外文翻譯--建立高員工敬業(yè)度的企業(yè)文化

中文 3716 字 本科畢業(yè)論文（設(shè)計） 外文翻譯 外文題目 Building a culture of high employee engagement 外文出處 Strategic HR Review.2010(3):p25-31 外文作者 Gary Tomlinsoon 原文： Building a culture of high employee engagement 作者： Gary Tomlinson Kia Motors is part of the Hyundai-Kia Automotive Group the fourth largest automotive manufacturer in the world with its headquarters in Seoul, Korea. The company employs over 40,000 employees in over 167 countries. This case study centers on Kia Motors (UK), which is a wholly owned subsidiary of Kia Motors Corporation that is based in the south of England and employs over 2,500 people through is HQ and dealership network. The engagement strategy that was formulated in the UK is now being be rolled out on a Pan-European level and shared with the global HR team at the companys HQ in Seoul. To support the development of the employee engagement strategy HR utilized the marketing communications tools SOSTAC. This tool consists of six parts and forms the structure for presenting the case study. SOSTAC stands for: Situation. Understanding the challenge facing HR. Objectives. Setting the engagement objectives for Kia Motors. Strategy. Becoming a true employer of choice. Tactics. Introducing the Kia Motors engagement model. Action. Interventions to improve employee engagement. Control. Measuring the success of the strategy. Situation: understanding the challenge facing HR During 2006 Kia Motors (UK) went through a very difficult period, with the business experiencing rapidly falling sales, increased financial losses and very low levels of employee engagement, with the latter very much seen as both a cause and effect of the poor business performance. Towards the latter end of 2006, Kia Motors (UK) came under new HR leadership, with Gary Tomlinson appointed as the new head of HR. The first step agreed with the board, was to understand the state of employee satisfaction through the use of the internal employee survey, Your Voice. The Kia employee survey is based on a five-point, multi-rater Likert scale from strongly agree through to strongly disagree. The 2006 survey illustrated many challenges including, among others, internal communications being rated at only 3 percent and awareness of the strategic direction at 32 percent. The consequences of such poor results were felt in other measures of HR, including employee turnover reaching an unprecedented 31 percent by the end of 2006. The resulting direct costs to the business (recruitment, legal and exit costs) were over 600,000 by 2006 year end. In January 2007 with the arrival of a new Korean CEO and shortly after a new British MD, HR was challenged to develop an employee engagement strategy to improve employee morale and address the high levels of employee turnover. Objectives: setting the engagement objectives for Kia Motors Therefore HR agreed with the board some ambitious objectives to address the challenges the organization was experiencing. These were: Increase the average score across the five direct line manager indicators by 10 percent. The indicators are the support managers provide, their communication, the quality of feedback to their direct reports at appraisals, the recognition of work well done and the respect between manager and employee. Seek an increase in the employee survey results on the 12 key engagement indicators. Aim to reduce the level of employee turnover within Kia Motors, which was 31 percent at the end of 2006. Look to reduce the employee costs of recruitment and exiting of employees within the organization on an annual basis by 10 percent. Strategy: becoming a true employer of choice The strategy agreed with the board for HR was to develop the employer brand as a true “employer of choice.” Since the UK automotive market was very competitive with a relatively limited pool of talent, it was critical for Kia to be seen as an attractive employer if it was to attract and retain talent to the brand. An HR strategy was put in place with the aim to achieve as a marker of progress the Investors In People award by the end of 2008. Longer term the aim was for Kia Motors UK to be seen as not just an employer of choice in the UK automotive industry but also more widely on a national basis as an employer brand. The focus for HR was on improving “employee engagement,” which was about creating an “emotional connection” with employees so that they are passionate and “l(fā)ive” the brand. At Kia Motors, employee engagement consists of three parts the belief (mental), the feeling the brand