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1、The Role of HR in Managing Change - DownsizingUlrike KaepplerUlrike KaepplerHR Director - SC Johnson Greater ChinaHR Director - SC Johnson Greater China著名HR咨询顾问关于裁员管理讲座英课件TheRealitiesofChangeTheRealitiesofChange TypicalcycleofchangeinanyorganizationTypicalcycleofchangeinanyorganization Understandthe
2、specificchallengesandUnderstandthespecificchallengesandopportunitiesthattheorganizationandtheiropportunitiesthattheorganizationandtheiremployeesfaceemployeesface HoworganizationsbegintoaddressthehighsHoworganizationsbegintoaddressthehighsandlowsofthechangecycleandlowsofthechangecycle Haveaplantoexpl
3、oittheenablersandHaveaplantoexploittheenablersandeliminatethebarrierstochangeeliminatethebarrierstochange著名HR咨询顾问关于裁员管理讲座英课件ChangeGeneratesFormidableChallengesChangeGeneratesFormidableChallenges著名HR咨询顾问关于裁员管理讲座英课件ManyRestructuringEventsDontResultInManyRestructuringEventsDontResultInSubstantialGainsf
4、ortheOrganizationSubstantialGainsfortheOrganizationCreated substantial returnsCreated substantial returnsCreated some returnsCreated some returnsEroded substantial returns Eroded substantial returns Eroded returns marginallyEroded returns marginally著名HR咨询顾问关于裁员管理讲座英课件ChangeTheoryChangeTheoryChangeth
5、eoryhastaughtus:Changetheoryhastaughtus: SignificantchangeisalwaysdrivenbyexternalforcesSignificantchangeisalwaysdrivenbyexternalforces AllchangeinvolvesalossAllchangeinvolvesaloss TheprocessofchangefollowsasequenceattheTheprocessofchangefollowsasequenceattheorganizationandpersonallevelorganizationa
6、ndpersonallevel ResistanceandconflictarenaturalcompanionsofResistanceandconflictarenaturalcompanionsofchangechange EverymemberoftheorganizationisaffectedbyEverymemberoftheorganizationisaffectedbychange,buttheeffectisnotequaloratthesamechange,buttheeffectisnotequaloratthesametimeforallmemberstimefora
7、llmembers著名HR咨询顾问关于裁员管理讲座英课件ChangeTheoryChangeTheoryChangetheoryhastaughtus:Changetheoryhastaughtus: Real,sustainablechangewillnottakeplaceunlessReal,sustainablechangewillnottakeplaceunlessthereisthereiss sdissatisfactionwiththestatusquodissatisfactionwiththestatusquos savisionofthefutureavisionofth
8、efutures saplanforatleastthefirststepinmovingaplanforatleastthefirststepinmovingtowardsthefuturetowardsthefutures sagroupofsponsorsofthechangeeffortagroupofsponsorsofthechangeefforts scriticalmassofsupportforthechangecriticalmassofsupportforthechange著名HR咨询顾问关于裁员管理讲座英课件PeopleRequireTimeAndSensitivity
9、PeopleRequireTimeAndSensitivityToAcceptChangeToAcceptChangeResistanceDenial & ImmobilizationBargainingDepression or AngerTestingAcceptance“I feel overwhelmed”“I dont care”“Thingsmight getbetter”“This isso unfair”“It wontwork”“Maybe if”“This is good,We are succeeding”NegativePositiveResponsesTime著名HR
10、咨询顾问关于裁员管理讲座英课件OrganizationRespondFollowingAnOrganizationRespondFollowingAnEffectiveChangeSequenceEffectiveChangeSequenceUnfreeze MobilizeRealize Reinforce SustainSet directionCreate will anddesire to changeBuild confidence and energySecure shift in behavior by setting new processesEmbed new culture
11、 in the organizationStrive for continuous changeInitiating the changeBuilding momentumSustaining resultsSequenceActivitiesPhaseResistanceResponses to changeDenial & ImmobilizationAcceptanceBargainingTestingDepression or Anger著名HR咨询顾问关于裁员管理讲座英课件LeadingChangeLeadingChange Understandthephasesofacceptan
12、cethatUnderstandthephasesofacceptancethatretainedemployeeswillgothroughretainedemployeeswillgothrough BeawareoftheirroleswhenleadingthechangeBeawareoftheirroleswhenleadingthechangeprocessprocess BefamiliarwiththecompetenciesneededasaBefamiliarwiththecompetenciesneededasaleaderleader著名HR咨询顾问关于裁员管理讲座英
