建立高員工敬業(yè)度的企業(yè)文化外文翻譯

1、建立高員工敬業(yè)度的企業(yè)文化外文翻譯 本科畢業(yè)論文(設(shè)計)外文翻譯外文題目Building a culture of high employee engagement 外文出處 Strategic HR Review.20213:p25-31 外文作者 Gary Tomlinsoon 原文:Building a culture of high employee engagement作者:Gary Tomlinson Kia Motors is part of the Hyundai-Kia Automotive Group ? the fourth largest automotive manu

2、facturer 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 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 t

3、hrough is HQ and dealership network. The engagement strategy 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 HR utilized the marketing

4、communications tools SOSTAC. This tool consists of six parts and forms the structure for presenting the case study. SOSTAC stands for: Situation. Understanding the challenge facing HR Objectives. Setting the engagement objectives for Kia Motors Strategy. Becoming a true employer of choice Tactics. I

5、ntroducing the Kia Motors engagement model Action. Interventions to improve employee engagement Control. Measuring the success of the strategySituation: understanding the challenge facing HR During 2006 Kia Motors UK went through a very difficult period, with the business experiencing rapidly fallin

6、g sales, increased financial losses and very low levels of employee 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 the new head of HR.

7、 The first step agreed with the board, was to understand the state of employee satisfaction through the use of the internal employee survey, Your Voice. The Kia employee survey is based on a five-point, multi-rater Likert scale from strongly agree through to strongly disagree. The 2006 survey illust

8、rated many challenges including, among others, internal communications being rated at only 3 percent and awareness of the strategic direction at 32 percent. The consequences of such poor results were felt in other measures of HR, including employee turnover reaching an unprecedented 31 percent by th

9、e end of 2006. The resulting direct costs to the business recruitment, legal and exit costs were over 600,000 by 2006 year end.In January 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 mor

10、ale and address the high levels of employee turnover.Objectives: setting the engagement objectives for Kia Motors Therefore HR agreed with the board some ambitious objectives to address the challenges the organization was experiencing. These were: Increase the average score across the five direct li

11、ne manager indicators by 10 percent. The indicators are the support managers provide, their communication, the quality of feedback to their direct reports at appraisals, the recognition of work well done and the respect between manager and employee Seek an increase in the employee survey results on

12、the 12 key engagement indicators. Aim to reduce the level of employee turnover within Kia Motors, which was 31 percent at the end of 2006. Look to reduce the employee costs of recruitment and exiting of employees within the organization on an annual basis by 10 percentStrategy: becoming a true emplo

13、yer of choice The strategy agreed with the board for HR was to develop the employer brand as a 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

14、 retain talent 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 2021. Longer term the aim was for Kia Motors UK to be seen as not just an employer of choice in the UK automotive industry but also more widely on

15、a national basis as an employer brand. 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 of three parts ? the belief mental, the feeling

16、 the brand generates emotion and, most importantly, the generation of discretionary effort behavior. The strategy was developed after triangulating three sources, our employee satisfaction survey results, comparison of the results with certain competitor companies, which was accessed via automotive

17、networking groups and a review of secondary data on best practice 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 ? see Figure 1.

18、Tactics: introducing the Kia Motors Engagement model The employee engagement strategy consisted of five interventions that were distinct but interconnected for symbiosis and greater impact ? see Figure 2.Action: interventions to improve employee engagement 1. Leadership development Based on the rese

19、arch on employee 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 managers who had line management responsibility. All members of the ma

20、nagement team were sent on a series of training courses to improve their management skills. In order to measure their behavioral change, 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 r

21、eceived a management “toolkit that included a set of management techniques built around the core competencies required of the role. To gain buy-in to the training, it was sponsored by the CEO, all delegates signed up to learning contracts and the chosen training partner, Techniques For Change, provi

22、ded a dedicated learning support center. The focus was very much on doing rather than knowing, built around Kia Motors' framework of five core behavioral competencies that are applicable for all employees, each of which has positive and negative indicators. The five core behavioral competencies

23、at Kia Motors are delivering results, customer focus, communication, managing self or others and teamworking. 2. Employee recognition 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

24、their efforts and in 2007 introduced the “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 the awards gained employee support, the nomin

25、ations came direct from employees, rather than purely from senior management.The winners were provided with a certificate and a gift, which provided them with a range of choices, from days out to balloon flights or a pampering weekend at a health spa. In addition, employees are rewarded with the “Ki

26、a thank you ? a simple card and a little present for a job well done. This is informal recognition coming from the respective 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 to surprise, something

27、Kia wanted to reflect internally. 3. Internal communications 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 of performance management to

28、ensure appraisals were completed 100 percent across the organization by all employees ? something that was achieved for the first time in 2007. A new corporate intranet, Kia Vision, was also launched. This was very much positioned around being an enabling tool to improve communications across the or

29、ganization. The content was a combination of key business information, presentations and provision of some more lighthearted commentary to help build a sense of togetherness across the various departments. Following some focus groups with employees, it was also decided to set up an employee forum th

30、at 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 minutes and agreed conclusions of the meeting are published for all to see. 4. Organizational devel

