建立和諧的勞資關(guān)系和組織氣氛(ppt)
Creating a Positive Employee Environment 建立和諧的勞資關(guān)系和組織氣氛
Colleen Law 羅淑華
VP, Human Resources 人力資源副總裁
Emerson Electric Asia-Pacific 艾默生電氣公司亞太區(qū)總部

November 17, 2003
2003年11月17日

Emerson Corporate Overview 艾 默 生 公 司 概 況
Founded in 1890
成立于1890年
Head-quartered in St Louis, Missouri, USA
總部設(shè)于美國(guó)密蘇里州圣路易斯市
Global product and market leadership
全球市場(chǎng)和技術(shù)領(lǐng)導(dǎo)者
Record of consistent long-term performance
保持長(zhǎng)期的優(yōu)秀業(yè)績(jī)紀(jì)錄
Global sales of US$13.8b in 2002
2002年總銷售額達(dá)138億美元
More than 110,000 employees worldwide
全球員工超過十一萬名
Over 60 industry-leading divisions located in
over 300 manufacturing locations in 150 countries 超過60家業(yè)界翹楚的子公司
超過300個(gè)生產(chǎn)基地，分布于世界150多個(gè)國(guó)

“2003 Fortune’s World’s Most Admired Companies” Emerson named Global Top 50 ‘All Star’
Overall rank 全球排名 : #47
Industry rank 全球電子業(yè)排名: #3 global
9 rating categories 評(píng)選標(biāo)準(zhǔn)：
social responsibility 社會(huì)責(zé)任感
innovation 革新度
long-term investment value 長(zhǎng)期投資價(jià)值
use of corporate assets 公司資產(chǎn)運(yùn)用
employee talent 員工素質(zhì)
financial soundness 財(cái)政狀況
quality of management 管理質(zhì)量
quality of products/services 產(chǎn)品和服務(wù)質(zhì)量
global business acumen 全球商務(wù)敏銳度

Global Market and Technology Leadership 全 球 市 場(chǎng) 和 技 術(shù) 領(lǐng) 導(dǎo) 者
Emerson China Overview 艾 默 生 中 國(guó) 概 況
Our Promise我們的承諾
ROLE OF HUMAN RESOURCES人力資源部的職責(zé)
Role of Human Resources人力資源部的職責(zé)
Role of Human Resources人力資源部的職責(zé)
“The Human Resources Balancing Act” “平衡的藝術(shù) ”
Communication 溝通




Employee Advocate Business Advocate
員工期望 業(yè)務(wù)需要
______________________________________________
Role of Human Resources人力資源部的職責(zé)
Annual Communication Plan 年度溝通計(jì)劃
Employee Communications員工溝通
The Emerson Employee Opinion Survey 艾默生員工意見調(diào)查流程
Purpose 目的
EOS is used as a management tool for: “員工意見調(diào)查”是一種管理工具用于:
Assessing the overall employee relations climate 評(píng)估員工關(guān)系的整體氛圍
Identifying specific major problems 識(shí)別公司內(nèi)部存在的主要問題
Evaluating success of specific programs 評(píng)估一些重大的項(xiàng)目工程是否成功
Assessing training needs 評(píng)估培訓(xùn)需要
Providing a quality control check on communication efforts 為溝通工作提供質(zhì)量控制檢查

Focus on process but not report 應(yīng)首重過程，而非報(bào)告

Time management of HR 人力資源部要準(zhǔn)確估控工作量





Criteria to select　optional questions 如何選定問題
Dos 宜
Select what employees dissatisfy most now 選擇雇員現(xiàn)時(shí)最不滿的
Select what make them staying with us & willing to contribute in long run 選擇長(zhǎng)遠(yuǎn)而言使他們留效并賣力工作的
Don’ts 忌
Exclude what stakeholders did not like to see 排除個(gè)別相關(guān)方不想見的
Exclude what seems to be “impossible to improve” or “unaffordable” 排除一些所謂 “不可能改善” 或 “不能承擔(dān) ” 的

When interpreting the result data 當(dāng)研究原始數(shù)據(jù)時(shí)
Be action-oriented 以行動(dòng)為本
Highlight the “most unfavorable” but not “most favorable” to look for opportunities to improve 著重評(píng)分 “最差” 而非 “最好” 的，以尋找改進(jìn)機(jī)會(huì)
Think critically for any “unexpectedly unfavorable” to bridge the gap of perception between management & employees 認(rèn)真思考 “出人意料的差” 的，以拉近管理層與雇員對(duì)該問題的認(rèn)知的距離
Focuses 重點(diǎn)
Emphasize on 著重點(diǎn)
Small group feedback meetings with employees 反饋會(huì)談
Analysis meeting and action plan development 調(diào)查分析會(huì)議及制定行動(dòng)計(jì)劃
Employees communication of the action plans 與員工溝通有關(guān)行動(dòng)計(jì)劃
Follow up actions execution 跟進(jìn)行動(dòng)計(jì)劃
Focuses 重點(diǎn)
Small group feedback meetings 反饋會(huì)談
A small group meeting without supervisors’ participation 主管不應(yīng)參與小組會(huì)談
LISTEN to employees’ concern and clarify if needed 只韘傾聽并澄清相關(guān)問題
Analysis meeting and action plan development 調(diào)查分析會(huì)議及制定行動(dòng)計(jì)劃
Develop action plans and focus on unfavorable questions and low score workgroups 制定行動(dòng)計(jì)劃并集中在員工滿意度低的方面及低分小組
Corporate HR to review the action items to ensure employees’ concerns have been properly addressed 與總公司商討以確保員工問題得到回應(yīng)
Focuses 重點(diǎn)
Employee communication ?T工溝通有關(guān)行動(dòng)計(jì)劃
Address to all requests, including requests which will not or cannot be met 回應(yīng)員工所有要求, 包括不會(huì)或無法滿足的要求
Explain the action items, time schedule and the responsible persons/team 向員工解釋行動(dòng)項(xiàng)目﹐時(shí)間表和負(fù)責(zé)人員/單位
Follow Up 跟進(jìn)行動(dòng)計(jì)劃
Submit a follow up report to Corporate HR six months after the action plan has been confirmed 在六個(gè)月后向總公司呈交跟進(jìn)行動(dòng)計(jì)劃報(bào)告


建立和諧的勞資關(guān)系和組織氣氛(ppt)