13、课件SurvivorsSyndromeSurvivorsSyndromeCurrent StateFuture StateEmotionEnthusiasmTrustAcceptanceBusiness ImpactCommitted employeesHappy customersThrilled stockholdersEmotionFearAnxietyConfusionBusiness ImpactSub-optimal performanceLack of commitmentLack of customer/market focusValley of DespairEmotionA
14、ngerFrustrationCreativityBusiness ImpactReduced productivityLack of trust in managementOrganizational conflict著名HR咨询顾问关于裁员管理讲座英课件LeadingChangeLeadingChangeEnabling StaffFocusing the effortIndividual effortCommunicate visionDrive for resultsTeam commitmentInfluence & PersuadeDevelop & EmpowerRole mod
15、elRisk taking/Self confidencePersonal integrity著名HR咨询顾问关于裁员管理讲座英课件OrganizationalCompetenciesOrganizationalCompetenciesDrive for Resultsn Displays passion, energy, and enthusiasm for accomplishing goals and objectivesn Measures and tracks key business results and progress against established benchmar
16、ksn Pushes boundaries and looks for ways to accomplish better resultsVision Communicationn Communicates the changes required of the organization in concrete tangible termsn Builds enthusiasm and support by consistently communicating through a variety of mediumsn Arranges for interactive exchanges to
17、 ensure that others understand where the organization is headed and what the changed organization will look like著名HR咨询顾问关于裁员管理讲座英课件StaffCompetenciesStaffCompetenciesTeam Commitmentn Readily places the needs and goals of the organization above ones own personal needs and agendan Actively and publicly
18、 supports team/organization decisions even if they are unpopularnTakes personal actions to break down organizational barriersInfluence & Persuasionn Take the time to ensure others understand ones goals, objectives, and visionn Sells own ideas by relating them to the values and goals of othersn Antic
19、ipates potential objections and obstacles and prepares alternative arguments and courses of action著名HR咨询顾问关于裁员管理讲座英课件StaffCompetenciesStaffCompetenciesDeveloping & Empoweringn Personally works to develop the competence and self-confidence of direct reports through regular feedback, reinforcement, an
20、d personal supportn Withdraws from decision-making and implementation as soon as feasible in order to let others take charge and assume responsibilityn Demonstrates genuine respect for and trust in the abilities of others著名HR咨询顾问关于裁员管理讲座英课件IndividualCompetenciesIndividualCompetenciesRole Modeln Mode
21、ls words and behaviors which support the ethics and vision of the organizationn Openly supports the organization and its employeesn Embraces the change process and takes action to move toward future initiativesRisk Taking Self-Confidencen Willing to take action which is sound but may not always be s
22、afen Challenges both the system and others even when conflict is likelyn Demonstrates a realistic and balanced sense of conviction regarding ones skills and abilities著名HR咨询顾问关于裁员管理讲座英课件IndividualCompetenciesIndividualCompetenciesPersonal Integrityn Behaves in a manner that is consistent with the law
23、, ethics, and culture of the organizationn Readily assumes personal responsibility for ones won behavior and the overall behavior of his/her organizationn Personally follows through to ensure commitments are kept and promises fulfilled著名HR咨询顾问关于裁员管理讲座英课件 Introduction to Johnson Pyramid Awareness Und