31、opment This intervention was in many ways the most-wide ranging. One of the most significant 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 fixe

32、d rate percentage increase to employees' base salary. The rationale behind this was the belief that the bonus culture within the organization was creating an environment of short-termism and leading individuals, on occasion, to place personal gain over the long-term interests of the company. The

33、 organization was very much following the im of Goodhart's law ? when a measure becomes a target, it ceases to be a good measure, i.e. the incentive itself distorts the behavior making the measure itself an unsatisfactory way of assessing performance. Given the economic experience of the credit

34、crunch and allegations directed at the banking and finance industries, Kia believes it was very much ahead of the curve in eradicating the bonus culture. It also completely re-wrote the employee handbook and all HR policies and procedures to ensure they were aligned with the cultural values. Other c

35、hanges made included improving employee benefits by introducing child care vouchers, increasing holiday allowance and introducing a dress down Friday to support a more relaxed culture. 5. Employee development The organization also ensured that non-management employees received training to support th

36、em in 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 their career aspirations as expressed in their annual appraisalControl: measu

37、ring the success of the strategy Between the launch of the engagement strategy in March 2007 and October 2021, Kia experienced for three consecutive years improvements across all four of its key objectives: Increase the average score across the five direct line manager indicators by 10 percent. Kia

38、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 increase from 64 percent to 78 percent in the measurement scores. What is most encouraging

39、 is that over one year after this program ended the improved scores have remained ? demonstrating the sustainability of the intervention Seek an 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 c

40、ompany utilizes to measure engagement across the business. These 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 combining the total

41、 percentage points and then dividing across the 12 key indicators. The average score has grown significantly, from 39 percent in 2006, to 51 percent in 07, to 65 percent in 08 and 71 percent in 2021. Overall since the engagement strategy was launched, there has been an average increase of 32 percent

42、age points 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 board that required addressing was to reduce employee turnover. From the high point of 31 percent employee turnover in 2006, there have been significa

43、nt reductions to 15 percent 2007, 5 percent in 2021 and below 2 percent of the total workforce by October 2021.Therefore the strategy implemented in the UK has proven to have a positive impact in reducing the initial high levels of employee turnover. Clearly the credit crunch has reduced the potenti

44、al of employee turnover for all companies, however even pre-credit crunch the significant reduction in employee turnover demonstrated the value of the adopted strategy Look to reduce the employee costs of recruitment and exiting of employees within the organization on an annual basis by 10 percent.

45、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 savings included both recruitment and employee related costs. This has been achieved in addition to recruiting a whole new senior management team in 2007, includ

46、ing a new managing director In the subsequent years of 2021 and 2021 the effects of the engagement strategy have brought additional significant cost savings to the organization. As testament to the progress made, in 2021 the organization committed to attempting to gain the Investors In People employ

47、ee recognition, which was achieved in quarter four 2021.The keys to success :Resistance from the CFO to make the investment Aspects 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 s

48、ubstantial evidence of the link between high employee 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. What added leverage was the organization'

49、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, eventually HR gained full support for the engagement strategy. Initial distrust of employees ? overcome by the communications strategy ?

50、or resistance to change Central to the success 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 major business initiative and not simpl

51、y 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 consistent communication with management and employees so everyone understood progress and the next steps. This has prov

52、en to be a real key driver in the success. 譯文:建立高員工敬業(yè)度的企業(yè)文化Gary Tomlinson 起亞汽車是Hyundai-Kia汽車集團(tuán)的一局部?世界上的第四大汽車制造商,總部在韓國漢城。公司擁有超過四萬名員工涉及167個國家。本案例研究是以英國的子公司為對象的,該子公司位于英格蘭南部,雇員超過2,500。 在漢城的公司總部正在推行由英國制定的員工敬業(yè)方案,目前無論是在歐洲還是全球的人力資源團(tuán)隊都在參與、分享該方案。人力資源部利用SOSTAC行銷傳播工具支持員工敬業(yè)方案的開展戰(zhàn)略。這個工具是由6個局部的結(jié)構(gòu)和形式組成為個案研究。SOSTAC代

53、表: Situation:情境,理解人力資源面臨的挑戰(zhàn)。 Objectives:目標(biāo),制定起亞汽車的業(yè)務(wù)目標(biāo)。 Strategy:策略,成為真正的最正確雇主。 Tactics:戰(zhàn)術(shù),引進(jìn)員工參與模型。 Action:行動,干預(yù),以提高員工敬業(yè)度。 Control:控制,衡量策略的成功率。 情境:理解人力資源面臨的挑戰(zhàn) 2006年是英國起亞汽車的困難時期,經(jīng)歷了銷售快速下滑,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)績效的原因也是結(jié)果。在2006年底, Gary Tomlinson被任命為英國起亞汽車新的人力資源的總監(jiān)。董事會通過的第一步舉措是,通過內(nèi)部員工調(diào)查了解員工的心聲和滿意度。起亞員工調(diào)查是采用多方測評的,運(yùn)用有從非常同意到非常不同意的五個點的調(diào)查量表。2006年的調(diào)查說明了許多挑戰(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,包括員工流動率竟到