建立和諧的勞資關(guān)系和組織氣氛(1)ppt課件

1、Creating a Positive Employee Environment建立調(diào)和的勞資關(guān)系和組織氣氛Colleen Law 羅淑華VP, Human Resources 人力資源副總裁Emerson Electric Asia-Pacific 艾默生電氣公司亞太區(qū)總部Emerson Corporate Overview艾 默 生 公 司 概 況 Founded in 1890成立于1890年Head-quartered in St Louis, Missouri, USA總部設(shè)于美國密蘇里州圣路易斯市 Global product and market leadership全球市場和技

2、術(shù)指點(diǎn)者Record of consistent long-term performance堅(jiān)持長期的優(yōu)秀業(yè)績紀(jì)錄Global sales of US$13.8b in 20022002年總銷售額達(dá)億美圓More than 110,000 employees worldwide全球員工超越十一萬名Over 60 industry-leading divisions located inover 300 manufacturing locations in 150 countries超越60家業(yè)界翹楚的子公司超越300個(gè)消費(fèi)基地，分布于世界150多個(gè)國 St. Louis headquarter

3、s圣路易斯總部“2003 Fortunes Worlds Most Admired Companies Emerson named Global Top 50 All Star Global Electronics 1. GE2. Sony3. EmersonUS Electronics1. GE2. EmersonOverall rank 全球排名 : #47Industry rank 全球電子業(yè)排名: #3 global9 rating categories 評(píng)選規(guī)范：social responsibility 社會(huì)責(zé)任感innovation 革新度long-term investment

4、 value 長期投資價(jià)值use of corporate assets 公司資產(chǎn)運(yùn)用employee talent 員工素質(zhì)financial soundness 財(cái)政情況quality of management 管理質(zhì)量quality of products/services 產(chǎn)品和效力質(zhì)量global business acumen 全球商務(wù)敏銳度艾默生名列 2003“全球最受讚賞的公司全明星企業(yè)全球 50 強(qiáng)2002 Sales by Business Group2002 年 銷 售 之 業(yè) 務(wù) 范 疇 分 布Electronics & Telecommunications電子及電信

5、17%Process Control過程控制 24%HVAC供暖、制冷及空調(diào) 17%Appliance & Tools 家電和工具 24%( US $13.8 Billion in Total 總 額 達(dá) 億 美 元 )Industrial Automation工業(yè)自動(dòng)化 18%Appliance & Tools#1 Fractional Motors#2 Appliance Components#1 Storage Solutions#1 Waste Disposers#1 Plumbing Tools家電及工具Industrial Automation#1 Alternators#1 Mo

6、tors工業(yè)自動(dòng)化Process Control#1 Control Valves#1 Measurement Devices#2 Systems & Solutions過 程 控 制Electronics & Telecom#1 AC & DC Power Systems#1 OEM Embedded Power#1 Precision Climate Systems#1 Fiber Optic Conduit電子及電信 #1 Compressors供暖、通風(fēng)及空調(diào)H V A CGlobal Market and Technology Leadership全 球 市 場 和 技 術(shù) 領(lǐng) 導(dǎo)

7、者Emerson China Overview艾 默 生 中 國 概 況 Started doing business in China in late 1970s七 十 年 代 末 開 始 發(fā) 展 中 國 業(yè) 務(wù) China is Emersons biggest business partner in Asia中 國 是 艾 默 生 在 亞 洲 的 最 大 商 務(wù) 伙 伴Second only to U.S. in sales in 0202 年 銷 售 額 僅 次 于 美 國Current Infrastructure: 基 本 設(shè) 施 27 manufacturing operatio

8、ns in 10 locations 27 家 工 廠 在 10 個(gè) 地 點(diǎn) 9 joint ventures, 21 wholly-owned 9 家 合 資 公 司， 21 家 全 資 公 司 More than 12,000 employees一 萬 二 千 多 名 員 工 Our Promise我們的承諾Emerson is where technology and engineering come together to create solutions for the benefits of our customers, driven without compromise for

9、a world in action堅(jiān)持不懈整合科技與工程技術(shù)為客戶提供最有利的運(yùn)用方案ROLE OF HUMAN RESOURCES人力資源部的職責(zé)Communications 溝通Employee Advocacy員工溝通媒介Accountability 問責(zé)Emphasis on Good Supervision 強(qiáng)調(diào)有效的監(jiān)視Urgent Problem Response 對問題迅速作出反響Strong Ethics Program 嚴(yán)厲執(zhí)行職業(yè)品德規(guī)范制度Recruitment Development Retention 招聘 發(fā) 展 人才挽留Legal Compliance 遵守法規(guī)

10、Ensure a Safe Workplace 確保任務(wù)場所的平安Integral Part of Management Team 管理團(tuán) 隊(duì) 的中心組 成部分Employees can maximize their contributions to the organization only if they fully understand the business strategy plan and opportunity 員工只需在充分了解公司的商業(yè)戰(zhàn)略方案/機(jī)遇時(shí)才干釋放其最大的能量Annual communication plan developed at each location

11、 每個(gè)內(nèi)部組織制定年度溝通計(jì)劃Think about our key messages重點(diǎn)在關(guān)鍵信息方面Decide upon communication methods 確定溝通方式Follow through on the scheduled communications 仔細(xì)完成溝通方案Role of Human Resources人力資源部的職責(zé)Communications 溝通Employee Advocacy人力資源代表應(yīng)該是員工溝通的媒介“We Exist To Ensure That The Employee Point Of View Is Always Heard And