generates (emotion) and, most importantly, the generation of discretionary effort (behavior). The strategy was developed after triangulating three sources, our employee satisfaction survey results, comparison of the results with certain competitor companies, which was accessed via automotive networking groups and a review of secondary data on best practice in employee engagement. The strategy was focused on three distinct but connected themes: leadership, internal communications and employee development, based on research conducted into the drivers of employee engagement see Figure 1. Tactics: introducing the Kia Motors Engagement model The employee engagement strategy consisted of five interventions that were distinct but interconnected for symbiosis and greater impact see Figure 2. Action: interventions to improve employee engagement 1. Leadership development Based on the research on employee engagement, the organization knew that senior and middle management were the key drivers in building engagement in the workforce. So a significant focus was on developing the people management skills of Kias managers who had line management responsibility. All members of the management team were sent on a series of training courses to improve their management skills. In order to measure their behavioral change, all managers were tested through a 360-degree assessment tool before and after attending the training. To support the implementation of the training all managers received a management “toolkit” that included a set of management techniques built around the core competencies required of the role. To gain buy-in to the training, it was sponsored by the CEO, all delegates signed up to learning contracts and the chosen training partner, Techniques For Change, provided a dedicated learning support center. The focus was very much on doing rather than knowing, built around Kia Motors framework of five core behavioral competencies that are applicable for all employees, each of which has positive and negative indicators. The five core behavioral competencies at Kia Motors are delivering results, customer focus, communication, managing self or others and teamworking. 2. Employee recognition The employee survey illustrated that employees felt there was not enough recognition for staff contributions. Kia was keen to ensure that employees were rewarded for their efforts and in 2007 introduced the “outstanding awards” for employees that were presented on a quarterly basis at a companywide town hall meeting. These awards were presented by the CEO and were for either individual or team contributions. To ensure the awards gained employee support, the nominations came direct from employees, rather than purely from senior management. The winners were provided with a certificate and a gift, which provided them with a range of choices, from days out to balloon flights or a pampering weekend at a health spa. In addition, employees are rewarded with the “Kia thank you” a simple card and a little present for a job well done. This is informal recognition coming from the respective line manager, with the employee returning to their desk to find a thank you card and present. The idea was inspired by the brand tagline of “the power to surprise,” something Kia wanted to reflect internally. 3. Internal communications To support the improvement of internal communications, a number of tools to facilitate greater organizational communications were introduced. These included quarterly employee briefings and a more rigorous use of performance management to ensure appraisals were completed 100 percent across the organization by all employees something that was achieved for the first time in 2007. A new corporate intranet, Kia Vision, was also launched. This was very much positioned around being an enabling tool to improve communications across the organization. The content was a combination of key business information, presentations and provision of some more lighthearted commentary to help build a sense of togetherness across the various departments. Following some focus groups with employees, it was also decided to set up an employee forum that consisted of at least one representative from each department. This in particular has proven to be a useful tool to support employees in raising items of concern. To further ensure transparency the minutes and agreed conclusions of the meeting are published for all to see. 4. Organizational development This intervention was in many ways the most-wide ranging. One of the most