HR的角色在管理變化小型化

HR的角色在管理變化-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