外文翻译建立高员工敬业度的企业文化精品.docx

外文翻译建立高员工敬业度的企业文化精品.docx

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外文翻译建立高员工敬业度的企业文化精品

中文3716字

本科毕业论文（设计）

外文翻译

外文题目Buildingacultureofhighemployeeengagement

外文出处StrategicHRReview.2010（3）:

p25-31

外文作者GaryTomlinsoon

原文：

Buildingacultureofhighemployeeengagement

作者：

GaryTomlinson

KiaMotorsispartoftheHyundai-KiaAutomotiveGroup–thefourthlargestautomotivemanufacturerintheworld–withitsheadquartersinSeoul,Korea.Thecompanyemploysover40,000employeesinover167countries.ThiscasestudycentersonKiaMotors（UK）,whichisawhollyownedsubsidiaryofKiaMotorsCorporationthatisbasedinthesouthofEnglandandemploysover2,500peoplethroughisHQanddealershipnetwork.

TheengagementstrategythatwasformulatedintheUKisnowbeingberolledoutonaPan-EuropeanlevelandsharedwiththeglobalHRteamatthecompany'sHQinSeoul.TosupportthedevelopmentoftheemployeeengagementstrategyHRutilizedthemarketingcommunicationstoolsSOSTAC.Thistoolconsistsofsixpartsandformsthestructureforpresentingthecasestudy.SOSTACstandsfor:

Situation.UnderstandingthechallengefacingHR.

Objectives.SettingtheengagementobjectivesforKiaMotors.

Strategy.Becomingatrueemployerofchoice.

Tactics.IntroducingtheKiaMotorsengagementmodel.

Action.Interventionstoimproveemployeeengagement.

Control.Measuringthesuccessofthestrategy.

Situation:

understandingthechallengefacingHR

During2006KiaMotors（UK）wentthroughaverydifficultperiod,withthebusinessexperiencingrapidlyfallingsales,increasedfinanciallossesandverylowlevelsofemployeeengagement,withthelatterverymuchseenasbothacauseandeffectofthepoorbusinessperformance.Towardsthelatterendof2006,KiaMotors（UK）cameundernewHRleadership,withGaryTomlinsonappointedasthenewheadofHR.Thefirststepagreedwiththeboard,wastounderstandthestateofemployeesatisfactionthroughtheuseoftheinternalemployeesurvey,YourVoice.

TheKiaemployeesurveyisbasedonafive-point,multi-raterLikertscalefromstronglyagreethroughtostronglydisagree.The2006surveyillustratedmanychallengesincluding,amongothers,internalcommunicationsbeingratedatonly3percentandawarenessofthestrategicdirectionat32percent.TheconsequencesofsuchpoorresultswerefeltinothermeasuresofHR,includingemployeeturnoverreachinganunprecedented31percentbytheendof2006.Theresultingdirectcoststothebusiness（recruitment,legalandexitcosts）wereover£600,000by2006yearend.

InJanuary2007withthearrivalofanewKoreanCEOandshortlyafteranewBritishMD,HRwaschallengedtodevelopanemployeeengagementstrategytoimproveemployeemoraleandaddressthehighlevelsofemployeeturnover.

Objectives:

settingtheengagementobjectivesforKiaMotors

ThereforeHRagreedwiththeboardsomeambitiousobjectivestoaddressthechallengestheorganizationwasexperiencing.Thesewere:

Increasetheaveragescoreacrossthefivedirectlinemanagerindicatorsby10percent.Theindicatorsarethesupportmanagersprovide,theircommunication,thequalityoffeedbacktotheirdirectreportsatappraisals,therecognitionofworkwelldoneandtherespectbetweenmanagerandemployee.

Seekanincreaseintheemployeesurveyresultsonthe12keyengagementindicators.AimtoreducethelevelofemployeeturnoverwithinKiaMotors,whichwas31percentattheendof2006.

Looktoreducetheemployeecostsofrecruitmentandexitingofemployeeswithintheorganizationonanannualbasisby10percent.

Strategy:

becomingatrueemployerofchoice

ThestrategyagreedwiththeboardforHRwastodeveloptheemployerbrandasatrue“employerofchoice.”SincetheUKautomotivemarketwasverycompetitivewitharelativelylimitedpooloftalent,itwascriticalforKiatobeseenasanattractiveemployerifitwastoattractandretaintalenttothebrand.AnHRstrategywasputinplacewiththeaimtoachieveasamarkerofprogresstheInvestorsInPeopleawardbytheendof2008.LongertermtheaimwasforKiaMotorsUKtobeseenasnotjustanemployerofchoiceintheUKautomotiveindustrybutalsomorewidelyonanationalbasisasanemployerbrand.

ThefocusforHRwasonimproving“employeeengagement,”whichwasaboutcreatingan“emotionalconnection”withemployeessothattheyarepassionateand“live”thebrand.AtKiaMotors,employeeengagementconsistsofthreeparts–thebelief（mental）,thefeelingthebrandgenerates（emotion）and,mostimportantly,thegenerationofdiscretionaryeffort（behavior）.

