外文翻譯--建立高員工敬業(yè)度的企業(yè)文化-在線瀏覽
2025-07-31 06:59本頁(yè)面
【正文】 performance. Towards the latter end of 2020, Kia Motors (UK) came under new HR leadership, with Gary Tomlinson appointed 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 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。 base salary. The rationale behind this was the belief that the bonus culture within the organization was creating an environment of shorttermism and leading individuals, on occasion, to place personal gain over the longterm interests of the pany. The organization was very much following the maxim of Goodhart39。s appraisal process, training needs analyses were collected across the organization and utilized to create a clear training plan for each employee, aligned with their career aspirations as expressed in their annual appraisal. Control: measuring the success of the strategy Between the launch of the engagement strategy in March 2020 and October 2020, Kia experienced for three consecutive years improvements across all four of its key objectives: Increase the average score across the five direct line manager indicators by 10 percent. Kia includes the five indicators that measure direct line manager performance within its employee survey. From the time the leadership program began, to the pletion of the course, there was a 14 percent average increase from 64 percent to 78 percent in the measurement scores. What is most encouraging is that over one year after this program ended the improved scores have remained – demonstrating the sustainability of the intervention. Seek an increase in the employee survey results on the 12 key engagement indicators. In the survey utilized by Kia Motors (UK) there are 12 key indicators that the pany utilizes to measure engagement across the business. These indicators cover a broad range of engagement drivers including senior management, internal munications, pride in the organization and relationship with the direct line aggregate score is calculated by bining the total percentage points and then dividing across the 12 key indicators. The average score has grown significantly, from 39 percent in 2020, to 51 percent in 07, to 65 percent in 08 and 71 percent in 2020. Overall since the engagement strategy was launched, there has been an average increase of 32 percentage points. Aim to reduce the level of employee turnover within Kia Motors, which was 31 percent at the end of 2020. The fundamental challenge for the board that required addressing was to reduce employee turnover. From the high point of 31 percent employee turnover in 2020, there have
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