外文翻譯--建立高員工敬業(yè)度的企業(yè)文化

1、<p><b>　　中文3716字</b></p><p>　　本科畢業(yè)論文（設(shè)計(jì)）</p><p><b>　　外文翻譯</b></p><p>　　外文題目 Building a culture of high employee engagement

2、 </p><p>　　外文出處 Strategic HR Review.2010(3):p25-31 </p><p>　　外文作者 Gary Tomlinsoon

3、 </p><p><b>　　原文：</b></p><p>　　Building a culture of high employee engagement</p><p>　　作者：Gary Tomlinson</p><p>　　Kia Motors is part of the Hyu

4、ndai-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

5、 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.</p><p>　　The engagement st

6、rategy 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 company's HQ in Seoul. To support the development of the employee engagement strategy

7、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:</p><p>　　Situation. Understanding the challeng

8、e facing HR. </p><p>　　Objectives. Setting the engagement objectives for Kia Motors. </p><p>　　Strategy. Becoming a true employer of choice. </p><p>　　Tactics. Introducing the Kia M

9、otors engagement model. </p><p>　　Action. Interventions to improve employee engagement. </p><p>　　Control. Measuring the success of the strategy. </p><p>　　Situation: understanding

10、the challenge facing HR</p><p>　　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 empl

11、oyee 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

12、the new head of HR. The first step agreed with the board, was to understand the state of employee satisfac</p><p>　　The Kia employee survey is based on a five-point, multi-rater Likert scale from strongly ag

13、ree 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 con

14、sequences 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 busi</p><p>　　In Janua

15、ry 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.&l

16、t;/p><p>　　Objectives: setting the engagement objectives for Kia Motors</p><p>　　Therefore HR agreed with the board some ambitious objectives to address the challenges the organization was experien

17、cing. These were:</p><p>　　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 feedba

18、ck to their direct reports at appraisals, the recognition of work well done and the respect between manager and employee. </p><p>　　Seek an increase in the employee survey results on the 12 key engagement in

19、dicators. Aim to reduce the level of employee turnover within Kia Motors, which was 31 percent at the end of 2006.</p><p>　　Look to reduce the employee costs of recruitment and exiting of employees within th

20、e organization on an annual basis by 10 percent. </p><p>　　Strategy: becoming a true employer of choice</p><p>　　The strategy agreed with the board for HR was to develop the employer brand as a

21、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

22、 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 a</p><p>

23、　　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 o

24、f three parts – the belief (mental), the feeling the brand generates (emotion) and, most importantly, the generation of discretionary effort (behavior).</p><p>　　The strategy was developed after triangulatin

25、g 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

26、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 –

27、 see Figure 1.</p><p>　　Tactics: introducing the Kia Motors Engagement model</p><p>　　The employee engagement strategy consisted of five interventions that were distinct but interconnected for s

28、ymbiosis and greater impact – see Figure 2.</p><p>　　Action: interventions to improve employee engagement</p><p>　　1. Leadership development</p><p>　　Based on the research on employ

29、ee 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 Kia's mana

30、gers who had line management responsibility.</p><p>　　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 cha

31、nge, 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 o

32、f management techniques built around the core competencies required of the role.</p><p>　　To gain buy-in to the training, it was sponsored by the CEO, all delegates signed up to learning contracts and the ch

33、osen 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 competencie

34、s 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</p><p>　　2. Employee recognition</p&

35、gt;<p>　　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 t

36、he “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 th

37、e awards gained employee support, the nominations came direct from employees</p><p>　　The winners were provided with a certificate and a gift, which provided them with a range of choices, from days out to ba

38、lloon 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 re

39、spective 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</p><p>　　3. Internal communications</p>

40、<p>　　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

41、 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.</p><p>　　A new corporate intranet

42、, 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

43、 provision of some more lighthearted commentary to help build a sense of togetherness across the various departments.</p><p>　　Following some focus groups with employees, it was also decided to set up an emp

44、loyee 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 minut

45、es and agreed conclusions of the meeting are published for all to see.</p><p>　　4. Organizational development</p><p>　　This intervention was in many ways the most-wide ranging. One of the most s

46、ignificant 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

47、rate percentage increase to employees' base salary.</p><p>　　The rationale behind this was the belief that the bonus culture within the organization was creating an environment of short-termism and leadi

48、ng individuals, on occasion, to place personal gain over the long-term interests of the company. The organization was very much following the maxim of Goodhart's law – when a measure becomes a target, it ceases to be