Thestrategywasdevelopedaftertriangulatingthreesources,ouremployeesatisfactionsurveyresults,comparisonoftheresultswithcertaincompetitorcompanies,whichwasaccessedviaautomotivenetworkinggroupsandareviewofsecondarydataonbestpracticeinemployeeengagement.Thestrategywasfocusedonthreedistinctbutconnectedthemes:

leadership,internalcommunicationsandemployeedevelopment,basedonresearchconductedintothedriversofemployeeengagement–seeFigure1.

Tactics:

introducingtheKiaMotorsEngagementmodel

Theemployeeengagementstrategyconsistedoffiveinterventionsthatweredistinctbutinterconnectedforsymbiosisandgreaterimpact–seeFigure2.

Action:

interventionstoimproveemployeeengagement

　　1.Leadershipdevelopment

Basedontheresearchonemployeeengagement,theorganizationknewthatseniorandmiddlemanagementwerethekeydriversinbuildingengagementintheworkforce.SoasignificantfocuswasondevelopingthepeoplemanagementskillsofKia'smanagerswhohadlinemanagementresponsibility.

Allmembersofthemanagementteamweresentonaseriesoftrainingcoursestoimprovetheirmanagementskills.Inordertomeasuretheirbehavioralchange,allmanagersweretestedthrougha360-degreeassessmenttoolbeforeandafterattendingthetraining.Tosupporttheimplementationofthetrainingallmanagersreceivedamanagement“toolkit”thatincludedasetofmanagementtechniquesbuiltaroundthecorecompetenciesrequiredoftherole.

Togainbuy-intothetraining,itwassponsoredbytheCEO,alldelegatessigneduptolearningcontractsandthechosentrainingpartner,TechniquesForChange,providedadedicatedlearningsupportcenter.Thefocuswasverymuchondoingratherthanknowing,builtaroundKiaMotors'frameworkoffivecorebehavioralcompetenciesthatareapplicableforallemployees,eachofwhichhaspositiveandnegativeindicators.ThefivecorebehavioralcompetenciesatKiaMotorsaredeliveringresults,customerfocus,communication,managingselforothersandteamworking.

2.Employeerecognition

Theemployeesurveyillustratedthatemployeesfelttherewasnotenoughrecognitionforstaffcontributions.Kiawaskeentoensurethatemployeeswererewardedfortheireffortsandin2007introducedthe“outstandingawards”foremployeesthatwerepresentedonaquarterlybasisatacompanywidetownhallmeeting.TheseawardswerepresentedbytheCEOandwereforeitherindividualorteamcontributions.Toensuretheawardsgainedemployeesupport,thenominationscamedirectfromemployees,ratherthanpurelyfromseniormanagement.

Thewinnerswereprovidedwithacertificateandagift,whichprovidedthemwitharangeofchoices,fromdaysouttoballoonflightsorapamperingweekendatahealthspa.Inaddition,employeesarerewardedwiththe“Kiathankyou”–asimplecardandalittlepresentforajobwelldone.Thisisinformalrecognitioncomingfromtherespectivelinemanager,withtheemployeereturningtotheirdesktofindathankyoucardandpresent.Theideawasinspiredbythebrandtaglineof“thepowertosurprise,”somethingKiawantedtoreflectinternally.

3.Internalcommunications

Tosupporttheimprovementofinternalcommunications,anumberoftoolstofacilitategreaterorganizationalcommunicationswereintroduced.Theseincludedquarterlyemployeebriefingsandamorerigoroususeofperformancemanagementtoensureappraisalswerecompleted100percentacrosstheorganizationbyallemployees–somethingthatwasachievedforthefirsttimein2007.

Anewcorporateintranet,KiaVision,wasalsolaunched.Thiswasverymuchpositionedaroundbeinganenablingtooltoimprovecommunicationsacrosstheorganization.Thecontentwasacombinationofkeybusinessinformation,presentationsandprovisionofsomemorelightheartedcommentarytohelpbuildasenseoftogethernessacrossthevariousdepartments.

Followingsomefocusgroupswithemployees,itwasalsodecidedtosetupanemployeeforumthatconsistedofatleastonerepresentativefromeachdepartment.Thisinparticularhasproventobeausefultooltosupportemployeesinraisingitemsofconcern.Tofurtherensuretransparencytheminutesandagreedconclusionsofthemeetingarepublishedforalltosee.

4.Organizationaldevelopment

Thisinterventionwasinmanywaysthemost-wideranging.Oneofthemostsignificantchangesmadeinearly2007wastheremovalofallemployeebonuses.HRledthenegotiationswiththerelevantemployees,gaininguniversalsupportfortheremovalofbonuseswithacollectiveofferofafixedratepercentageincreasetoemployees'basesalary.

Therationalebehindthiswasthebeliefthatthebonusculturewithintheorganizationwascreatinganenvironmentofshort-termismandleadingindividuals,onoccasion,toplacepersonalgainoverthelong-terminterestsofthecompany.TheorganizationwasverymuchfollowingthemaximofGoodhart'slaw–whenameasurebecomesatarget,itceasestobeagoodmeasure,i.e.theincentiveitselfdistortsthebehaviormakingthemeasureitselfanunsatisfactorywayofassessingperformance.Giventheeconomicexperienceof