如何建立和谐的劳资关系和组织气氛.pptxVIP

Creating a Positive Employee Environment建立和谐的劳资关系和组织气氛;;“2003 Fortune’s World’s Most Admired Companies” Emerson named Global Top 50 ‘All Star’ ;2002 Sales by Business Group 2002 年 销 售 之 业 务 范 畴 分 布;Appliance Tools #1 Fractional Motors #2 Appliance Components #1 Storage Solutions #1 Waste Disposers #1 Plumbing Tools;;Our Promise我们的承诺;ROLE OF HUMAN RESOURCES人力资源部的职责;;; “The Human Resources Balancing Act”“平衡的艺术 ”;Role of Human Resources人力资源部的职责;Tool Box Meeting 定期小组会议;Employee Communications员工沟通;Foundation of Positive Employee Relations Since 1954 美国总公司自1954年起重视建立良好的员工关系 Critical Division and Plant Continuous Improvement Tool 它是分公司用以持续改善工作的主要工具 Jointly Analyzed by Plant / Division / Corporate ER Staff 由工厂/分公司/总公司员工关系部共同分析调查结果 The Climate Profile Score = Accountability 组织氛围评分 = 问责;Purpose 目的;Focus on process but not report 应首重过程，而非报告;Time management of HR 人力资源部要准确估控工作量 ;Criteria to select optional questions 如何选定问题 Dos 宜 Select what employees dissatisfy most now 选择雇员现时最不满的 Select what make them staying with us willing to contribute in long run 选择长远而言使他们留效并卖力工作的 Don’ts 忌 Exclude what stakeholders did not like to see 排除个别相关方不想见的 Exclude what seems to be “impossible to improve” or “unaffordable” 排除一些所谓 “不可能改善” 或 “不能承担 ” 的;When interpreting the result data 当研究原始数据时 Be action-oriented 以行动为本 Highlight the “most unfavorable” but not “most favorable” to look for opportunities to improve 著重评分 “最差” 而非 “最好” 的，以寻找改进机会 Think critically for any “unexpectedly unfavorable” to bridge the gap of perception between management employees 认真思考 “出人意料的差” 的，以拉近管理层与雇员对该问题的认知的距离;Focuses 重点;Small group feedback meetings 反馈会谈 A small group meeting without supervisors’ participation 主管不应参与小组会谈 LISTEN to employees’ concern and clarify if needed 只須倾听并澄清相关问题 Analysis meeting and action plan development 调查分析会议及制定行动计划 Develop action plans and focus on unfa