49、 a good measure, i.e. the incentive itself distorts the behavior making the measure itself an unsatisfactory way of assessing performance. Giv</p><p>　　It also completely re-wrote the employee handbook and a

50、ll 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

51、 a dress down Friday to support a more relaxed culture.</p><p>　　5. Employee development</p><p>　　The organization also ensured that non-management employees received training to support them in

52、 both their role and career development. Through Kia's appraisal process, training needs analyses were collected across the organization and utilized to create a clear training plan for each employee, aligned with th

53、eir career aspirations as expressed in their annual appraisal. </p><p>　　Control: measuring the success of the strategy</p><p>　　Between the launch of the engagement strategy in March 2007 and O

54、ctober 2009, Kia experienced for three consecutive years improvements across all four of its key objectives:</p><p>　　Increase the average score across the five direct line manager indicators by 10 percent.

55、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 increa

56、se 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 susta</p><p>　　Seek a

57、n 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. Th

58、ese 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

59、combining the total percentage points and then dividin</p><p>　　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 boar

60、d 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

61、 the total workforce by October 2009.Therefore the strategy implemented in the UK has proven to have a positive impact in reducing the in</p><p>　　Look to reduce the employee costs of recruitment and exiting

62、 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 s

63、avings 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. </p><p>　　In the s

64、ubsequent 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 attem

65、pting to gain the Investors In People employee recognition, which was achieved in quarter four 2008.</p><p>　　The keys to success ：Resistance from the CFO to make the investment</p><p>　　Aspects

66、 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 employ

67、ee 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.　　</p><

68、;p>　　What added leverage was the organization's 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, ev

69、entually HR gained full support for the engagement strategy.</p><p>　　Initial distrust of employees – overcome by the communications strategy – or resistance to change</p><p>　　Central to the su

70、ccess 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

71、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 c

72、onsistent communication with management and</p><p><b>　　譯文：</b></p><p>　　建立高員工敬業(yè)度的企業(yè)文化</p><p>　　Gary Tomlinson</p><p>　　起亞汽車(chē)是Hyundai-Kia汽車(chē)集團(tuán)的一部分——世界上的第四大汽車(chē)制

73、造商，總部在韓國(guó)漢城。公司擁有超過(guò)四萬(wàn)名員工涉及167個(gè)國(guó)家。本案例研究是以英國(guó)的子公司為對(duì)象的，該子公司位于英格蘭南部，雇員超過(guò)2,500。</p><p>　　在漢城的公司總部正在推行由英國(guó)制定的員工敬業(yè)計(jì)劃，目前無(wú)論是在歐洲還是全球的人力資源團(tuán)隊(duì)都在參與、分享該計(jì)劃。人力資源部利用SOSTAC行銷(xiāo)傳播工具支持員工敬業(yè)計(jì)劃的發(fā)展戰(zhàn)略。這個(gè)工具是由6個(gè)部分的結(jié)構(gòu)和形式組成為個(gè)案研究。SOSTAC代表：</

74、p><p>　　Situation：情境，理解人力資源面臨的挑戰(zhàn)。</p><p>　　Objectives：目標(biāo)，制定起亞汽車(chē)的業(yè)務(wù)目標(biāo)。</p><p>　　Strategy：策略，成為真正的最佳雇主。</p><p>　　Tactics：戰(zhàn)術(shù)，引進(jìn)員工參與模型。</p><p>　　Action：行動(dòng)，干預(yù)，以提高員

75、工敬業(yè)度。</p><p>　　Control：控制，衡量策略的成功率。</p><p>　　情境：理解人力資源面臨的挑戰(zhàn)</p><p>　　2006年是英國(guó)起亞汽車(chē)的困難時(shí)期，經(jīng)歷了銷(xiāo)售快速下滑，經(jīng)濟(jì)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(jī)效的原因也是結(jié)果。在2006年底， Gary Tomlinson被任命為英國(guó)起亞汽車(chē)新的人力資源的總

76、監(jiān)。董事會(huì)通過(guò)的第一步舉措是，通過(guò)內(nèi)部員工調(diào)查了解員工的心聲和滿(mǎn)意度。</p><p>　　起亞員工調(diào)查是采用多方測(cè)評(píng)的，運(yùn)用有從非常同意到非常不同意的五個(gè)點(diǎn)的調(diào)查量表。2006年的調(diào)查說(shuō)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(shí)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(dòng)率竟達(dá)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(guò)了60萬(wàn)英鎊

