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.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
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