HR的角色在管理變化-英文版課件

HR的角色在管理變化-英文版HR的角色在管理變化-英文版

TheRealitiesofChangeTypicalcycleofchangeinanyorganizationUnderstandthespecificchallengesandopportunitiesthattheorganizationandtheiremployeesfaceHoworganizationsbegintoaddressthehighsandlowsofthechangecycleHaveaplantoexploittheenablersandeliminatethebarrierstochange

TheRealitiesofChangeTypicaCHANGEChangeGeneratesFormidableChallengesHowtoGetDesiredResultsHowtoMaintainandIncreaseEmployeeCommitmentHowtoMaintainBusinessContinuityDuringtheProcessHowtoKeepCustomers/MultipleConstituenciesSatisfiedDuringtheProcessCHANGEChangeGeneratesFormidaManyRestructuringEventsDon’tResultInSubstantialGainsfortheOrganizationCreatedsubstantialreturnsCreatedsomereturnsErodedsubstantialreturnsErodedreturnsmarginallyManyRestructuringEventsDon’ChangeTheoryChangetheoryhastaughtus:SignificantchangeisalwaysdrivenbyexternalforcesAllchangeinvolvesalossTheprocessofchangefollowsasequenceattheorganizationandpersonallevelResistanceandconflictarenaturalcompanionsofchangeEverymemberoftheorganizationisaffectedbychange,buttheeffectisnotequaloratthesametimeforallmembersChangeTheoryChangetheoryhasChangeTheoryChangetheoryhastaughtus:Real,sustainablechangewillnottakeplaceunlessthereis…dissatisfactionwiththestatusquoavisionofthefutureaplanforatleastthefirststepinmovingtowardsthefutureagroupofsponsorsofthechangeeffortcriticalmassofsupportforthechangeChangeTheoryChangetheoryhasPeopleRequireTimeAndSensitivity

ToAcceptChangeResistanceDenial&ImmobilizationBargainingDepressionorAngerTestingAcceptance“Ifeeloverwhelmed”“Idon’tcare”“Thingsmightgetbetter”“Thisissounfair”“Itwon’twork”“Maybeif…”“Thisisgood,Wearesucceeding”NegativePositiveResponsesTimePeopleRequireTimeAndSensit

OrganizationRespondFollowingAnEffectiveChangeSequenceUnfreeze

MobilizeRealize

Reinforce

SustainSetdirectionCreatewillanddesiretochangeBuildconfidenceandenergySecureshiftinbehaviorbysettingnewprocessesEmbednewcultureintheorganizationStriveforcontinuouschangeInitiatingthechangeBuildingmomentumSustainingresultsSequenceActivitiesPhaseResistanceResponsestochangeDenial&ImmobilizationAcceptanceBargainingTestingDepressionorAngerOrganizationRespondFollowinLeadingChangeUnderstandthephasesofacceptancethatretainedemployeeswillgothroughBeawareoftheirroleswhenleadingthechangeprocessBefamiliarwiththecompetenciesneededasaleaderLeadingChangeUnderstandthepSurvivorsSyndromeCurrentStateFutureStateEmotionEnthusiasmTrustAcceptanceBusinessImpactCommittedemployeesHappycustomersThrilledstockholdersEmotionFearAnxietyConfusionBusinessImpactSub-optimalperformanceLackofcommitmentLackofcustomer/marketfocusValleyofDespairEmotionAngerFrustrationCreativityBusinessImpactReducedproductivityLackoftrustinmanagementOrganizationalconflictSurvivorsSyndromeCurrentStatLeadingChangeEnablingStaffFocusingtheeffortIndividualeffortCommunicatevisionDriveforresultsTeamcommitmentInfluence&PersuadeDevelop&EmpowerRolemodelRisktaking/SelfconfidencePersonalintegrityLeadingChangeEnablingStaffFoOrganizationalCompetenciesDriveforResults

Displayspassion,energy,andenthusiasmforaccomplishinggoalsandobjectivesMeasuresandtrackskeybusinessresultsandprogressagainstestablishedbenchmarksPushesboundariesandlooksforwaystoaccomplishbetterresultsVision

