpromisesfulfilled第十六頁，共五十四頁。

IntroductiontoJohnsonPyramidAwarenessUnderstandingBeliefCommitmentEffectiveCommunicationDuringProcessChange第十七頁，共五十四頁。AWARENESSUNDERSTANDINGBELIEFOPTIMALPERFORMANCECOMMITMENTTrustInvolvementConsistencyEvidenceClarityDialogueSimplicityRelevanceIwanttomake

ithappenIbuyitIgetitIhearditTheJohnsonPyramid第十八頁，共五十四頁。IhearditThePyramidAWARENESSSimplicityRelevance第十九頁，共五十四頁。ToAchieveRelevance,KnowYourEmployee!Howmuchdotheyknowaboutthetopic?Whyshouldtheycareaboutit?What’stheirprimaryareaofinterestorconcernaboutit?Dotheyhaveanypreconceivednotionsaboutit?Anypastexperienceswithit?What3questionsaretheymostlikelytohave?Arethereotherburningissuesthatneedtobeaddressedbeforetheycanopentheirmindstothemessage?Considertheirreactiontosimilarcommunicationsinthepast第二十頁，共五十四頁。KeepItSimpleStartwiththemainpoint–thatwayiftheydon’tpassthefirstsentencethey’llstillgetthemessageEmphasize–howdoesthisaffecthimorher?Whatmusttheydoinresponse?Usesimple,everydaylanguage–avoidjargon,slangandcomplexsentencesOrganizedetailslogically–usebulletpoints,graphs,columns,chartsandpicturestomakeinformationeasiertodigest第二十一頁，共五十四頁。AWARENESSUNDERSTANDINGClarityDialogueSimplicityRelevanceIgetitIhearditThePyramid第二十二頁，共五十四頁。C.L.E.A.R.CommunicationProvides…C …ContextL …LinkstotheReceiverE …ExamplesA …AnalogiesR …RepresentativePictures第二十三頁，共五十四頁。Understanding-DialogueReflectiveListeningConsistsOf…Listeningwithanon-judgmentalattitudeListeningforthepurposeofunderstandingthetopicfromthespeaker’spointofviewStatinginyourownwordsyourunderstandingofboththecontentandthefeelingsbeingexpressed第二十四頁，共五十四頁。ReflectiveListeningIsHelpfulWhen…TheemotionalcomponentofthemessageseemssignificantTheissuesareofgreatimportancetothespeakerYouarepreparedtoinvestthenecessarytimeandenergyUnderstanding-Dialogue第二十五頁，共五十四頁。ListenActively…Stayneutral;avoidjudgingthespeaker'sstyleormessage.Givecompleteattentiontothespeakerandbepreparedtospendasmuchtimeastheyneed.Listenforideas,notjustforfacts.Watchnon-verbalcommunication.Understanding-Dialogue第二十六頁，共五十四頁。Understanding-DialogueListenactively…Usesilencetoletbothsidesmentallyreviewwhathasbeensaidandwherethediscussionisgoing.Listenempathetically.Showthroughfacialexpressionsthatyouareunderstandingtheperson'swordsandemotions.Usequestionstoclarifyortocheckunderstanding.第二十七頁，共五十四頁。WhenReflecting…BebriefUseyourownwordsTellwhatcorethemesyouarehearingTellwhatemotionyouarehearing(whenpossible)Understanding-Dialogue第二十八頁，共五十四頁。Dialogue-EffectiveQuestioningOpenCannotbeansweredbysimple,1-or2-wordanswersWhatisyourplanforimprovingqualityintheplant?ClosedAnsweredwithshort,simpleanswers;meantforconfirmationnotinformationgatheringDoyouthinkweshouldhirethiscandidate?LeadingSuggestsdesiredanswerinthequestionDon’tyouagreethisisthebestidea?第二十九頁，共五十四頁。AWARENESSUNDERSTANDINGBELIEFConsistencyEvidenceClarityDialogueSimplicityRelevanceIbuyitIgetitIhearditTheJohnsonPyramid第三十頁，共五十四頁。BeliefEvidenceExternalReferencePointsInternalLogicConsistency

Whatyoudo=WhatyousayConsistencyovertime第三十一頁，共五十四頁。AWARENESSUNDERSTANDINGBELIEFCOMMITMENTTrustInvolvementConsistencyEvidenceClarityDialogueSimplicityRelevanceIwanttomake

ithappenIbuyitIgetitIhearditTheJohnsonPyramid第三十二頁，共五十四頁。DownsizinginSCJ第三十三頁，共五十四頁。HistoricalbackgroundHeadcountreducedbyapprox.1000employeesfrom1992to20011999:89employeesvianonrenewalofemploymentcontractsFrom1992-1997:approximately800employeesreturnedtothejointventurepartnerwithgenerousseparationpackage,andpartnerdealtin1997withtheindefiniteemploymentcontract.1995Earlyretirementprogramstipulatedbygovernmentimpactedaround130employees第三十四頁，共五十四頁。BackgroundofSCJ