significant changes made in early 2007 was the removal of all employee bonuses. HR led the negotiations with the relevant employees, gaining universal support for the removal of bonuses with a collective offer of a fixed rate percentage increase to employees base salary. The rationale behind this was the belief that the bonus culture within the organization was creating an environment of short-termism and leading individuals, on occasion, to place personal gain over the long-term interests of the company. The organization was very much following the maxim of Goodharts law when a measure becomes a target, it ceases to be a good measure, i.e. the incentive itself distorts the behavior making the measure itself an unsatisfactory way of assessing performance. Given the economic experience of the credit crunch and allegations directed at the banking and finance industries, Kia believes it was very much ahead of the curve in eradicating the bonus culture. It also completely re-wrote the employee handbook and all HR policies and procedures to ensure they were aligned with the cultural values. Other changes made included improving employee benefits by introducing child care vouchers, increasing holiday allowance and introducing a dress down Friday to support a more relaxed culture. 5. Employee development The organization also ensured that non-management employees received training to support them in both their role and career development. Through Kias appraisal process, training needs analyses were collected across the organization and utilized to create a clear training plan for each employee, aligned with their career aspirations as expressed in their annual appraisal. Control: measuring the success of the strategy Between the launch of the engagement strategy in March 2007 and October 2009, Kia experienced for three consecutive years improvements across all four of its key objectives: Increase the average score across the five direct line manager indicators by 10 percent. Kia includes the five indicators that measure direct line manager performance within its employee survey. From the time the leadership program began, to the completion of the course, there was a 14 percent average increase from 64 percent to 78 percent in the measurement scores. What is most encouraging is that over one year after this program ended the improved scores have remained demonstrating the sustainability of the intervention. Seek an increase in the employee survey results on the 12 key engagement indicators. In the survey utilized by Kia Motors (UK) there are 12 key indicators that the company utilizes to measure engagement across the business. These indicators cover a broad range of engagement drivers including senior management, internal communications, pride in the organization and relationship with the direct line manager.The aggregate score is calculated by combining the total percentage points and then dividing across the 12 key indicators. The average score has grown significantly, from 39 percent in 2006, to 51 percent in 07, to 65 percent in 08 and 71 percent in 2009. Overall since the engagement strategy was launched, there has been an average increase of 32 percentage points. Aim to reduce the level of employee turnover within Kia Motors, which was 31 percent at the end of 2006. The fundamental challenge for the board that required addressing was to reduce employee turnover. From the high point of 31 percent employee turnover in 2006, there have been significant reductions to 15 percent 2007, 5 percent in 2008 and below 2 percent of the total workforce by October 2009.Therefore the strategy implemented in the UK has proven to have a positive impact in reducing the initial high levels of employee turnover. Clearly the credit crunch has reduced the potential of employee turnover for all companies, however even pre-credit crunch the significant reduction in employee turnover demonstrated the value of the adopted strategy. Look to reduce the employee costs of recruitment and exiting of employees within the organization on an annual basis by 10 percent. Between 2006 and 2007, Kia Motors (UK) experienced a HR cost reduction of over 400,000, a 71 percent reduction in employee costs. These cost savings included both recruitment and employee related costs. This has been achieved in addition to recruiting a whole new senior management team in 2007, including a new managing director. In the subsequent years of 2008 and 2009 the effects of the engagement strategy have brought additional significant cost savings to