HR的角色在管理变化-英文版课件.ppt

1、HR的角色在管理变化-英文版The Realities of ChangeTypical 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 change cycleHave a plan to exploit the enablers and eliminat

2、e the barriers to changeCHANGEChange Generates Formidable ChallengesHow to GetDesired ResultsHow to Maintain and Increase Employee CommitmentHow to MaintainBusinessContinuity Duringthe ProcessHow to KeepCustomers/Multiple ConstituenciesSatisfied Duringthe ProcessMany Restructuring Events Dont Result

3、 In Substantial Gains for the Organization17%33%20%30%Change TheoryChange theory has taught us:Significant change is always driven by external forces All change involves a lossThe process of change follows a sequence at the organization and personal levelResistance and conflict are natural companion

4、s of changeEvery member of the organization is affected by change,but the effect is not equal or at the same time for all membersChange TheoryChange theory has taught us:Real,sustainable change will not take place unless there issdissatisfaction with the status quosa vision of the futuresa plan for

5、at least the first step in moving towards the futuresa group of sponsors of the change effortscritical mass of support for the changePeople Require Time And Sensitivity To Accept ChangeResistanceDenial&ImmobilizationBargainingDepression or AngerTestingAcceptance“I feel overwhelmed”“I dont care”“Thin

6、gsmight getbetter”“This isso unfair”“It wontwork”“Maybe if”“This is good,We are succeeding”NegativePositiveResponsesTime Organization Respond Following An Effective Change SequenceUnfreeze MobilizeRealize Reinforce SustainSet directionCreate will anddesire to changeBuild confidence and energySecure

7、shift in behavior by setting new processesEmbed new culture in the organizationStrive for continuous changeInitiating the changeBuilding momentumSustaining resultsSequenceActivitiesPhaseResistanceResponses to changeDenial&ImmobilizationAcceptanceBargainingTestingDepression or AngerLeading ChangeUnde

8、rstand 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 leaderSurvivors SyndromeCurrent StateFuture StateEmotionEnthusiasmTrustAcceptanceBusiness ImpactCommitted employeesHappy custome

9、rsThrilled stockholdersEmotionFearAnxietyConfusionBusiness ImpactSub-optimal performanceLack of commitmentLack of customer/market focusValley of DespairEmotionAngerFrustrationCreativityBusiness ImpactReduced productivityLack of trust in managementOrganizational conflictLeading ChangeEnabling StaffFo

10、cusing the effortIndividual effortCommunicate visionDrive for resultsTeam commitmentInfluence&PersuadeDevelop&EmpowerRole modelRisk taking/Self confidencePersonal integrityOrganizational CompetenciesDrive for Resultsn Displays passion,energy,and enthusiasm for accomplishing goals and objectivesn Mea

11、sures and tracks key business results and progress against established benchmarksn Pushes boundaries and looks for ways to accomplish better resultsVision Communicationn Communicates the changes required of the organization in concrete tangible termsn Builds enthusiasm and support by consistently co

12、mmunicating through a variety of mediumsn Arranges for interactive exchanges to ensure that others understand where the organization is headed and what the changed organization will look likeStaff CompetenciesTeam Commitmentn Readily places the needs and goals of the organization above ones own pers

13、onal needs and agendan Actively and publicly supports team/organization decisions even if they are unpopularnTakes personal actions to break down organizational barriersInfluence&Persuasionn Take the time to ensure others understand ones goals,objectives,and visionn Sells own ideas by relating them

14、to the values and goals of othersn Anticipates potential objections and obstacles and prepares alternative arguments and courses of actionStaff CompetenciesDeveloping&Empoweringn Personally works to develop the competence and self-confidence of direct reports through regular feedback,reinforcement,a

15、nd personal supportn Withdraws from decision-making and implementation as soon as feasible in order to let others take charge and assume responsibilityn Demonstrates genuine respect for and trust in the abilities of othersIndividual CompetenciesRole Modeln Models words and behaviors which support th

16、e ethics and vision of the organizationn Openly supports the organization and its employeesn Embraces the change process and takes action to move toward future initiativesRisk Taking Self-Confidencen Willing to take action which is sound but may not always be safen Challenges both the system and oth

17、ers even when conflict is likelyn Demonstrates a realistic and balanced sense of conviction regarding ones skills and abilitiesIndividual CompetenciesPersonal Integrityn Behaves in a manner that is consistent with the law,ethics,and culture of the organizationn Readily assumes personal responsibilit

