hr-的角色在管理變化---小型化-資料下載頁
2025-10-15 20:40本頁面
【正文】 le An ending … and … a new beginning,Contingency Plan,For passive protest Damaging company property In the event employees harms himself In the event harms other employees Security control of IS system Provide media training Prepare key messages and media statements,Initiating the change: Unfreeze/ Mobilize,Set Direction / Create will and desire to change: Explanation that new skills are required to work in new factory. Who cannot improve may have to leave. (08/00) General manager letter stating strategies and reasons for change ( 5/01),Initiating the change: Unfreeze/ Mobilize,Build confidence and energy Communicate, Communicate, Communicate Communi leader and change management training with all managers Specific training with managers whose subordinates are impacted Take one on one time with impacted individual. Listen to concerns but do not address or respond at meeting Acknowledge that denial and immobilization is part of the process and people will get over it Apply policy consistently. Do not open up for negotiation.,Building Momentum: Realize/Reinforce,Secure shift in behavior Recognize you are half there if employees start to bargain Provide incentive to make a decision to gain critical mass and pull through Provide answer to all outstanding question raised Embed in the organization Execute flawlessly Deliver on what has been agreed,Building Momentum: Realize/Reinforce,Strive for continuos improvement Employees accept that separation packages are not negotiable acknowledge that there is no life time employment understand continuos skill improvement is needed performance does matter,Key Learning’s,Plan communication carefully and timely. If you have more than one program do it sequentially Rumors are unavoidable so make good use of it. Gain support from relevant parties via early sharing of plans Identify opinion leader, separate if needed.,Key Learning’s,Handle meetings only on a one on one basis. Refuse to talk to groups. Apply programs consistently. Packages are not negotiable. Gain critical mass in order to pull program through. Better plan for contingency,Thank you for listening,Ulrike Kaeppler HR Director SC Johnson Greater China,?,每一次的加油，每一次的努力都是為了下一次更好的自己。24.10.2124.10.21Monday, October 21, 2024 天生我材必有用，千金散盡還復(fù)來。00:34:4100:34:4100:3410/21/2024 12:34:41 AM 安全象只弓，不拉它就松，要想保安全，常把弓弦繃。24.10.2100:34:4100:34Oct2421Oct24 得道多助失道寡助，掌控人心方位上。00:34:4100:34:4100:34Monday, October 21, 2024 安全在于心細(xì)，事故出在麻痹。24.10.2124.10.2100:34:4100:34:41October 21, 2024 加強(qiáng)自身建設(shè)，增強(qiáng)個(gè)人的休養(yǎng)。2024年10月21日上午12時(shí)34分24.10.2124.10.21 擴(kuò)展市場，開發(fā)未來，實(shí)現(xiàn)現(xiàn)在。2024年10月21日星期一上午12時(shí)34分41秒00:34:4124.10.21 做專業(yè)的企業(yè)，做專業(yè)的事情，讓自己專業(yè)起來。2024年10月上午12時(shí)34分24.10.2100:34October 21, 2024 時(shí)間是人類發(fā)展的空間。2024年10月21日星期一12時(shí)34分41秒00:34:4121 October 2024 科學(xué)，你是國力的靈魂；同時(shí)又是社會(huì)發(fā)展的標(biāo)志。上午12時(shí)34分41秒上午12時(shí)34分00:34:4124.10.21 每天都是美好的一天，新的一天開啟。24.10.2124.10.2100:3400:34:4100:34:41Oct24 人生不是自發(fā)的自我發(fā)展，而是一長串機(jī)緣。事件和決定，這些機(jī)緣、事件和決定在它們實(shí)現(xiàn)的當(dāng)時(shí)是取決于我們的意志的。2024年10月21日星期一12時(shí)34分41秒Monday, October 21, 2024 感情上的親密，發(fā)展友誼；錢財(cái)上的親密，破壞友誼。24.10.212024年10月21日星期一12時(shí)34分41秒24.10.21,謝謝大家！
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