HR的角色在管理变化-小型化(1).pptx

1、HR 的角色在管理变化-小型化,Ulrike KaepplerHR Director-SC Johnson Greater China,The Realities of Change,Typical cycle of change in any organizationUnderstand the specific challenges and opportunities that the organization and their employees faceHow organizations begin to address the highs and lows of the chang

2、e cycleHave a plan to exploit the enablers and eliminate the barriers to change,CHANGE,Change Generates Formidable Challenges,How to GetDesired Results,How to Maintain and Increase Employee Commitment,How to MaintainBusinessContinuity Duringthe Process,How to KeepCustomers/Multiple ConstituenciesSat

3、isfied Duringthe Process,Many Restructuring Events Dont Result In Substantial Gains for the Organization,Created substantial returns,Created some returns,Eroded substantial returns,Eroded returns marginally,Change Theory,Change theory has taught us:Significant change is always driven by external for

4、ces All change involves a lossThe process of change follows a sequence at the organization and personal levelResistance and conflict are natural companions of changeEvery member of the organization is affected by change,but the effect is not equal or at the same time for all members,Change Theory,Ch

5、ange theory has taught us:Real,sustainable change will not take place unless there isdissatisfaction with the status quoa vision of the futurea plan for at least the first step in moving towards the futurea group of sponsors of the change effortcritical mass of support for the change,People Require

6、Time And Sensitivity To Accept Change,Time,Organization Respond Following An Effective Change Sequence,Leading Change,Understand the phases of acceptance that retained employees will go throughBe aware of their roles when leading the change processBe familiar with the competencies needed as a leader

7、,Survivors Syndrome,Current State,Future State,EmotionEnthusiasmTrustAcceptanceBusiness ImpactCommitted employeesHappy customersThrilled stockholders,EmotionFearAnxietyConfusionBusiness ImpactSub-optimal performanceLack of commitmentLack of customer/market focus,Valley of Despair,EmotionAngerFrustra

8、tionCreativityBusiness ImpactReduced productivityLack of trust in managementOrganizational conflict,Leading Change,Enabling Staff,Focusing the effort,Individual effort,Organizational Competencies,Drive for Results,Displays passion,energy,and enthusiasm for accomplishing goals and objectives Measures

9、 and tracks key business results and progress against established benchmarks Pushes boundaries and looks for ways to accomplish better results,Vision Communication,Communicates the changes required of the organization in concrete tangible terms Builds enthusiasm and support by consistently communica

10、ting through a variety of mediums Arranges for interactive exchanges to ensure that others understand where the organization is headed and what the changed organization will look like,Staff Competencies,Team Commitment,Readily places the needs and goals of the organization above ones own personal ne

11、eds and agenda Actively and publicly supports team/organization decisions even if they are unpopularTakes personal actions to break down organizational barriers,Influence&Persuasion,Take the time to ensure others understand ones goals,objectives,and vision Sells own ideas by relating them to the val

12、ues and goals of others Anticipates potential objections and obstacles and prepares alternative arguments and courses of action,Staff Competencies,Developing&Empowering,Personally works to develop the competence and self-confidence of direct reports through regular feedback,reinforcement,and persona

13、l support Withdraws from decision-making and implementation as soon as feasible in order to let others take charge and assume responsibility Demonstrates genuine respect for and trust in the abilities of others,Individual Competencies,Role Model,Models words and behaviors which support the ethics an

14、d vision of the organization Openly supports the organization and its employees Embraces the change process and takes action to move toward future initiatives,Risk Taking Self-Confidence,Willing to take action which is sound but may not always be safe Challenges both the system and others even when

15、conflict is likely Demonstrates a realistic and balanced sense of conviction regarding ones skills and abilities,Individual Competencies,Personal Integrity,Behaves in a manner that is consistent with the law,ethics,and culture of the organization Readily assumes personal responsibility for ones won

16、behavior and the overall behavior of his/her organization Personally follows through to ensure commitments are kept and promises fulfilled,Introduction to Johnson Pyramid Awareness Understanding Belief Commitment,Effective Communication During Process Change,AWARENESS,UNDERSTANDING,BELIEF,OPTIMAL PE

17、RFORMANCE,COMMITMENT,Trust,Involvement,Consistency,Evidence,Clarity,Dialogue,Simplicity,Relevance,The Johnson Pyramid,I heard it,The Pyramid,AWARENESS,Simplicity,Relevance,To Achieve Relevance,Know Your Employee!,How much do they know about the topic?Why should they care about it?Whats their primary