77、。</p><p>　　2007年1月，隨著新的首席執(zhí)行官的上任，一項(xiàng)新的人力資源舉措被推出，試圖建立一個(gè)員工敬業(yè)計(jì)劃，來(lái)提高員工士氣和控制高水平的人員流動(dòng)。</p><p>　　目標(biāo)：制定起亞汽車(chē)的業(yè)務(wù)目標(biāo)。</p><p>　　因此人力資源部在董事會(huì)的同意之下，開(kāi)始了雄心勃勃的挑戰(zhàn)。這些是：直線(xiàn)經(jīng)理的五項(xiàng)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

78、的評(píng)估報(bào)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。</p><p>　　尋求增加員工調(diào)查中12個(gè)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。</p><p>　　戰(zhàn)略：成為真正的最佳雇主品牌</p><p>　　董事會(huì)通過(guò)的策略是開(kāi)發(fā)一個(gè)正真的最佳雇主品牌。既然英國(guó)汽車(chē)市場(chǎng)很有競(jìng)爭(zhēng)力，但人才庫(kù)卻

79、非常有限，因此對(duì)于起亞來(lái)說(shuō)，成為一個(gè)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(gè)進(jìn)步的投資著，長(zhǎng)遠(yuǎn)的目標(biāo)是不僅成為英國(guó)汽車(chē)工業(yè)的最佳雇主品牌，還更為廣泛的全國(guó)性行業(yè)內(nèi)成為最佳雇主品牌。</p><p>　　人力資源關(guān)注的焦點(diǎn)是提高員工敬業(yè)度，它要?jiǎng)?chuàng)造一個(gè)員工間的“情感連接”，以至于他們充滿(mǎn)熱情地工作。在起亞汽車(chē)，員工敬業(yè)由三個(gè)部分組成：神層面、感層面，最重要的

80、行為層面。</p><p>　　戰(zhàn)略源有三個(gè)：我們的員工滿(mǎn)意度調(diào)查，與競(jìng)爭(zhēng)對(duì)手的比較，通過(guò)互聯(lián)網(wǎng)和第二手資料的分析。該戰(zhàn)略的重點(diǎn)是基于員工敬業(yè)的驅(qū)動(dòng)因素的三個(gè)有聯(lián)系的主題：領(lǐng)導(dǎo)力、內(nèi)部溝通、員工發(fā)展。</p><p>　　策略：引進(jìn)員工參與模型</p><p>　　員工敬業(yè)的干預(yù)策略包括五個(gè)不同但互聯(lián)為共生更大的影響。</p><p>　　行

81、動(dòng)：干預(yù)，以提高員工敬業(yè)度。</p><p><b>　　1、領(lǐng)導(dǎo)力開(kāi)發(fā)</b></p><p>　　在員工敬業(yè)調(diào)查的基礎(chǔ)上，組織認(rèn)識(shí)到了高級(jí)和中級(jí)管理是提高員工敬業(yè)度的關(guān)鍵驅(qū)動(dòng)力。所以一個(gè)重要的焦點(diǎn)是開(kāi)發(fā)起亞的管理者的領(lǐng)導(dǎo)力。</p><p>　　管理團(tuán)隊(duì)的所有成員都被邀請(qǐng)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(guò)一

82、個(gè)360度的評(píng)估工具，來(lái)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(shí)施，包括一系列的建立歷核心競(jìng)爭(zhēng)力所需的管理技術(shù)。</p><p>　　為了獲得培訓(xùn)投資，該項(xiàng)目主要由CEO發(fā)起，建立一個(gè)專(zhuān)門(mén)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(jìn)步。在很大程度上比起知道，行動(dòng)更為重要，建立以五個(gè)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(xiàng)

83、。這五項(xiàng)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(tuán)隊(duì)協(xié)作中。</p><p><b>　　2、員工認(rèn)可</b></p><p>　　員工調(diào)查中反映，員工認(rèn)為他們的貢獻(xiàn)沒(méi)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(bào)，于2007年推出了“優(yōu)秀員工獎(jiǎng)”。這些獎(jiǎng)由CEO頒布，無(wú)論是個(gè)人貢獻(xiàn)還是團(tuán)隊(duì)貢獻(xiàn)。為了確保這些獎(jiǎng)項(xiàng)能得到員工的支持，獎(jiǎng)項(xiàng)的提名也直