18、y for ones won behavior and the overall behavior of his/her organizationn Personally follows through to ensure commitments are kept and promises fulfilledI want to make it happenI buy itI get itI heard itI heard itI get itI heard itI buy itI get itI heard itI want to make it happenI buy itI get itI

19、heard itDownsizing in SCJHistorical background Headcount reduced by approx.1000 employees from 1992 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

20、1997 with the indefinite employment contract.1995 Early retirement program stipulated by government impacted around 130 employeesBackground of SCJ Factory Consolidation ProjectCURRENT STATUS:Separate business locations with administrative office in Pudong and manufacturing plant in NandaOBJECTIVESCO

21、ST SAVINGSsGross profit improvement,resulting from headcount reduction,increasing productivity and eliminating of contract manufacturing fees.Other savings include a reduction in average working capital and avoiding building/utility upgrades.PRODUCTIVITYsdoubled product maker output/a single buildin

22、g layout versus 19 buildings CAPACITYsThe new factory resolves peak production capacity issues and will cover China five-year growth projections.S/H/E ComplianceOrganizational Objectives Improve efficiency and organizational health No major disruptions of business Remaining workforce committed and m

23、otivated Resolve headcount reductionsin accordance with labor lawsin line with principles of our company philosophy of This We Believe sby increasing flexibility of workforce,and simproving age structuresreducing headcount by 11%via 2 projectsBackground of Work Force Turnover zero Average age of com

24、pany 38.7 Number of employees over age of 40:s Operations:56%s Administration:70%Over 60%of employees have indefinite employment contractWho Will Be Impacted?Job eliminated-Contract Termination Employee displaced Unaffected employeeWait-for RetirementContract Expiration-Non-renewal Employee Our Stra

25、tegies 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 CommunicationInvolve enablers(i.e.trade union,Labor Burea

26、u and partner)Learn from best practice in the marketConsider corporate cultureLook at multiple scenariosIdentify potential opinion leaders Our Strategy Contract Non-renewal semployees whose contract expires 01/02 will not be renewedsseparation package:competitive separation package plus outplacement

27、 support including training assistanceWaiting for RetirementsTarget group:Employees with up to 5 years to official retirement by October 31,2002.Offered to all eligible employees.Few employees are identified as being critical to the organization and encouraged to stay with SCJ for a certain period.s

28、Market practice:Mainly used by SOE,but has been used recently by few JVs with longer presence in China to solve the problem of aging workforce and low production efficiencysProposed package:Percentage of base salary different percentage for staff/manager and workersState required benefits plus some

29、selected company benefitsOur StrategyOur StrategyPossible StrategyIndividual Employee Meetings Difficult and emotional Conducted in a tense atmosphere Stakes are high Managers are expected to continue to run the business Reactions are generally predictable Outcomes are manageable An ending and a new

30、 beginningContingency Plan For passive protest Damaging company property In the event employees harms himself In the event harms other employees Security control of IS system Provide media training Prepare key messages and media statementsInitiating the change:Unfreeze/Mobilize Set Direction/Create

31、will and desire to change:sExplanation that new skills are required to work in new factory.Who cannot improve may have to leave.(08/00)sGeneral manager letter stating strategies and reasons for change(5/01)Initiating the change:Unfreeze/Mobilize Build confidence and energysCommunicate,Communicate,Co

32、mmunicatesCommuni leader and change management training with all managerssSpecific training with managers whose subordinates are impactedsTake one on one time with impacted individual.Listen to concerns but do not address or respond at meetingsAcknowledge that denial and immobilization is part of th

33、e process and people will get over itsApply policy consistently.Do not open up for negotiation.Building Momentum:Realize/Reinforce Secure shift in behaviorsRecognize you are half there if employees start to bargainsProvide incentive to make a decision to gain critical mass and pull throughsProvide a

34、nswer to all outstanding question raised Embed in the organization sExecute flawlesslysDeliver on what has been agreedBuilding Momentum:Realize/Reinforce Strive for continuos improvementEmployees s accept that separation packages are not negotiables acknowledge that there is no life time employments

35、 understand continuos skill improvement is neededs performance does matterKey Learnings Plan communication carefully and timely.If you have more than one program do it sequentially Rumors are unavoidable so make good use of it.Gain support from relevant parties via early sharing of plans Identify opinion leader,separate if needed.Key Learnings Handle meetings only on a one on one basis.Refuse to talk to groups.Apply programs consistently.Packages are not negotiable.Gain critical mass in order to pull program through.Better plan for contingency