【正文】 One of the most significant changes made in early 2020 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 fixed rate percentage increase to employees39。 在漢城的公司總部正在推行由英國(guó)制定的員工敬業(yè)計(jì)劃，目前無論是在歐洲還是全球的人力資源團(tuán)隊(duì)都在參與、分享該計(jì)劃。 Control：控制，衡量策略的成功率。因此， 06 年年末，產(chǎn)生的直接事業(yè)成本（招募、法律與出口成本）超過了 60 萬(wàn)英鎊。 戰(zhàn)略：成為真正的最佳雇主品牌 董事會(huì)通過的策略是開發(fā)一個(gè)正 真的最佳雇主品牌。 行動(dòng)：干預(yù)，以提高員工敬業(yè)度。這五項(xiàng)核心的行為能力體現(xiàn)在結(jié)果、以顧客為中心、溝通、自我管理和團(tuán)隊(duì)協(xié)作中。這個(gè)想法正來自于品牌標(biāo)語(yǔ)“驚喜的力量”，這也正是起亞想在內(nèi)部反映 的東西。 組織開發(fā) 這種干預(yù)出現(xiàn)在很大范圍內(nèi)。其他改變包括提高員工福利，通過引入幼兒憑證、增加假期津貼和引入“穿著星期五”來支持更輕松的文化。 尋求在該項(xiàng)員工調(diào)查中的 12 個(gè)關(guān)鍵敬業(yè)指標(biāo)的增長(zhǎng)。而到 2020 年，已經(jīng)降低到 5%，到 09 年 10 月，僅 2%。為了獎(jiǎng)勵(lì)組織的進(jìn)步， 2020 年組織致力于試圖在員工表彰中獲得投資者。其次，該組織同時(shí)使用，并設(shè)法改善內(nèi)部溝通渠道，建立溝通，從而確保管理層和員工有溝通，使大家了解進(jìn)度和下一步措施。首先是董事會(huì)要贊同并投資。這期間包括在 2020 年的時(shí)候，成功招募了一個(gè)新的高級(jí)管理團(tuán)隊(duì)，包括一定新的總經(jīng)理。 2020 年，員工流失率為 31%，懂事會(huì)所遇到的最根本的挑戰(zhàn)就是降低員工流失率。從領(lǐng)導(dǎo)力的計(jì)劃開始到完成此課程，測(cè)試成績(jī)從百分之六十四增長(zhǎng)到百分子七十八，平均增長(zhǎng)了百分之十四。參考當(dāng)前針對(duì)銀行和金融行業(yè)的信貸緊縮的經(jīng)濟(jì)經(jīng)驗(yàn)，起亞相信，去除獎(jiǎng)金文化很大程度上是在走彎路。事實(shí)證明，這對(duì)于提高員工對(duì)項(xiàng)目的關(guān) 注來說是一項(xiàng)非常有用的舉措。此外，雇員還將獲得“起亞謝謝你” —— 一個(gè)簡(jiǎn)單的卡片和一件小禮物。 為了獲得培訓(xùn)投資，該項(xiàng)目主要由 CEO 發(fā)起，建立一個(gè)專門的學(xué)習(xí)支持中心，由全體代表簽訂學(xué)習(xí)契約、選擇訓(xùn)練伙伴、技術(shù)進(jìn)步。該戰(zhàn)略的重點(diǎn)是基于員工敬業(yè)的驅(qū)動(dòng)因素的三個(gè)有聯(lián)系的主題：領(lǐng)導(dǎo)力、內(nèi)部溝通、員工發(fā)展。 尋求增加員工調(diào)查中 12 個(gè)關(guān)鍵參與指標(biāo)，目的是要減少員工流失的水平。 2020 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(shí)只有 32%）。 Tactics：戰(zhàn)術(shù)，引進(jìn)員工參與模型。公司擁有超過四萬(wàn)名員工涉及 167 個(gè)國(guó)家。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 relatively limited pool of talent, it was critical for Kia to be seen as an attractive employer if it was to attract and 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 2020. 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 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 the brand generates (emotion) and, most importantly, the generation of discretionary effort (behavior). The strategy was developed after triangulating three sources, our e mployee satisfaction survey results, parison of the results with certain petitor panies, which was accessed via automotive working 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 munications and employee development, based on research conducted into the drivers of employee engagement – see Figure 1. Tactics: introducing the Kia Motors Engagement model The employee e