84、接來(lái)自員工，而不是純粹來(lái)自高級(jí)管理。</p><p>　　獲獎(jiǎng)?wù)邔⒌玫阶C書(shū)和獎(jiǎng)勵(lì)，獎(jiǎng)勵(lì)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(guò)周末。此外，雇員還將獲得“起亞謝謝你”——一個(gè)簡(jiǎn)單的卡片和一件小禮物。這通常是來(lái)自獲獎(jiǎng)?wù)叩闹本€(xiàn)經(jīng)理人，通常獲獎(jiǎng)?wù)邥?huì)在自己的辦公桌上意外地發(fā)現(xiàn)感謝卡和小禮物。這個(gè)想法正來(lái)自于品牌標(biāo)語(yǔ)“驚喜的力量”，這也正是起亞想在內(nèi)部反映的東西。</p><p><b

85、>　　3、內(nèi)部溝通</b></p><p>　　為了支持完善內(nèi)部溝通，起亞引進(jìn)了一些支持促進(jìn)更大的組織溝通的工具其中包括季度員工簡(jiǎn)報(bào)，以及能確保整個(gè)組織內(nèi)員工都能百分之百完成考評(píng)的，更為嚴(yán)密的績(jī)效管理工具。這個(gè)工具第一次使用是在2007年。</p><p>　　起亞視覺(jué)，一個(gè)新的內(nèi)部網(wǎng)絡(luò)也正式啟動(dòng)，這是一個(gè)改善組織內(nèi)部溝通非常有用的工具。主要內(nèi)容是一些關(guān)鍵的商業(yè)信息、報(bào)告

86、以及較為輕松的評(píng)價(jià)等的結(jié)合，以便幫助建立不同部門(mén)之間的凝聚力。</p><p>　　為了更好的關(guān)注員工，起亞還決定成立一個(gè)員工論壇，每個(gè)部門(mén)至少要有一名員工參與該論壇。事實(shí)證明，這對(duì)于提高員工對(duì)項(xiàng)目的關(guān)注來(lái)說(shuō)是一項(xiàng)非常有用的舉措。為了確保透明度，會(huì)議記錄和總結(jié)在被同意之后都會(huì)在論壇上公布，供所有員工查看。</p><p><b>　　4、組織開(kāi)發(fā)</b></p&

87、gt;<p>　　這種干預(yù)出現(xiàn)在很大范圍內(nèi)。最明顯的改變是在2007年初除去所有的員工的獎(jiǎng)金。人力資源部和相關(guān)員工進(jìn)行談判，最后一致同意，除去獎(jiǎng)金換取更高的固定薪酬。</p><p>　　這背后的根本原因是一種理念，獎(jiǎng)金文化創(chuàng)造了企業(yè)文化環(huán)境內(nèi)的短期行為和個(gè)人領(lǐng)導(dǎo)，有時(shí)候，會(huì)把個(gè)人利益置于公司的長(zhǎng)遠(yuǎn)利益之上。該組織證明非常適用Goodhart定律：當(dāng)一個(gè)措施成為一個(gè)目標(biāo)，它就不再是一個(gè)好措施了。激勵(lì)

88、發(fā)生了變質(zhì)，不再關(guān)注行為本身，而關(guān)注測(cè)量的結(jié)果，一種不被人滿(mǎn)意的績(jī)效評(píng)估。參考當(dāng)前針對(duì)銀行和金融行業(yè)的信貸緊縮的經(jīng)濟(jì)經(jīng)驗(yàn)，起亞相信，去除獎(jiǎng)金文化很大程度上是在走彎路。</p><p>　　起亞也重新編寫(xiě)了員工手冊(cè)，以及所有人力資源政策和程序，以確保符合他們所認(rèn)可的文化價(jià)值觀。其他改變包括提高員工福利，通過(guò)引入幼兒憑證、增加假期津貼和引入“穿著星期五”來(lái)支持更輕松的文化。</p><p>&

89、lt;b>　　5、員工發(fā)展</b></p><p>　　該組織也確保非管理層員工能接受培訓(xùn)，以便滿(mǎn)足他們的崗位需要和個(gè)人職業(yè)生涯發(fā)展的需要。通過(guò)評(píng)估過(guò)程中培訓(xùn)需求的收集與分析，制定針對(duì)每一個(gè)員工的明確的培訓(xùn)計(jì)劃，這個(gè)培訓(xùn)計(jì)劃也是和員工的職業(yè)發(fā)展的期望相符合的。</p><p>　　控制：衡量策略的成功率</p><p>　　在2007年3月到200