Communication

CommunicatesthechangesrequiredoftheorganizationinconcretetangibletermsBuildsenthusiasmandsupportbyconsistentlycommunicatingthroughavarietyofmediumsArrangesforinteractiveexchangestoensurethatothersunderstandwheretheorganizationisheadedandwhatthechangedorganizationwilllooklikeOrganizationalCompetenciesDriStaffCompetenciesTeamCommitment

Readilyplacestheneedsandgoalsoftheorganizationaboveone’sownpersonalneedsandagendaActivelyandpubliclysupportsteam/organizationdecisionseveniftheyareunpopularTakespersonalactionstobreakdownorganizationalbarriersInfluence&Persuasion

Takethetimetoensureothersunderstandone’sgoals,objectives,andvisionSellsownideasbyrelatingthemtothevaluesandgoalsofothersAnticipatespotentialobjectionsandobstaclesandpreparesalternativeargumentsandcoursesofactionStaffCompetenciesTeamCommitmStaffCompetenciesDeveloping&Empowering

Personallyworkstodevelopthecompetenceandself-confidenceofdirectreportsthroughregularfeedback,reinforcement,andpersonalsupportWithdrawsfromdecision-makingandimplementationassoonasfeasibleinordertoletotherstakechargeandassumeresponsibilityDemonstratesgenuinerespectforandtrustintheabilitiesofothersStaffCompetenciesDeveloping&IndividualCompetenciesRoleModel

ModelswordsandbehaviorswhichsupporttheethicsandvisionoftheorganizationOpenlysupportstheorganizationanditsemployeesEmbracesthechangeprocessandtakesactiontomovetowardfutureinitiativesRiskTakingSelf-Confidence

WillingtotakeactionwhichissoundbutmaynotalwaysbesafeChallengesboththesystemandothersevenwhenconflictislikelyDemonstratesarealisticandbalancedsenseofconvictionregardingone’sskillsandabilitiesIndividualCompetenciesRoleMoIndividualCompetenciesPersonalIntegrity

Behavesinamannerthatisconsistentwiththelaw,ethics,andcultureoftheorganizationReadilyassumespersonalresponsibilityforone’swonbehaviorandtheoverallbehaviorofhis/herorganizationPersonallyfollowsthroughtoensurecommitmentsarekeptandpromisesfulfilledIndividualCompetenciesPersona

IntroductiontoJohnsonPyramidAwarenessUnderstandingBeliefCommitmentEffectiveCommunicationDuringProcessChangeEffectiveCommunicationDuringAWARENESSUNDERSTANDINGBELIEFOPTIMALPERFORMANCECOMMITMENTTrustInvolvementConsistencyEvidenceClarityDialogueSimplicityRelevanceIwanttomake