24、erstanding Belief CommitmentEffective Communication During Process Change著名HR咨询顾问关于裁员管理讲座英课件AWARENESSAWARENESSAWARENESSUNDERSTANDINGUNDERSTANDINGUNDERSTANDINGBELIEFBELIEFBELIEFOPTIMAL PERFORMANCEOPTIMAL PERFORMANCEOPTIMAL PERFORMANCECOMMITMENTCOMMITMENTCOMMITMENTTrustTrustTrustInvolvementInvolvement
25、InvolvementConsistencyConsistencyConsistencyEvidenceEvidenceEvidenceClarityClarityClarityDialogueDialogueDialogueSimplicitySimplicitySimplicityRelevanceRelevanceRelevanceI want to make it happenI buy itI get itI heard itThe Johnson Pyramid著名HR咨询顾问关于裁员管理讲座英课件I heard itThe PyramidAWARENESSAWARENESSAWA
26、RENESSSimplicitySimplicitySimplicityRelevanceRelevanceRelevance著名HR咨询顾问关于裁员管理讲座英课件To Achieve Relevance, Know Your Employee ! How much do they know about the topic?How much do they know about the topic? Why should they care about it?Why should they care about it? Whats their primary area of interest
27、or concern about it? Whats their primary area of interest or concern about it? Do they have any preconceived notions about it? Any past Do they have any preconceived notions about it? Any past experiences with it?experiences with it? What 3 questions are they most likely to have?What 3 questions are
28、 they most likely to have? Are there other burning issues that need to be addressed Are there other burning issues that need to be addressed before they can open their minds to the message?before they can open their minds to the message? Consider their reaction to similar communications in the pastC
29、onsider their reaction to similar communications in the past著名HR咨询顾问关于裁员管理讲座英课件Keep It Simple Start with the main point that way if they dont pass Start with the main point that way if they dont pass the first sentence theyll still get the messagethe first sentence theyll still get the message Empha
30、size how does this affect him or her? What Emphasize how does this affect him or her? What must they do in response?must they do in response? Use simple, everyday language avoid jargon, slang Use simple, everyday language avoid jargon, slang and complex sentencesand complex sentences Organize detail
31、s logically use bullet points, graphs, Organize details logically use bullet points, graphs, columns, charts and pictures to make information columns, charts and pictures to make information easier to digesteasier to digest著名HR咨询顾问关于裁员管理讲座英课件AWARENESSAWARENESSAWARENESSUNDERSTANDINGUNDERSTANDINGUNDER
32、STANDINGClarityClarityClarityDialogueDialogueDialogueSimplicitySimplicitySimplicityRelevanceRelevanceRelevanceI get itI heard itThe Pyramid著名HR咨询顾问关于裁员管理讲座英课件C.L.E.A.R. Communication ProvidesC ContextL Links to the ReceiverE ExamplesA AnalogiesR Representative Pictures著名HR咨询顾问关于裁员管理讲座英课件Understandin
33、g - DialogueReflective Listening Consists OfListening with a non-judgmental attitudeListening for the purpose of understanding the topic from the speakers point of viewStating in your own words your understanding of both the content and the feelings being expressed著名HR咨询顾问关于裁员管理讲座英课件Reflective Liste
34、ning Is Helpful WhenThe emotional component of the message seems significantThe issues are of great importance to the speakerYou are prepared to invest the necessary time and energyUnderstanding - Dialogue著名HR咨询顾问关于裁员管理讲座英课件Listen ActivelyStay neutral; avoid judging the speakers style or message.Giv
35、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著名HR咨询顾问关于裁员管理讲座英课件Understanding - DialogueListen activelyUse silence to let both sides mentally review what has been sai
36、d and where the 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.著名HR咨询顾问关于裁员管理讲座英课件When ReflectingBe briefUse your own wordsTell what core themes you are hearingTel
