【正文】 ning to support them in both their role and career development. Through Kia39。 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. 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。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 exitin