ithappenIbuyitIgetitIhearditTheJohnsonPyramidAWARENESSUNDERSTANDINGBELIEFOPIhearditThePyramidAWARENESSSimplicityRelevanceIhearditThePyramidAWARENESToAchieveRelevance,KnowYourEmployee!Howmuchdotheyknowaboutthetopic?Whyshouldtheycareaboutit?What’stheirprimaryareaofinterestorconcernaboutit?Dotheyhaveanypreconceivednotionsaboutit?Anypastexperienceswithit?What3questionsaretheymostlikelytohave?Arethereotherburningissuesthatneedtobeaddressedbeforetheycanopentheirmindstothemessage?ConsidertheirreactiontosimilarcommunicationsinthepastToAchieveRelevance,HowmuchKeepItSimpleStartwiththemainpoint–thatwayiftheydon’tpassthefirstsentencethey’llstillgetthemessageEmphasize–howdoesthisaffecthimorher?Whatmusttheydoinresponse?Usesimple,everydaylanguage–avoidjargon,slangandcomplexsentencesOrganizedetailslogically–usebulletpoints,graphs,columns,chartsandpicturestomakeinformationeasiertodigestKeepItSimpleStartwiththemAWARENESSUNDERSTANDINGClarityDialogueSimplicityRelevanceIgetitIhearditThePyramidAWARENESSUNDERSTANDINGClarityDC.L.E.A.R.CommunicationProvides…C …ContextL …LinkstotheReceiverE …ExamplesA …AnalogiesR …RepresentativePicturesC.L.E.A.R.CommunicationProviUnderstanding-DialogueReflectiveListeningConsistsOf…Listeningwithanon-judgmentalattitudeListeningforthepurposeofunderstandingthetopicfromthespeaker’spointofviewStatinginyourownwordsyourunderstandingofboththecontentandthefeelingsbeingexpressedUnderstanding-DialogueReflecReflectiveListeningIsHelpfulWhen…TheemotionalcomponentofthemessageseemssignificantTheissuesareofgreatimportancetothespeakerYouarepreparedtoinvestthenecessarytimeandenergyUnderstanding-DialogueReflectiveListeningIsHelpfuListenActively…Stayneutral;avoidjudgingthespeaker'sstyleormessage.Givecompleteattentiontothespeakerandbepreparedtospendasmuchtimeastheyneed.Listenforideas,notjustforfacts.Watchnon-verbalcommunication.Understanding-DialogueListenActively…UnderstandingUnderstanding-DialogueListenactively…Usesilencetoletbothsidesmentallyreviewwhathasbeensaidandwherethediscussionisgoing.Listenempathetically.Showthroughfacialexpressionsthatyouareunderstandingtheperson'swordsandemotions.Usequestionstoclarifyortocheckunderstanding.Understanding-DialogueListenWhenReflecting…BebriefUseyourownwordsTellwhatcorethemesyouarehearingTellwhatemotionyouarehearing(whenpossible)Understanding-DialogueWhenReflecting…UnderstandingDialogue-EffectiveQuestioningOpenCannotbeansweredbysimple,1-or2-wordanswersWhatisyourplanforimprovingqualityintheplant?ClosedAnsweredwithshort,simpleanswers;meantforconfirmationnotinformationgatheringDoyouthinkweshouldhirethiscandidate?LeadingSuggestsdesiredanswerinthequestionDon’tyouagreethisisthebestidea?Dialogue-EffectiveQuestioniAWARENESSUNDERSTANDINGBELIEFConsistencyEvidenceClarityDialogueSimplicityRelevanceIbuyitIgetitIhearditTheJohnsonPyramidAWARENESSUNDERSTANDINGBELIEFCoBeliefEvidenceExternalReferencePointsInternalLogicConsistency

Whatyoudo=WhatyousayConsistencyovertimeBeliefEvidenceAWARENESSUNDERSTANDINGBELIEFCOMMITMENTTrustInvolvementConsistencyEvidenceClarityDialogueSimplicityRelevanceIwanttomake

ithappenIbuyitIgetitIhearditTheJohnsonPyramidAWARENESSUNDERSTANDINGBELIEFCODownsizinginSCJDownsizinginSCJHistoricalbackgroundHeadcountreducedbyapprox.1000employeesfrom1992to20011999:89employeesvianonrenewalofemploymentcontractsFrom1992-1997:approximately800employeesreturnedtothejointventurepartnerwithgenerousseparationpackage,andpartnerdealtin1997withtheindefiniteemploymentcontract.1995Earlyretirementprogramstipulatedbygovernmentimpactedaround130employeesHistoricalbackgroundHeadcounBackgroundofSCJ

FactoryConsolidationProjectCURRENTSTATUS:Separatebusinesslocationswithadministrativeofficein PudongandmanufacturingplantinNandaOBJECTIVESCOSTSAVINGSGrossprofitimprovement,resultingfromheadcountreduction,increasingproductivityandeliminatingofcontractmanufacturingfees.Othersavingsincludeareductioninaverageworkingcapitalandavoidingbuilding/utilityupgrades.PRODUCTIVITYdoubledproductmakeroutput/asinglebuildinglayoutversus19buildingsCAPACITYThenewfactoryresolvespeakproductioncapacityissuesandwillcoverChinafive-yeargrowthprojections.S/H/EComplianceBackgroundofSCJ