18、 area of interest or concern about it?Do they have any preconceived notions about it?Any past experiences with it?What 3 questions are they most likely to have?Are there other burning issues that need to be addressed before they can open their minds to the message?Consider their reaction to similar

19、communications in the past,Keep It Simple,Start with the main point that way if they dont pass the first sentence theyll still get the messageEmphasize how does this affect him or her?What must they do in response?Use simple,everyday language avoid jargon,slang and complex sentencesOrganize details

20、logically use bullet points,graphs,columns,charts and pictures to make information easier to digest,AWARENESS,UNDERSTANDING,Clarity,Dialogue,Simplicity,Relevance,I get it,I heard it,The Pyramid,C.L.E.A.R.Communication Provides,C ContextL Links to the ReceiverE ExamplesA AnalogiesR Representative Pic

21、tures,Understanding-Dialogue,Reflective Listening Consists OfListening with a non-judgmental attitudeListening for the purpose of understanding the topic from the speakers point of viewStating in your own words your understanding of both the content and the feelings being expressed,Reflective Listen

22、ing Is Helpful WhenThe emotional component of the message seems significantThe issues are of great importance to the speakerYou are prepared to invest the necessary time and energy,Understanding-Dialogue,Listen ActivelyStay neutral;avoid judging the speakers style or message.Give complete attention

23、to the speaker and be prepared to spend as much time as they need.Listen for ideas,not just for facts.Watch non-verbal communication.,Understanding-Dialogue,Understanding-Dialogue,Listen activelyUse silence to let both sides mentally review what has been said and where the discussion is going.Listen

24、 empathetically.Show through facial expressions that you are understanding the persons words and emotions.Use questions to clarify or to check understanding.,When ReflectingBe briefUse your own wordsTell what core themes you are hearingTell what emotion you are hearing(when possible),Understanding-D

25、ialogue,Dialogue-Effective Questioning,OpenCannot be answered by simple,1-or 2-word answers What is your plan for improving quality in the plant?ClosedAnswered with short,simple answers;meant for confirmation not information gathering Do you think we should hire this candidate?LeadingSuggests desire

26、d answer in the question Dont you agree this is the best idea?,AWARENESS,UNDERSTANDING,BELIEF,Consistency,Evidence,Clarity,Dialogue,Simplicity,Relevance,I buy it,I get it,I heard it,The Johnson Pyramid,Belief,Evidence External Reference Points Internal LogicConsistency What you do=What you say Consi

27、stency over time,AWARENESS,UNDERSTANDING,BELIEF,COMMITMENT,Trust,Involvement,Consistency,Evidence,Clarity,Dialogue,Simplicity,Relevance,I want to make it happen,I buy it,I get it,I heard it,The Johnson Pyramid,Downsizing in SCJ,Historical background,Headcount reduced by approx.1000 employees from 19

28、92 to 20011999:89 employees via non renewal of employment contracts From 1992-1997:approximately 800 employees returned to the joint venture partner with generous separation package,and partner dealt in 1997 with the indefinite employment contract.1995 Early retirement program stipulated by governme

29、nt impacted around 130 employees,Background of SCJ Factory Consolidation Project,CURRENT STATUS:Separate business locations with administrative office in Pudong and manufacturing plant in NandaOBJECTIVESCOST SAVINGSGross profit improvement,resulting from headcount reduction,increasing productivity a

30、nd eliminating of contract manufacturing fees.Other savings include a reduction in average working capital and avoiding building/utility upgrades.PRODUCTIVITYdoubled product maker output/a single building layout versus 19 buildings CAPACITYThe new factory resolves peak production capacity issues and

31、 will cover China five-year growth projections.S/H/E Compliance,Organizational Objectives,Improve efficiency and organizational healthNo major disruptions of businessRemaining workforce committed and motivatedResolve headcount reductionin accordance with labor lawin line with principles of our compa

32、ny philosophy of This We Believe by increasing flexibility of workforce,and improving age structurereducing headcount by 11%via 2 projects,Background of Work Force,Turnover zeroAverage age of company 38.7Number of employees over age of 40:Operations:56%Administration:70%Over 60%of employees have ind

33、efinite employment contract,Who Will Be Impacted?,Our Strategies To Reduce Headcount,Natural Attrition Non renewal of definite employment contracts Wait for retirement program New Indefinite Contract Termination Contingency Old Indefinite Buyout Transfer,Thorough Preparation Before Actual Individual Communication,Involve enablers(i.e.trade union,Labor Bureau and partner)Learn from best practice in