【方法】愛默生電器-建立和諧的勞資關(guān)系和組織氣氛

1、2024/3/31,1,Creating a Positive Employee Environment建立和諧的勞資關(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November 22, 2004 2004年11月17日,2024/3/31,2,,,,,,,,,,,,,Emerson

2、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全球市場和技術(shù)領(lǐng)導(dǎo)者Record of consistent long-term performance保持長期的優(yōu)秀業(yè)

3、績紀(jì)錄Global sales of US$13.8b in 20022002年總銷售額達(dá)138億美元More than 110,000 employees worldwide全球員工超過十一萬名Over 60 industry-leading divisions located inover 300 manufacturing locations in 150 countries超過60家業(yè)界翹楚的子公司超過3

4、00個生產(chǎn)基地，分布于世界150多個國,,St. Louis headquarters圣路易斯總部,2024/3/31,3,“2003 Fortune’s World’s Most Admired Companies” Emerson named Global Top 50 ‘All Star’,Overall rank 全球排名 : #47Industry rank 全球電子業(yè)排名: #3 global9 rating ca

5、tegories 評選標(biāo)準(zhǔn)：social responsibility 社會責(zé)任感innovation 革新度long-term investment value 長期投資價值use of corporate assets 公司資產(chǎn)運用employee talent 員工素質(zhì)financial soundness 財政狀況quality of management 管理質(zhì)量quality of products/serv

6、ices 產(chǎn)品和服務(wù)質(zhì)量global business acumen 全球商務(wù)敏銳度,艾默生名列 2003《財富》“全球最受讚賞的公司”全明星企業(yè)全球 50 強,2024/3/31,4,2002 Sales by Business Group2002 年 銷 售 之 業(yè) 務(wù) 范 疇 分 布,,,,,,,,,,Electronics & Telecommunications電子及電信17%,Process Control

7、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) 138 億 美 元 ),Industrial Automation工業(yè)自動化 18%,2024/3/31,5,Global Market and Technology Leadership全 球 市 場 和 技 術(shù) 領(lǐng) 導(dǎo)

8、者,2024/3/31,6,,,,,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 Emerson’s biggest business partner in Asia中 國 是 艾 默 生 在 亞 洲 的 最 大 商 務(wù) 伙 伴

9、Second only to U.S. in sales in ‘02‘02 年 銷 售 額 僅 次 于 美 國Current Infrastructure: 基 本 設(shè) 施 27 manufacturing operations in 10 locations 27 家 工 廠 在 10 個 地 點 9 joint ventures, 21 wholly-owned 9 家 合 資 公 司， 21 家 全 資 公

10、 司 More than 12,000 employees一 萬 二 千 多 名 員 工,2024/3/31,7,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

11、a world in action堅持不懈﹐整合科技與工程技術(shù)﹐為客戶提供最有利的應(yīng)用方案,2024/3/31,8,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 強調(diào)有效的監(jiān)督Urgent Problem Response 對問題迅

12、速作出反應(yīng)Strong Ethics Program 嚴(yán)格執(zhí)行職業(yè)道德規(guī)范制度Recruitment – Development – Retention 招聘 – 發(fā) 展 – 人才挽留Legal Compliance 遵守法規(guī)Ensure a Safe Workplace 確保工作場所的安全I(xiàn)ntegral Part of Management Team 管理團 隊 的核心組 成部分,2024/3/31,9,,Empl

13、oyees can maximize their contributions to the organization only if they fully understand the business strategy plan and opportunity 員工只有在充分理解公司的商業(yè)戰(zhàn)略計劃/機遇時才能釋放其最大的能量Annual communication plan developed

14、at each location 每個內(nèi)部組織制定年度溝通計劃Think about our key messages重點在關(guān)鍵信息方面Decide upon communication methods 確定溝通方式Follow through on the scheduled communications 認(rèn)真完成溝通計劃,Role of Human Resources人力資源部的職責(zé),Communicat

15、ions 溝通,2024/3/31,10,,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 Considered And That Our Personnel Policies Are Correctly

16、 Administered.”“我們的存在目的是確保員工的想法能被充分了解和考慮，并保證我們的人事政策得到正確實施?！?Role of Human Resources人力資源部的職責(zé),2024/3/31,11,“The Human Resources Balancing Act”“平衡的藝術(shù) ”,Communication 溝通 Employee AdvocateBusiness Advo

17、cate員工期望業(yè)務(wù)需要 ______________________________________________,,,,,Human Resources and Business Planning 人力資源和業(yè)務(wù)規(guī)劃,2024/3/31,12,Role of Human Resources人力資源部的職責(zé),,Accountability 問責(zé)Human Resources and

18、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)，我們通過以下途徑來 實現(xiàn)上述目標(biāo)：Annual Communication Plan 年度溝通計劃Employee Opinion Surveys員工意見調(diào)查Hu