FactoryConOrganizationalObjectivesImproveefficiencyandorganizationalhealthNomajordisruptionsofbusinessRemainingworkforcecommittedandmotivatedResolveheadcountreductioninaccordancewithlaborlawinlinewithprinciplesofourcompanyphilosophyofThisWeBelievebyincreasingflexibilityofworkforce,andimprovingagestructurereducingheadcountby11%via2projectsOrganizationalObjectivesImproBackgroundofWorkForceTurnoverzero Averageageofcompany38.7Numberofemployeesoverageof40:Operations: 56%Administration:70%Over60%ofemployeeshaveindefiniteemploymentcontractBackgroundofWorkForceTurnoWhoWillBeImpacted?Jobeliminated-ContractTerminationEmployeedisplaced

UnaffectedemployeeWait-forRetirementContractExpiration-Non-renewalEmployeeWhoWillBeImpacted?JobelimiOurStrategiesToReduceHeadcount

NaturalAttritionNonrenewalofdefiniteemploymentcontractsWaitforretirementprogramNewIndefiniteContractTerminationContingencyOldIndefiniteBuyoutTransferOurStrategiesToReduceHeadcThoroughPreparationBeforeActualIndividualCommunicationInvolveenablers(i.e.tradeunion,LaborBureauandpartner)LearnfrombestpracticeinthemarketConsidercorporatecultureLookatmultiplescenariosIdentifypotentialopinionleaders

ThoroughPreparationBeforeAcOurStrategy

ContractNon-renewalemployeeswhosecontractexpires01/02willnotberenewedseparationpackage:competitiveseparationpackageplusoutplacementsupportincludingtrainingassistanceOurStrategyContractNon-renWaitingforRetirementTargetgroup:Employeeswithupto5yearstoofficialretirementbyOctober31,2002.Offeredtoalleligibleemployees.FewemployeesareidentifiedasbeingcriticaltotheorganizationandencouragedtostaywithSCJforacertainperiod.Marketpractice:MainlyusedbySOE,buthasbeenusedrecentlybyfewJVswithlongerpresenceinChinatosolvetheproblemofagingworkforceandlowproductionefficiencyProposedpackage:Percentageofbasesalarydifferentpercentageforstaff/managerandworkersStaterequiredbenefitsplussomeselectedcompanybenefitsOurStrategyWaitingforRetirementOurStra

NewIndefiniteContractTerminationSelectedbasedonnumberofimpactedpositionsListofcriterionLast3yearsperformanceratingwithmoreweightonrecentyearsPracticallearningabilityFamilysituationEducationwasnotaddedbutcanbeifpolicyisinplaceOurStrategyNewIndefiniteContractTerm1.OldIndefiniteContractBuyout:CompetitiveSeparationpackageplusoutplacementsupportincludingtrainingassistanceHastobemutuallyagreedIncaseemployeesdonotacceptbuyout, 2.Offer“specialpoolprogram”ManagedbyHR,EmployeewillbeallocatedtoprojectswhereneededReadjustsalary1.0timescityminimum=445RMBmonthlyIncaseemployeesdonotacceptspecialpool,3.TerminateemploymentcontractPossibleStrategy1.OldIndefiniteContractBuyIndividualEmployeeMeetingsDifficultandemotionalConductedinatenseatmosphereStakesarehighManagersareexpectedtocontinuetorunthebusinessReactionsaregenerallypredictableOutcomesaremanageableAnending…and…anewbeginningIndividualEmployeeMeetingsDiContingencyPlanForpassiveprotestDamagingcompanypropertyIntheeventemployeesharmshimselfIntheeventharmsotheremployeesSecuritycontrolofISsystemProvidemediatrainingPreparekeymessagesandmediastatementsContingencyPlanForpassiveprInitiatingthechange:Unfreeze/Mobilize

SetDirection/Createwillanddesiretochange:Explanationthatnewskillsarerequiredtoworkinnewfactory.Whocannotimprovemayhavetoleave.(08/00)Generalmanagerletterstatingstrategiesandreasonsforchange(5/01)Initiatingthechange:UnfreezInitiatingthechange:Unfreeze/Mobilize