1、2019/1/21,1,Creating a Positive Employee Environment 建立和谐的劳资关系和组织气氛,Colleen Law 罗淑华 VP, Human Resources 人力资源副总裁 Emerson Electric Asia-Pacific 艾默生电气公司亚太区总部November 17, 2003 2003年11月17日,2019/1/21,2,Emerson Corporate Overview 艾 默 生 公 司 概 况,Founded in 1890成立于1890年 Head-quartered in St Louis, Missouri, U
2、SA总部设于美国密苏里州圣路易斯市 Global product and market leadership全球市场和技术领导者 Record of consistent long-term performance保持长期的优秀业绩纪录 Global sales of US$13.8b in 20022002年总销售額达138亿美元 More than 110,000 employees worldwide全球员工超过十一万名 Over 60 industry-leading divisions located inover 300 manufacturing locations in 150
3、 countries 超过60家业界翘楚的子公司超过300个生产基地，分布于世界150多个国,St. Louis headquarters 圣路易斯总部,2019/1/21,3,“2003 Fortunes Worlds Most Admired Companies” Emerson named Global Top 50 All Star,Overall rank 全球排名 : #47 Industry rank 全球电子业排名: #3 global 9 rating categories 评选标准： social responsibility 社会责任感 innovation 革新度 lo
4、ng-term investment value 长期投资价值 use of corporate assets 公司资产运用 employee talent 员工素质 financial soundness 财政状况 quality of management 管理质量 quality of products/services 产品和服务质量 global business acumen 全球商务敏锐度,艾默生名列 2003财富“全球最受讚赏的公司”全明星企业全球 50 强,2019/1/21,4,2002 Sales by Business Group 2002 年 销 售 之 业 务 范
5、畴 分 布,Electronics & Telecommunications 电子及电信 17%,Process Control 过程控制 24%,HVAC 供暖、制冷及空调 17%,Appliance & Tools 家电和工具 24%,( US $13.8 Billion in Total 总 额 达 138 亿 美 元 ),Industrial Automation 工业自动化 18%,2019/1/21,5,Global Market and Technology Leadership 全 球 市 场 和 技 术 领 导 者,2019/1/21,6,Emerson China Over
6、view 艾 默 生 中 国 概 况,Started doing business in China in late 1970s七 十 年 代 末 开 始 发 展 中 国 业 务 China is Emersons biggest business partner in Asia中 国 是 艾 默 生 在 亚 洲 的 最 大 商 务 伙 伴 Second only to U.S. in sales in 0202 年 销 售 額 仅 次 于 美 国 Current Infrastructure: 基 本 设 施 27 manufacturing operations in 10 locatio
7、ns27 家 工 厂 在 10 个 地 点 9 joint ventures, 21 wholly-owned9 家 合 资 公 司， 21 家 全 资 公 司 More than 12,000 employees一 万 二 千 多 名 员 工,2019/1/21,7,Our Promise我们的承诺,Emerson is where technology and engineering come together to create solutions for the benefits of our customers, driven without compromise for a wor
8、ld in action 坚持不懈整合科技与工程技术 为客戶提供最有利的应用方案,2019/1/21,8,ROLE OF HUMAN RESOURCES人力资源部的职责,Communications 沟通 Employee Advocacy员工沟通媒介 Accountability 问责 Emphasis on Good Supervision 强调有效的监督 Urgent Problem Response 对问题迅速作出反应 Strong Ethics Program 严格执行职业道德规范制度 Recruitment Development Retention 招聘 发 展 人才挽留 Leg
9、al Compliance 遵守法规 Ensure a Safe Workplace 确保工作场所的安全 Integral Part of Management Team 管理团 队 的核心组 成部分,2019/1/21,9,Employees can maximize their contributions to the organization only if they fully understand the business strategy plan and opportunity 员工只有在充分理解公司的商业战略计划/机遇时才能释放其最大的能量 Annual communicati
10、on plan developed at each location 每个内部组织制定年度沟通計划 Think about our key messages 重点在关键信息方面 Decide upon communication methods 确定沟通方式 Follow through on the scheduled communications 认真完成沟通计划,Role of Human Resources人力资源部的职责,Communications 沟通,2019/1/21,10,Employee Advocacy 人力资源代表应该是员工沟通的媒介“We Exist To Ensu
11、re That The Employee Point Of View Is Always Heard And Considered And That Our Personnel Policies Are Correctly Administered.” “我们的存在目的是确保员工的想法 能被充分了解和考虑，并保证我们的 人事政策得到正确实施。”,Role of Human Resources人力资源部的职责,2019/1/21,11,“The Human Resources Balancing Act” “平衡的艺术 ”,Communication 沟通Employee Advocate Bu