19、man Resources Reviews 人力資源系統(tǒng)測評,2024/3/31,13,Tool Box Meeting定期小組會議,Departmental Meetings周期性部門會議,All Employee Meetings季度員工會議,S-O-B Address One (1) Per Year每年一次年度業(yè)務(wù)改善狀況演講 S-O-B,ACP年度溝通計劃,Annual Communication Plan 年度

20、溝通計劃,2024/3/31,14,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 Survey 員工意見調(diào)查,2024/3/31,15,Foundation of Positive Employee Relations Since 19

21、54 美國總公司自1954年起重視建立良好的員工關(guān)系Critical Division and Plant Continuous Improvement Tool 它是分公司用以持續(xù)改善工作的主要工具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

22、析調(diào)查結(jié)果The Climate Profile Score = Accountability 組織氛圍評分 = 問責(zé),The Emerson Employee Opinion Survey 艾默生員工意見調(diào)查流程,,2024/3/31,16,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 th

23、e overall employee relations climate 評估員工關(guān)系的整體氛圍Identifying specific major problems 識別公司內(nèi)部存在的主要問題Evaluating success of specific programs 評估一些重大的項目工程是否成功Assessing training

24、needs 評估培訓(xùn)需要Providing a quality control check on communication efforts 為溝通工作提供質(zhì)量控制檢查,2024/3/31,17,Focus on process but not report 應(yīng)首重過程，而非報告,Critical Success Factors 成功要素,Don’t try to manipulate

25、the result切勿嘗試操控結(jié)果,Signify top management’s commitment to well being of employees 體現(xiàn)管理層對員工所關(guān)心的問題的重視和承諾Survey report is only a means & the starting point to improve rather the end itself

26、 調(diào)查報告只是改進的手段及起點，而非最終目標(biāo)Segment the employees into workgroup to identify the problem area 將員工分成工作小組以確認(rèn)問題所在,2024/3/31,18,Time management of HR 人力資源部要準(zhǔn)確估控工作量,Terrible workload but worthwhile return工作量極大

27、，但會得到值得的回報,Critical Success Factors 成功要素,Preparing survey result presentation for work groups 準(zhǔn)備各小組的調(diào)查結(jié)果報告Conducting work group feedback sessions 進行小組反饋會議Compiling summary for feedback sessions to deriv

28、e action plan 匯總反饋會議的意見，從而制定行動訂計劃,2024/3/31,19,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)時最不滿的Select what make them staying with us &

29、willing to contribute in long run 選擇長遠(yuǎn)而言使他們留效并賣力工作的Don’ts 忌Exclude what stakeholders did not like to see 排除個別相關(guān)方不想見的 Exclude what seems to be “impossible to improve” or “unaffordable”

30、 排除一些所謂 “不可能改善” 或 “不能承擔(dān) ” 的,Employee but not management perspective 從雇員而非管理層的角度選定問題,Critical Success Factors 成功要素,2024/3/31,20,When interpreting the result data 當(dāng)研究原始數(shù)據(jù)時Be action-oriented 以行動為本Highlight the “most

31、unfavorable” but not “most favorable” to look for opportunities to improve 著重評分 “最差” 而非 “最好” 的，以尋找改進機會 Think critically for any “unexpectedly unfavorable” to bridge the gap of perception between management

32、 & employees 認(rèn)真思考 “出人意料的差” 的，以拉近管理層與雇員對該問題的認(rèn)知的距離,Not to justify what we have done in the past but to dig what we should do in the future應(yīng)尋找未來該做的事，而非已取得的成就,Critical Success Factors 成功要素,2024/3/31,21

33、,Focuses 重點,Emphasize on 著重點Small group feedback meetings with employees 反饋會談Analysis meeting and action plan development 調(diào)查分析會議及制定行動計劃Employees communication of the action plans 與員工溝通有關(guān)行動計劃Follow up act

34、ions execution 跟進行動計劃,2024/3/31,22,Small group feedback meetings 反饋會談A small group meeting without supervisors’ participation 主管不應(yīng)參與小組會談LISTEN to employees’ concern and clarify if needed 只須傾聽并澄清相關(guān)問

35、題Analysis meeting and action plan development 調(diào)查分析會議及制定行動計劃Develop action plans and focus on unfavorable questions and low score workgroups 制定行動計劃并集中在員工滿意度低的方面及低分小組Corporate HR to review the action items t

36、o ensure employees’ concerns have been properly addressed 與總公司商討以確保員工問題得到回應(yīng),Focuses 重點,2024/3/31,23,Employee communication 員工溝通有關(guān)行動計劃Address to all requests, including requests which will not or cannot be met

37、回應(yīng)員工所有要求, 包括不會或無法滿足的要求Explain the action items, time schedule and the responsible persons/team 向員工解釋行動項目﹐時間表和負(fù)責(zé)人員/單位 Follow Up 跟進行動計劃Submit a follow up report to Corporate HR six months after the action pla