12、Considered And That Our Personnel Policies Are Correctly Administered.“我們的存在目的是確保員工的想法能被充分了解和思索，并保證我們的人事政策得到正確實(shí)施。 Role of Human Resources人力資源部的職責(zé) “The Human Resources Balancing Act“平衡的藝術(shù) Communication 溝通 Employee AdvocateBusiness Advocate員工期望業(yè)務(wù)需求 _Human Resources and Business Planning 人力資源和業(yè)務(wù)規(guī)劃Role

13、of Human Resources人力資源部的職責(zé)Accountability 問責(zé)Human Resources and Management are accountable for how they interact with employees. This is accomplished through the use of : 在艾默生，和員工溝通是人力資源部和管理層的重要職責(zé)，我們經(jīng)過以下途徑來 實(shí)現(xiàn)上述目的：Annual Communication Plan 年度溝通方案Employee Opinion Surveys員工意見調(diào)查Human Resources Reviews 人

14、力資源系統(tǒng)測評(píng)Tool Box Meeting定期小組會(huì)議Departmental Meetings周期性部門會(huì)議All Employee Meetings季度員工會(huì)議S-O-B Address One (1) Per Year每年一次年度業(yè)務(wù)改善情況演講 S-O-BACP年度溝通方案Annual Communication Plan 年度溝通方案Employee Communications員工溝通One of the Employee Communication Tools for Building the trust其中一種有效的建立互信的溝通工具Empoyee Opinion Surv

15、ey 員工意見調(diào)查Foundation of Positive Employee Relations Since 1954 美國總公司自1954年起注重建立良好的員工關(guān)系Critical Division and Plant Continuous Improvement Tool 它是分公司用以繼續(xù)改善任務(wù)的主要工具Jointly Analyzed by Plant / Division / Corporate ER Staff 由工廠/分公司/總公司員工關(guān)系部共同分析調(diào)查結(jié)果The Climate Profile Score = Accountability 組織氣氛評(píng)分 = 問責(zé)The E

16、merson Employee Opinion Survey 艾默生員工意見調(diào)查流程Purpose 目的EOS is used as a management tool for: “員工意見調(diào)查是一種管理工具用于:Assessing the overall employee relations climate 評(píng)價(jià)員工關(guān)系的整體氣氛Identifying specific major problems 識(shí)別公司內(nèi)部存在的主要問題Evaluating success of specific programs 評(píng)價(jià)一些艱苦的工程工程能否勝利Assessing training needs 評(píng)價(jià)培訓(xùn)

17、需求Providing a quality control check on communication efforts 為溝通任務(wù)提供質(zhì)量控制檢查Focus on process but not report 應(yīng)首重過程，而非報(bào)告Critical Success Factors 勝利要素Dont try to manipulate the result切勿嘗試操控結(jié)果Signify top managements commitment to well being of employees 表達(dá)管理層對員工所關(guān)懷的問題的注重和承諾Survey report is only a means &

18、the starting point to improve rather the end itself 調(diào)查報(bào)告只是改良的手段及起點(diǎn)，而非最終目的Segment the employees into workgroup to identify the problem area 將員工分成任務(wù)小組以確認(rèn)問題所在Time management of HR 人力資源部要準(zhǔn)確估控任務(wù)量Terrible workload but worthwhile return任務(wù)量極大，但會(huì)得到值得的報(bào)答Critical Success Factors 勝利要素Preparing survey result pre

19、sentation for work groups 預(yù)備各小組的調(diào)查結(jié)果報(bào)告Conducting work group feedback sessions 進(jìn)展小組反響會(huì)議Compiling summary for feedback sessions to derive action plan 匯總反響會(huì)議的意見，從而制定行動(dòng)訂方案Criteria to select optional questions 如何選定問題Dos 宜Select what employees dissatisfy most now 選擇雇員現(xiàn)時(shí)最不滿的Select what make them staying wi

20、th us & willing to contribute in long run 選擇長久而言使他們留效并賣力任務(wù)的Donts 忌Exclude what stakeholders did not like to see 排除個(gè)別相關(guān)方不想見的 Exclude what seems to be “impossible to improve or “unaffordable 排除一些所謂 “不能夠改善 或 “不能承當(dāng) 的Employee but not management perspective 從雇員而非管理層的角度選定問題Critical Success Factors 勝利要素When

21、 interpreting the result data 當(dāng)研討原始數(shù)據(jù)時(shí)Be action-oriented 以行動(dòng)為本Highlight the “most unfavorable but not “most favorable to look for opportunities to improve 著重評(píng)分 “最差 而非 “最好 的，以尋覓改良時(shí)機(jī) Think critically for any “unexpectedly unfavorable to bridge the gap of perception between management & employees 仔細(xì)思索

22、“出人預(yù)料的差 的，以拉近管理層與雇員對該問題的認(rèn)知的間隔Not to justify what we have done in the past but to dig what we should do in the future應(yīng)尋覓未來該做的事，而非已獲得的成就Critical Success Factors 勝利要素Focuses 重點(diǎn)Emphasize on 著重點(diǎn)Small group feedback meetings with employees 反響談判Analysis meeting and action plan development 調(diào)查分析會(huì)議及制定行動(dòng)方案Employees communication of the action plans 與員工溝通有關(guān)行動(dòng)方案Follow up actions execution 跟進(jìn)展動(dòng)方案Small group feedback meetings 反響談判A small group meeting without supervisors partic