【正文】 中文 3716 字 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 (3):p2531 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 HyundaiKia Automotive Group – the fourth largest automotive manufacturer in the world – with its headquarters in Seoul, Korea. The pany 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 through is HQ and dealership work. The engagement strategy that was formulated in the UK is now being be rolled out on a PanEuropean level and shared with the global HR team at the pany39。s HQ in Seoul. To support the development of the employee engagement strategy HR utilized the marketing munications 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. Being a true employer of choice. Tactics. Introducing the Kia Motors engagement model. Action. Interventions to improve employee engagement. Control. Measuring the success of the strategy. Situation: understanding the challenge facing HR During 2020 Kia Motors (UK) went through a very difficult period, with the business experiencing rapidly falling 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 2020, Kia Motors (UK) came under new HR leadership, with Gary Tomlinson appointed as the new head of HR. 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 fivepoint, multirater Likert scale from strongly agree through to strongly disagree. The 2020 survey illustrated many challenges including, among others, internal munications 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 the end of 2020. The resulting direct costs to the business (recruitment, legal and exit costs) were over 163。600,000 by 2020 year end. In January 2020 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. 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 line manager indicators by 10 percent. The indicators are the support managers provide, their munication, 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 the 12 key engagement indicators. Aim to reduce the level of employee turnover within Kia Motors, whic h was 31 percent at the end of 2020. Look to reduce the employee costs of recruitment and exiting of employees within the organization on an annual basis by 10 percent. Strategy: being a true employer 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 petitive with a relativ