【正文】 ppointed 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。s law – when a measure bees a target, it ceases to be a good measure, . the incentive itself distorts the behavior making the measure itself an unsatisfactory way of assessing performance. Given the economic experience of the credit crunch and allegations directed at the banking and finance industries, Kia believes it was very much ahead of the curve in eradicating the bonus culture. It also pletely rewrote the employee handbook and all HR policies and procedures to ensure they were aligned with the cultural values. Other changes made included improving employee benefits by introducing child care vouchers, increasing holiday allowance and introducing a dress down Friday to support a more relaxed culture. 5. Employee development The organization also ensured that nonmanagement employees received training to support them in both their role and career development. Through Kia39。這個工具是由 6 個部分的結(jié)構(gòu)和形式組成為個案研究。后者被認為既是這種低商業(yè)績效的原因也是結(jié)果。 目標 ： 制定起亞汽車的業(yè)務(wù)目標。人力資源戰(zhàn)略已經(jīng)到位，目的是在 2020 年年底，成為一個進步的投資著，長遠的目標是不僅成為英國汽車工業(yè)的最佳雇主品牌，還更為廣泛的全國性行業(yè)內(nèi)成為最佳雇主品牌。所以一個重要的焦點是開發(fā)起亞的管理者的領(lǐng)導力。起亞為了確保員工的努力能得到應(yīng)有的回報，于 2020 年推出了“優(yōu)秀員工獎”。這個工具第一次使用是在 2020 年。人力資源部和相關(guān)員工進行談判，最后一致同意，除去獎金換取更高的固定薪酬。通過評估過程中培訓需求的收集與分析，制定針對每一個員工的明確的培訓計劃，這個培訓計劃也是 和員工的職業(yè)發(fā)展的期望相符合的。這些指標涉及廣泛，包括高級管理、內(nèi)部溝通、組織的榮譽和與直線經(jīng)理的關(guān)系。顯然，盡管信貸危機減少了所有公司的員工流失率，但前信貸危機所引起的員工流失率的降低也證明了所采用的策略的價值。然而，在 2020 年 3 月人力資源呈現(xiàn)給董事會的報告，證實了高員工敬業(yè)度和高商業(yè)績效之間的關(guān)系。 。因為組織當時較低的績效和低員工敬業(yè)度低，再加上與董事會和高級管理人員不斷聯(lián)絡(luò)和溝通，最終人力資源部得到了員工敬業(yè)策略的支持。從 2020 年到 2020 年，英國起亞人力資源成本降低超過 40 萬英鎊，下降 71 個百分點。近幾年，調(diào)查的平均得分有了顯著的增長，從 2020 年的 39%到 07 年的 51%，到 08 年的 65%，到 09 年的 71%。 將平均得分在 5 的直線經(jīng)理人的指標增加 10%。該組織證明非常適用 Goodhart 定律：當一個措施成為一個目標，它就不再是一個好措施了。主要內(nèi)容是一些關(guān)鍵的商業(yè)信息、報告以及較為輕松的評價等的結(jié)合，以便幫助建立不同部門之間的凝聚力。為了確保這些獎項能得到員工的支持，獎項的提名也直接來自員工，而不是純粹來自高級管理。培訓之后，所有管理者都通過一個 360 度的評估工具，來衡量 他們培訓之前與培訓之后的行為是否有變化。在起亞汽車，員工敬業(yè)由三個部分組成：神層面、感層面，最重要的行為層面。這些是：直線經(jīng)理的五項指標的平均分增加 10%。董事會通過的第一步舉措是，通過內(nèi)部員工調(diào)查了解員工的心聲和滿意度。 Objectives：目標，制定起亞汽車的業(yè)務(wù)目標。400,000, a 71 percent reduction in employee costs. These cost savings included both recruitment and employee related costs. This has been achieved in addition to recruiting a whole new senior management team in 2020, including a new managing director. In the subsequent years of 2020 and 2020 the effects of the engagement strategy have brought additional significant cost savings to the organization. As testament to the progress made, in 2020 the organization mitted to attempting to gain the Investors In People employee recognition, which was achieved in quarter four 2020. The keys to success ： Resistance from the CFO to make the investment Aspects of the senior management team had reservations about investing in employee engagement, most notably the then CFO. However, in March 2020 HR presented to the board the substantial evidence of the link between high employee engagement and business results. This was based on wideranging research that the author had conducted on best practice and the relationship between highly engaged workforces and business performance. What added leverage was the organization39。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