【正文】 CEO 的公開承諾可提高員工的業(yè)務(wù)范圍內(nèi)的士氣，以確保員工知道這是一個(gè)重大的商業(yè)行動(dòng)，而不是簡(jiǎn)單的人力資源推動(dòng)自己發(fā)展的計(jì)劃。 在 2020 年和 2020 年的參與戰(zhàn)略為組織 帶來(lái)了額外且顯著的成本節(jié)約。到 2020 年，員工流失率已經(jīng)有顯著的降低了，降到了 15%。最令人鼓舞的是，在這個(gè)計(jì)劃結(jié)束了一年之后，提高后的分?jǐn)?shù)依然保持著。 起亞也重新編寫了員工手冊(cè)，以及所有人力資源政策和程序，以確保符合他們所認(rèn)可的文化價(jià)值觀。為了確保透明度，會(huì)議記錄和總結(jié)在被同意之后都會(huì)在論壇上公布，供所有員工查看。這通常是來(lái)自獲獎(jiǎng)?wù)叩闹本€經(jīng)理人，通常獲獎(jiǎng)?wù)邥?huì)在自己的辦公桌上意外地發(fā)現(xiàn)感謝卡和小禮物。在很大程度上比起知道，行動(dòng)更為重要，建立以五個(gè)核心的行為能力為框架的指標(biāo)體系，這套指標(biāo)適用于所有員工，每一種都有消極和積極的指標(biāo)項(xiàng)。 策略：引進(jìn)員工參與模型 員工敬業(yè)的干預(yù)策略包括五個(gè)不同但互聯(lián)為共生更大的影響。員工招聘成本和組織內(nèi)在職人員的成本在每年的基礎(chǔ)上減少百分之十。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(dòng)率竟達(dá)到 31%，這是前所未有的。 Action：行動(dòng)，干預(yù)，以提高員工敬業(yè)度。本案例研究是以英國(guó)的子公司為對(duì)象的，該子公司位于英格蘭南部，雇員超過 2,500。s managers who had line management responsibility. All members of the management 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 360degree assessment tool before and after attending the training. To support the implementation of the training all managers received a management “toolkit” that included a set of management techniques built around the core petencies required of the role. To gain buyin to the training, it was sponsored by the CEO, all delegates signed up to learning contracts and the chosen training partner, Techniques For Change, provided a dedicated learning support center. The focus was very much on doing rather than knowing, built around Kia Motors39。 framework of five core behavioral petencies that are applicable for all employees, each of which has positive and negative indicators. The five core behavioral petencies at Kia Motors are delivering results, customer focus, munication, 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 their efforts and in 2020 introduced the “outstanding awards” for employees that were presented on a quarterly basis at a panywide 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 nominations 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 “Kia thank you” – a simple card and a little present for a job well done. This is informal recognition ing 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 Kia wanted to reflect internally. 3. Internal munications To support the improvement of internal munications, a number of tools to facilitate greater organizational munications were introduced. These included quarterly employee briefings and a more rigorous use of performance management to ensure appraisals were pleted 100 percent across the organization by all employees – something that was achieved for the first time in 2020. A new corporate intra, Kia Vision, was also launched. This was very much positioned around being an enabling tool to improve munications across the organization. The content was a bination of key business information, presentations and provision of some more lighthearted mentary 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 that 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 development This intervention was in many ways the mostwide ranging.