12、siness Advocate员工期望 业务需要 _,Human Resources and Business Planning 人力资源和业务规划,2019/1/21,12,Role of Human Resources人力资源部的职责,Accountability 问责 Human Resources and Management are accountable for how they interact with employees. This is accomplished through the use of : 在艾默生，和员工沟通是人力资源部和管理层的重要职责，我们通过以下途径来
13、 实现上述目标： Annual Communication Plan 年度沟通计划 Employee Opinion Surveys员工意见调查 Human Resources Reviews 人力资源系统测评,2019/1/21,13,Tool Box Meeting 定期小组会议,Departmental Meetings 周期性部门会议,All Employee Meetings 季度员工会议,S-O-B Address One (1) Per Year 每年一次年度业务 改善状况演讲 S-O-B,ACP 年度沟通计划,Annual Communication Plan 年度沟通计划,2
14、019/1/21,14,Employee Communications员工沟通,One of the Employee Communication Tools for Building the trust 其中一種有效的建立互信的沟通工具,Empoyee Opinion Survey 員工意见调查,2019/1/21,15,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
15、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,The Emerson Employee Opinion Survey 艾默生员工意见调查流程,2019/1/21,16,Purpose 目的,EOS is used as a management tool for: “员工意见调查”是一种管理工具用于: Assessing the overa
16、ll employee relations climate 评估员工关系的整体氛围 Identifying specific major problems 识别公司内部存在的主要问题 Evaluating success of specific programs 评估一些重大的项目工程是否成功 Assessing training needs 评估培训需要 Providing a quality control check on communication efforts 为沟通工作提供质量控制检查,2019/1/21,17,Focus on process but not report 应首
17、重过程，而非报告,Critical Success Factors 成功要素,Dont try to manipulate the result 切勿尝试操控结果,Signify top managements commitment to well being of employees 体现管理层对员工所关心的问题的重视和承诺 Survey report is only a means & the starting point to improve rather the end itself 调查报告只是改进的手段及起点，而非最终目标 Segment the employees into wo
18、rkgroup to identify the problem area 将员工分成工作小组以确认问题所在,2019/1/21,18,Time management of HR 人力资源部要准确估控工作量,Terrible workload but worthwhile return 工作量极大，但会得到值得的回报,Critical Success Factors 成功要素,Preparing survey result presentation for work groups 准备各小组的调查结果报告Conducting work group feedback sessions 进行小组反馈
19、会议Compiling summary for feedback sessions to derive action plan 汇总反馈会议的意见，从而制定行动订计划,2019/1/21,19,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 Donts 忌
20、 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,Employee but not management perspective从雇员而非管理层的角度选定问题,Critical Success Factors 成功要素,2019/1/21,20,When interpreting the result data 当研究原始数据时 Be act
21、ion-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,Not to
22、justify what we have done in the past but to dig what we should do in the future 应寻找未来该做的事，而非已取得的成就,Critical Success Factors 成功要素,2019/1/21,21,Focuses 重点,Emphasize on 着重点 Small group feedback meetings with employees 反馈会谈 Analysis meeting and action plan development 调查分析会议及制定行动计划 Employees communicat
23、ion of the action plans 与员工沟通有关行动计划 Follow up actions execution 跟进行动计划,2019/1/21,22,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
24、制定行动计划 Develop action plans and focus on unfavorable questions and low score workgroups 制定行动计划并集中在员工满意度低的方面及低分小组 Corporate HR to review the action items to ensure employees concerns have been properly addressed 与总公司商讨以确保员工问题得到回应,Focuses 重点,2019/1/21,23,Employee communication 員工沟通有关行动计划 Address to al
25、l requests, including requests which will not or cannot be met 回应员工所有要求, 包括不会或无法滿足的要求 Explain the action items, time schedule and the responsible persons/team 向员工解释行动项目时间表和负责人员/单位Follow Up 跟进行动计划 Submit a follow up report to Corporate HR six months after the action plan has been confirmed 在六个月后向总公司呈交跟进行动计划报告,Focuses 重点,2019/1/21,24,* The End* Thank You!,