FactoryConsolidationProjectCURRENTSTATUS:Separatebusinesslocationswithadministrativeofficein PudongandmanufacturingplantinNandaOBJECTIVESCOSTSAVINGSGrossprofitimprovement,resultingfromheadcountreduction,increasingproductivityandeliminatingofcontractmanufacturingfees.Othersavingsincludeareductioninaverageworkingcapitalandavoidingbuilding/utilityupgrades.PRODUCTIVITYdoubledproductmakeroutput/asinglebuildinglayoutversus19buildingsCAPACITYThenewfactoryresolvespeakproductioncapacityissuesandwillcoverChinafive-yeargrowthprojections.S/H/ECompliance第三十五頁，共五十四頁。OrganizationalObjectivesImproveefficiencyandorganizationalhealthNomajordisruptionsofbusinessRemainingworkforcecommittedandmotivatedResolveheadcountreductioninaccordancewithlaborlawinlinewithprinciplesofourcompanyphilosophyofThisWeBelievebyincreasingflexibilityofworkforce,andimprovingagestructurereducingheadcountby11%via2projects第三十六頁，共五十四頁。BackgroundofWorkForceTurnoverzero Averageageofcompany38.7Numberofemployeesoverageof40:Operations: 56%Administration:70%Over60%ofemployeeshaveindefiniteemploymentcontract第三十七頁，共五十四頁。WhoWillBeImpacted?Jobeliminated-ContractTerminationEmployeedisplaced

UnaffectedemployeeWait-forRetirementContractExpiration-Non-renewalEmployee第三十八頁，共五十四頁。OurStrategiesToReduceHeadcount

NaturalAttritionNonrenewalofdefiniteemploymentcontractsWaitforretirementprogramNewIndefiniteContractTerminationContingencyOldIndefiniteBuyoutTransfer第三十九頁，共五十四頁。ThoroughPreparationBeforeActualIndividualCommunicationInvolveenablers(i.e.tradeunion,LaborBureauandpartner)LearnfrombestpracticeinthemarketConsidercorporatecultureLookatmultiplescenariosIdentifypotentialopinionleaders

第四十頁，共五十四頁。OurStrategy

ContractNon-renewalemployeeswhosecontractexpires01/02willnotberenewedseparationpackage:competitiveseparationpackageplusoutplacementsupportincludingtrainingassistance第四十一頁，共五十四頁。WaitingforRetirementTargetgroup:Employeeswithupto5yearstoofficialretirementbyOctober31,2002.Offeredtoalleligibleemployees.FewemployeesareidentifiedasbeingcriticaltotheorganizationandencouragedtostaywithSCJforacertainperiod.Marketpractice:MainlyusedbySOE,buthasbeenusedrecentlybyfewJVswithlongerpresenceinChinatosolvetheproblemofagingworkforceandlowproductionefficiencyProposedpackage:Percentageofbasesalarydifferentpercentageforstaff/managerandworkersStaterequiredbenefitsplussomeselectedcompanybenefitsOurStrategy第四十二頁，共五十四頁。

NewIndefiniteContractTerminationSelectedbasedonnumberofimpactedpositionsListofcriterionLast3yearsperformanceratingwithmoreweightonrecentyearsPracticallearningabilityFamilysituationEducationwasnotaddedbutcanbeifpolicyisinplaceOurStrategy第四十三頁，共五十四頁。1.OldIndefiniteContractBuyout:CompetitiveSeparationpackageplusoutplacementsupportincludingtrainingassistanceHastobemutuallyagreedIncaseemployeesdonotacceptbuyout, 2.Offer“specialpoolprogram”ManagedbyHR,EmployeewillbeallocatedtoprojectswhereneededReadjustsalary1.0timescityminimum=445RMBmonthlyIncaseemployeesdonotacceptspecialpool,3.TerminateemploymentcontractPossibleStrategy第四十四頁，共五十四頁。IndividualEmployeeMeetingsDifficultandemotionalConductedinatenseatmosphereStakesarehighManagersareexpectedtocontinuetorunthebusinessReactionsaregenerallypredictableOutcomesaremanageableAnending…and…anewbeginning第四十五頁，共五十四頁。ContingencyPlanForpassiveprotestDamagingcompanypropertyIntheeventemployeesharmshimselfIntheeventharmsotheremployeesSecuritycontrolofISsystemProvidemediatrainingPreparekeymessagesandmediastatements第四十六頁，共五十四頁。Initiatingthechange:Unfreeze/Mobilize

SetDirection/Createwillanddesiretochange:Explanationthatnewskillsarerequiredtoworkinnewfactory.Whocannotimprovemayhavetoleave.(08/00)Generalmanagerletterstatingstrategiesandreasonsforchange(5/01)第四十七頁，共五十四頁。Initiatingthechange:Unfreeze/Mobilize

BuildconfidenceandenergyCommunicate,Communicate,CommunicateCommunileaderandchangemanagementtrainingwithallmanagersSpecifictrainingwithmanagerswhosesubordinatesareimpactedTakeoneononetimewithimpactedindividual.ListentoconcernsbutdonotaddressorrespondatmeetingAc