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1、The Role of HR in Managing Change - Downsizing,Ulrike KaepplerHR Director - SC Johnson Greater China,The Realities of Change,Typical cycle of change in any organization Understand the specific challenges and opportunities that the organization and their employees face How organizations begin to addr
2、ess the highs and lows of the change cycle Have a plan to exploit the enablers and eliminate the barriers to change,CHANGE,Change Generates Formidable Challenges,How to Get Desired Results,How to Maintain and Increase Employee Commitment,How to Maintain Business Continuity During the Process,How to
3、Keep Customers/Multiple Constituencies Satisfied During the Process,Many Restructuring Events Dont Result In Substantial Gains for the Organization,Created substantial returns,Created some returns,Eroded substantial returns,Eroded returns marginally,Change Theory,Change theory has taught us: Signifi
4、cant change is always driven by external forces All change involves a loss The process of change follows a sequence at the organization and personal level Resistance and conflict are natural companions of change Every member of the organization is affected by change, but the effect is not equal or a
5、t the same time for all members,Change Theory,Change theory has taught us: Real, sustainable change will not take place unless there is dissatisfaction with the status quo a vision of the future a plan for at least the first step in moving towards the future a group of sponsors of the change effort
6、critical mass of support for the change,People Require Time And Sensitivity To Accept Change,Time,Organization Respond Following An Effective Change Sequence,Leading Change,Understand the phases of acceptance that retained employees will go through Be aware of their roles when leading the change pro
7、cess Be familiar with the competencies needed as a leader,Survivors Syndrome,Current State,Future State,Emotion Enthusiasm Trust Acceptance Business Impact Committed employees Happy customers Thrilled stockholders,Emotion Fear Anxiety Confusion Business Impact Sub-optimal performance Lack of commitm
8、ent Lack of customer/market focus,Valley of Despair,Emotion Anger Frustration Creativity Business Impact Reduced productivity Lack of trust in management Organizational conflict,Leading Change,Enabling Staff,Focusing the effort,Individual effort,Organizational Competencies,Drive for Results,Displays
9、 passion, energy, and enthusiasm for accomplishing goals and objectives Measures and tracks key business results and progress against established benchmarks Pushes boundaries and looks for ways to accomplish better results,Vision Communication,Communicates the changes required of the organization in
10、 concrete tangible terms Builds enthusiasm and support by consistently communicating through a variety of mediums Arranges for interactive exchanges to ensure that others understand where the organization is headed and what the changed organization will look like,Staff Competencies,Team Commitment,R
11、eadily places the needs and goals of the organization above ones own personal needs and agenda Actively and publicly supports team/organization decisions even if they are unpopular Takes personal actions to break down organizational barriers,Influence avoid judging the speakers style or message. Giv
12、e complete attention to the speaker and be prepared to spend as much time as they need. Listen for ideas, not just for facts. Watch non-verbal communication.,Understanding - Dialogue,Understanding - Dialogue,Listen actively Use silence to let both sides mentally review what has been said and where t
13、he discussion is going. Listen empathetically. Show through facial expressions that you are understanding the persons words and emotions. Use questions to clarify or to check understanding.,When Reflecting Be brief Use your own words Tell what core themes you are hearing Tell what emotion you are he
14、aring (when possible),Understanding - Dialogue,Dialogue - Effective Questioning,Open Cannot be answered by simple, 1- or 2-word answers What is your plan for improving quality in the plant? Closed Answered with short, simple answers; meant for confirmation not information gathering Do you think we s
15、hould hire this candidate? Leading Suggests desired answer in the question Dont you agree this is the best idea?,AWARENESS,UNDERSTANDING,BELIEF,Consistency,Evidence,Clarity,Dialogue,Simplicity,Relevance,I buy it,I get it,I heard it,The Johnson Pyramid,Belief,Evidence External Reference Points Intern
16、al Logic Consistency What you do = What you say Consistency over time,AWARENESS,UNDERSTANDING,BELIEF,COMMITMENT,Trust,Involvement,Consistency,Evidence,Clarity,Dialogue,Simplicity,Relevance,I want to make it happen,I buy it,I get it,I heard it,The Johnson Pyramid,Downsizing in SCJ,Historical background,Headcount reduced by approx. 1000 employees from 1992 to 2001 1999: 89 employees via non renewal of employment contracts From 1992-1997: approximately 800 employees retur