90、9年10月的戰(zhàn)略實(shí)施期間，起亞經(jīng)歷了連續(xù)三年的改善四個(gè)主要目標(biāo)的歷程。</p><p>　　將平均得分在5的直線(xiàn)經(jīng)理人的指標(biāo)增加10%。在員工調(diào)查中，起亞有五個(gè)指標(biāo)來(lái)衡量直線(xiàn)經(jīng)理的表現(xiàn)。從領(lǐng)導(dǎo)力的計(jì)劃開(kāi)始到完成此課程，測(cè)試成績(jī)從百分之六十四增長(zhǎng)到百分子七十八，平均增長(zhǎng)了百分之十四。最令人鼓舞的是，在這個(gè)計(jì)劃結(jié)束了一年之后，提高后的分?jǐn)?shù)依然保持著。</p><p>　　尋求在該項(xiàng)員工調(diào)查中的

91、12個(gè)關(guān)鍵敬業(yè)指標(biāo)的增長(zhǎng)。在英國(guó)起亞汽車(chē)的調(diào)查中，采用了12個(gè)關(guān)鍵指標(biāo)來(lái)衡量多項(xiàng)業(yè)務(wù)上的員工敬業(yè)。這些指標(biāo)涉及廣泛，包括高級(jí)管理、內(nèi)部溝通、組織的榮譽(yù)和與直線(xiàn)經(jīng)理的關(guān)系?？偡质撬杏嘘P(guān)聯(lián)的百分點(diǎn)的總和，然后劃分到12個(gè)關(guān)鍵指標(biāo)。近幾年，調(diào)查的平均得分有了顯著的增長(zhǎng)，從2006年的39%到07年的51%，到08年的65%，到09年的71%。整體來(lái)看，自員工敬業(yè)計(jì)劃方案啟動(dòng)以來(lái)，平均工資已上漲32個(gè)百分點(diǎn)了。</p><

92、p>　　2006年，員工流失率為31%，懂事會(huì)所遇到的最根本的挑戰(zhàn)就是降低員工流失率。到2007年，員工流失率已經(jīng)有顯著的降低了，降到了15%。而到2008年，已經(jīng)降低到5%，到09年10月，僅2%。因此，在英國(guó)起亞，已經(jīng)證明，在英國(guó)起亞，該策略在降低高員工流失率上起到了非常積極的作用。顯然，盡管信貸危機(jī)減少了所有公司的員工流失率，但前信貸危機(jī)所引起的員工流失率的降低也證明了所采用的策略的價(jià)值。</p><p&

93、gt;　　看看每年減少百分之十的招聘和雇員離職的成本。從2006年到2007年，英國(guó)起亞人力資源成本降低超過(guò)40萬(wàn)英鎊，下降71個(gè)百分點(diǎn)。這些節(jié)約的費(fèi)用包括招聘和其他員工相關(guān)費(fèi)用。這期間包括在2007年的時(shí)候，成功招募了一個(gè)新的高級(jí)管理團(tuán)隊(duì)，包括一定新的總經(jīng)理?！　?lt;/p><p>　　在2008年和2009年的參與戰(zhàn)略為組織帶來(lái)了額外且顯著的成本節(jié)約。為了獎(jiǎng)勵(lì)組織的進(jìn)步， 2008年組織致力于試圖在員工表彰中獲

94、得投資者。</p><p>　　成功的關(guān)鍵：抵抗CFO，使其投資</p><p>　　高級(jí)管理團(tuán)隊(duì)方面已同意保留對(duì)員工敬業(yè)計(jì)劃的投資，尤其是當(dāng)時(shí)的首席財(cái)務(wù)官。然而，在2007年3月人力資源呈現(xiàn)給董事會(huì)的報(bào)告，證實(shí)了高員工敬業(yè)度和高商業(yè)績(jī)效之間的關(guān)系。這是基于廣泛的研究之上提出的最佳實(shí)踐報(bào)告，證明高員工敬業(yè)度與高業(yè)績(jī)間的關(guān)系。因?yàn)榻M織當(dāng)時(shí)較低的績(jī)效和低員工敬業(yè)度低，再加上與董事會(huì)和高級(jí)管理人

95、員不斷聯(lián)絡(luò)和溝通，最終人力資源部得到了員工敬業(yè)策略的支持。</p><p>　　初始的不信任，克服了的員工溝通策略——或者對(duì)變革的抵制</p><p>　　這個(gè)策略成功的核心有兩個(gè)關(guān)鍵因素。首先是董事會(huì)要贊同并投資。CEO的公開(kāi)承諾可提高員工的業(yè)務(wù)范圍內(nèi)的士氣，以確保員工知道這是一個(gè)重大的商業(yè)行動(dòng)，而不是簡(jiǎn)單的人力資源推動(dòng)自己發(fā)展的計(jì)劃。其次，該組織同時(shí)使用，并設(shè)法改善內(nèi)部溝通渠道，建立溝