the organization. As testament to the progress made, in 2008 the organization committed to attempting to gain the Investors In People employee recognition, which was achieved in quarter four 2008. The keys to success ： Resistance from the CFO to make the investment Aspects of the senior management team had reservations about investing in employee engagement, most notably the then CFO. However, in March 2007 HR presented to the board the substantial evidence of the link between high employee engagement and business results. This was based on wide-ranging research that the author had conducted on best practice and the relationship between highly engaged workforces and business performance. What added leverage was the organizations own (at the time) poor performance and low levels of employee engagement. Having presented to the board and liaised with many of the senior management one to one, eventually HR gained full support for the engagement strategy. Initial distrust of employees overcome by the communications strategy or resistance to change Central to the success of this strategy were two key factors. Firstly was the buy-in of the board. The public commitment from the CEO to improving employee morale within the business was fundamental to ensuring employees knew this was a major business initiative and not simply about HR pushing its own agenda. Secondly, the organization both used and sought to improve internal communications channels to build engagement, thereby ensuring that there was consistent communication with management and employees so everyone understood progress and the next steps. This has proven to be a real key driver in the success. 譯文 ： 建立高員工敬業(yè)度的企業(yè)文化 Gary Tomlinson 起亞汽車是 Hyundai-Kia 汽車集團的一部分 世界上的第四大汽車制造商，總部在韓國漢城。公司擁有超過四萬名員工涉及 167 個國家。本案例研究是以英國的子公司為對象的，該子公司位于英格蘭南部，雇員超過 2,500。 在漢城的公司總部正在推行由英國制定的員工敬業(yè)計劃，目前無論是在歐洲還是全球的人力資源團隊都在參與、分享該計劃。人力資源部利用 SOSTAC 行銷傳播工具支持員工敬業(yè)計劃的發(fā)展戰(zhàn)略。這個工具是由 6 個部分的結(jié)構(gòu)和形式組成為個案研究。 SOSTAC 代表： Situation：情境，理解人力資源面臨的挑戰(zhàn)。 Objectives：目標(biāo)，制定起亞汽車的業(yè)務(wù)目標(biāo)。 Strategy：策略，成為真正的最佳雇主。 Tactics：戰(zhàn)術(shù)，引進員工參與模型。 Action：行動，干預(yù)，以提高員工敬業(yè)度。 Control：控制，衡量策略的成功率。 情境 ： 理解人力資源面臨的挑戰(zhàn) 2006 年是英國起亞汽車的困難時期，經(jīng)歷了銷售快速下滑，經(jīng)濟損失增加，員工敬業(yè)度非常低等商業(yè)經(jīng)歷。后者被認(rèn)為既是這種低商業(yè)績效的原因也是結(jié)果。在 2006 年底， Gary Tomlinson 被任命為英國起亞汽車新的人力資源的總監(jiān)。董事會通過的第一步舉措是，通過內(nèi)部員工調(diào)查了解員工的心聲和滿意度。 起亞員工調(diào)查是采用多方測評的，運用有從非常同意到非常不同意的五個點的調(diào)查量表。 2006 年的調(diào)查說明了許多挑戰(zhàn)（其中包括內(nèi)部溝通只有 3%，戰(zhàn)略方向意識只有 32%）。這樣不好的結(jié)果也反映在其他人力資源措施上，包括員工流動率竟達到 31%，這是前所未有的。因此， 06 年年末，產(chǎn)生的直接事業(yè)成本（招募、法律與出口成本）超過了 60 萬英鎊。 2007 年 1 月，隨著新的首席執(zhí)行官的上任，一項新的人力資 源舉措被推出，試圖建立一個員工敬業(yè)計劃，來提高員工士氣和控制高水平的人員流動。 目標(biāo) ： 制定起亞汽車的業(yè)務(wù)目標(biāo)。 因此人力資源部在董事會的同意之下，開始了雄心勃勃的挑戰(zhàn)。這些是：直線經(jīng)理的五項指標(biāo)的平均分增加 10%。這些指標(biāo)支持經(jīng)理的溝通，提供高質(zhì)量的評估報告，出色地完成工作任務(wù)，以及獲得與員工之間的互相尊重。 尋求增加員工調(diào)查中 12 個關(guān)鍵參與指標(biāo)，目的是要減少員工流失的水平。員工招聘成本和組織內(nèi)在職人員的成本在每年的基礎(chǔ)上減少百分之十。 戰(zhàn)略：成為真正的最佳雇主品牌 董事會通過的策略是開發(fā)一個正 真的最佳雇主品牌。既然英國汽車市場很有競爭力，但人才庫卻非常有限，因此對于起亞來說，成為一個有吸引力的雇主去吸引和留用人才是至關(guān)重要的。人力資源戰(zhàn)略已經(jīng)到位，目的是在 2008 年年底，成為一個進步的投資著，長遠(yuǎn)的目標(biāo)是不僅成為英國汽車工業(yè)的最佳雇主品牌，還更為廣泛的全國性行業(yè)內(nèi)成為最佳雇主品牌。 人力資源關(guān)注的焦點是提高員工敬業(yè)度，它要創(chuàng)造一個員工間的“情感連接”，以至于他們充滿熱情地工作。在起亞汽車，員工敬業(yè)由三個部分組成：神層面、感層面，最重要的行為層面。 戰(zhàn)略源有三個：我們的員工滿意度調(diào)查，與競爭對手的 比較，通過互聯(lián)網(wǎng)和第二手資料的分析。該戰(zhàn)略的重點是基于員工敬業(yè)的驅(qū)動因素的三個有聯(lián)系的主題：領(lǐng)導(dǎo)力、內(nèi)部溝通、員工發(fā)展。 策略：引進員工參與模型 員工敬業(yè)的干預(yù)策略包括五個不同但互聯(lián)為共生更大的影響。 行動：干預(yù)，以提高員工敬業(yè)度。 1、領(lǐng)導(dǎo)力開發(fā) 在員工敬業(yè)調(diào)查的基礎(chǔ)上，組織認(rèn)識到了高級和中級管理是提高員工敬業(yè)度的關(guān)鍵驅(qū)動力。所以一個重要的焦點是開發(fā)起亞的管理者的領(lǐng)導(dǎo)力。 管理團隊的所有成員都被邀請參加一系列的培訓(xùn)，以便提高他們的管理能力。培訓(xùn)之后，所有管理者都通過一個 360 度的評估工具，來衡量 他們培訓(xùn)之前與培訓(xùn)之后的行為是否有變化。目的是為了支持管理“工具”的實施，包括一系列的建立歷核心競爭力所需的管理技術(shù)。 為了獲得培訓(xùn)投資，該項目主要由 CEO 發(fā)起，建立一個專門的學(xué)習(xí)支持中心，由全體代表簽訂學(xué)習(xí)契約、選擇訓(xùn)練伙伴、技術(shù)進步。在很大程度上比起知道，行動更為重要，建立以五個核心的行為能力為框架的指標(biāo)體系，這套指標(biāo)適用于所有員工，每一種都有消極和積極的指標(biāo)項。這五項核心的行為能力體現(xiàn)在結(jié)果、以顧客為中心、溝通、自我管理和團隊協(xié)作中。 2、員工認(rèn)可 員工調(diào)查中反映，員工認(rèn)為他們的貢獻沒有被很好的 認(rèn)可。起亞為了確保員工的努力能得到應(yīng)有的回報，于 2007 年推出了“優(yōu)秀員工獎”。這些獎由 CEO 頒布，無論是個人貢獻還是團隊貢獻。為了確保這些獎項能得到員工的支持，獎項的提名也直接來自員工，而不是純粹來自高級管理。 獲獎?wù)邔⒌玫阶C書和獎勵，獎勵有一系列的選擇，可以去氣球飛行數(shù)天或去健康水療館過周末。此外，雇員還將獲得“起亞謝謝你” 一個簡單的卡片和一件小禮物。這通常是來自獲獎?wù)叩闹本€經(jīng)理人，通常獲獎?wù)邥谧约旱霓k公桌上意外地發(fā)現(xiàn)感謝卡和小禮物。這個想法正來自于品牌標(biāo)語“驚喜的力量”，這也正是起亞想在內(nèi)部反映 的東西。 3、內(nèi)部溝通 為了支持完善內(nèi)部溝通，起亞引進了一些支持促進更大的組織溝通的工具其中包括季度員工簡報，以及能確保整個組織內(nèi)員工都能百分之百完成考評的，更為嚴(yán)密的績效管理工具。這個工具第一次使用是在 2007 年