HR的角色在管理变化.ppt

HR 的角色在管理变化 - 小型化 ;The Realities of Change;CHANGE;Many Restructuring Events Don’t Result In Substantial Gains for the Organization;Change Theory;Change Theory;People Require Time And Sensitivity To Accept Change; Organization Respond Following An Effective Change Sequence;Leading Change;Survivors Syndrome;Leading Change;Organizational Competencies;Staff Competencies;Staff Competencies;Individual Competencies;Individual Competencies;;;;To Achieve Relevance, Know Your Employee !;Keep It Simple;;C.L.E.A.R. Communication Provides…;Understanding - Dialogue;;;Understanding - Dialogue;;Dialogue - Effective Questioning;;Belief;;Downsizing in SCJ;Historical background ;Background of SCJ Factory Consolidation Project;Organizational Objectives;Background of Work Force ;Who Will Be Impacted?;Our Strategies To Reduce Headcount;Thorough Preparation Before Actual Individual Communication;Our Strategy;Waiting for Retirement Target group: Employees with up to 5 years to official retirement by October 31, 2002. Offered to all eligible employees. Few employees are identified as being critical to the organization and encouraged to stay with SCJ for a certain period. Market practice: Mainly used by SOE, but has been used recently by few JVs with longer presence in China to solve the problem of aging workforce and low production efficiency Proposed package: Percentage of base salary different percentage for staff/ manager and workers State required benefits plus some selected company benefits; New Indefinite Contract Termination Selected based on number of impacted positions List of criterion Last 3 years performance rating with more weight on recent years Practical learning ability Family situation Education was not added but can be if policy is in place;1. Old Indefinite Contract Buyout: Competitive Separation package plus outplacement support including training assistance Has to be mutually agreed In case employees do not accept buyout, 2. Offer