《外文翻译--建立高员工敬业度的企业文化》由会员分享，可在线阅读，更多相关《外文翻译--建立高员工敬业度的企业文化（14页珍藏版）》请在金锄头文库上搜索。
1、中文3716字本科毕业论文（设计）外文翻译外文题目 Building a culture of high employee engagement 外文出处 Strategic HR Review.2010(3):p25-31 外文作者 Gary Tomlinsoon 原文：Building a culture of high employee engagement作者：Gary TomlinsonKia Motors is part of the Hyundai-Kia Automotive Group the fourth largest automotive manufacturer in
2、 the world with its headquarters in Seoul, Korea. The company employs over 40,000 employees in over 167 countries. This case study centers on Kia Motors (UK), which is a wholly owned subsidiary of Kia Motors Corporation that is based in the south of England and employs over 2,500 people through is H
3、Q and dealership network.The engagement strategy that was formulated in the UK is now being be rolled out on a Pan-European level and shared with the global HR team at the companys HQ in Seoul. To support the development of the employee engagement strategy HR utilized the marketing communications to
4、ols SOSTAC. This tool consists of six parts and forms the structure for presenting the case study. SOSTAC stands for:Situation. Understanding the challenge facing HR. Objectives. Setting the engagement objectives for Kia Motors. Strategy. Becoming a true employer of choice. Tactics. Introducing the
5、Kia Motors engagement model. Action. Interventions to improve employee engagement. Control. Measuring the success of the strategy. Situation: understanding the challenge facing HRDuring 2006 Kia Motors (UK) went through a very difficult period, with the business experiencing rapidly falling sales, i
6、ncreased financial losses and very low levels of employee engagement, with the latter very much seen as both a cause and effect of the poor business performance. Towards the latter end of 2006, Kia Motors (UK) came under new HR leadership, with Gary Tomlinson appointed as the new head of HR. The fir
7、st step agreed with the board, was to understand the state of employee satisfaction through the use of the internal employee survey, Your Voice.The Kia employee survey is based on a five-point, multi-rater Likert scale from strongly agree through to strongly disagree. The 2006 survey illustrated man
8、y challenges including, among others, internal communications being rated at only 3 percent and awareness of the strategic direction at 32 percent. The consequences of such poor results were felt in other measures of HR, including employee turnover reaching an unprecedented 31 percent by the end of
9、2006. The resulting direct costs to the business (recruitment, legal and exit costs) were over 600,000 by 2006 year end.In January 2007 with the arrival of a new Korean CEO and shortly after a new British MD, HR was challenged to develop an employee engagement strategy to improve employee morale and
10、 address the high levels of employee turnover.Objectives: setting the engagement objectives for Kia MotorsTherefore HR agreed with the board some ambitious objectives to address the challenges the organization was experiencing. These were:Increase the average score across the five direct line manage
11、r indicators by 10 percent. The indicators are the support managers provide, their communication, the quality of feedback to their direct reports at appraisals, the recognition of work well done and the respect between manager and employee. Seek an increase in the employee survey results on the 12 k
12、ey engagement indicators. Aim to reduce the level of employee turnover within Kia Motors, which was 31 percent at the end of 2006.Look to reduce the employee costs of recruitment and exiting of employees within the organization on an annual basis by 10 percent. Strategy: becoming a true employer of
13、choiceThe strategy agreed with the board for HR was to develop the employer brand as a true “employer of choice.” Since the UK automotive market was very competitive with a relatively limited pool of talent, it was critical for Kia to be seen as an attractive employer if it was to attract and retain
14、 talent to the brand. An HR strategy was put in place with the aim to achieve as a marker of progress the Investors In People award by the end of 2008. Longer term the aim was for Kia Motors UK to be seen as not just an employer of choice in the UK automotive industry but also more widely on a natio
15、nal basis as an employer brand.The focus for HR was on improving “employee engagement,” which was about creating an “emotional connection” with employees so that they are passionate and “live” the brand. At Kia Motors, employee engagement consists of three parts the belief (mental), the feeling the brand generates (emotion) and, most importantly, the generation of discretionary effort (behavior).The strategy was developed after triangulating three sources, our employee satisfaction survey results, comparison of the results with certain competitor companies, which