37、l what emotion you are hearing (when possible)Understanding - Dialogue著名HR咨询顾问关于裁员管理讲座英课件Dialogue - Effective QuestioningOpenOpenCannot be answered by simple, 1- or 2-word answersCannot be answered by simple, 1- or 2-word answers What is your plan for improving quality in the plant? What is your pla
38、n for improving quality in the plant?ClosedClosedAnswered with short, simple answers; meant for Answered with short, simple answers; meant for confirmation not information gatheringconfirmation not information gathering Do you think we should hire this candidate? Do you think we should hire this can
39、didate?LeadingLeadingSuggests desired answer in the questionSuggests desired answer in the question Dont you agree this is the best idea? Dont you agree this is the best idea?著名HR咨询顾问关于裁员管理讲座英课件AWARENESSAWARENESSAWARENESSUNDERSTANDINGUNDERSTANDINGUNDERSTANDINGBELIEFBELIEFBELIEFConsistencyConsistency
40、ConsistencyEvidenceEvidenceEvidenceClarityClarityClarityDialogueDialogueDialogueSimplicitySimplicitySimplicityRelevanceRelevanceRelevanceI buy itI get itI heard itThe Johnson Pyramid著名HR咨询顾问关于裁员管理讲座英课件BeliefEvidenceEvidence External Reference Points Internal LogicConsistency What you do = What you s
41、ay Consistency over time著名HR咨询顾问关于裁员管理讲座英课件AWARENESSAWARENESSAWARENESSUNDERSTANDINGUNDERSTANDINGUNDERSTANDINGBELIEFBELIEFBELIEFCOMMITMENTCOMMITMENTCOMMITMENTTrustTrustTrustInvolvementInvolvementInvolvementConsistencyConsistencyConsistencyEvidenceEvidenceEvidenceClarityClarityClarityDialogueDialogueD
42、ialogueSimplicitySimplicitySimplicityRelevanceRelevanceRelevanceI want to make it happenI buy itI get itI heard itThe Johnson Pyramid著名HR咨询顾问关于裁员管理讲座英课件DownsizinginSCJDownsizinginSCJ著名HR咨询顾问关于裁员管理讲座英课件HistoricalbackgroundHistoricalbackground Headcountreducedbyapprox.1000employeesHeadcountreducedbyap
43、prox.1000employeesfrom1992to2001from1992to2001 1999:89employeesvianonrenewalof1999:89employeesvianonrenewalofemploymentcontractsemploymentcontracts From1992-1997:approximately800From1992-1997:approximately800employeesemployeesreturnedtothejointventurepartnerwithgenerousreturnedtothejointventurepartn
44、erwithgenerousseparationpackage,andpartnerdealtin1997withseparationpackage,andpartnerdealtin1997withtheindefiniteemploymentcontract.theindefiniteemploymentcontract. 1995Earlyretirementprogramstipulatedby1995Earlyretirementprogramstipulatedbygovernmentimpactedaround130employeesgovernmentimpactedaroun
45、d130employees著名HR咨询顾问关于裁员管理讲座英课件BackgroundofSCJBackgroundofSCJFactoryConsolidationProjectFactoryConsolidationProjectCURRENTSTATUS:CURRENTSTATUS:SeparatebusinesslocationswithadministrativeofficeinSeparatebusinesslocationswithadministrativeofficeinPudongandmanufacturingplantinNandaPudongandmanufacturi
46、ngplantinNandaOBJECTIVESOBJECTIVES COSTSAVINGSCOSTSAVINGSs sGrossprofitimprovement,resultingfromGrossprofitimprovement,resultingfromheadcountreductionheadcountreduction, , increasingproductivityandeliminatingofcontractmanufacturingfees.increasingproductivityandeliminatingofcontractmanufacturingfees.
47、OthersavingsincludeareductioninaverageworkingcapitalandOthersavingsincludeareductioninaverageworkingcapitalandavoidingbuilding/utilityupgrades.avoidingbuilding/utilityupgrades. PRODUCTIVITYPRODUCTIVITYs sdoubledproductmakeroutput/asinglebuildinglayoutversus19doubledproductmakeroutput/asinglebuilding
48、layoutversus19buildingsbuildings CAPACITYCAPACITYs sThenewfactoryresolvespeakproductioncapacityissuesandwillcoverThenewfactoryresolvespeakproductioncapacityissuesandwillcoverChinafive-yeargrowthprojections.Chinafive-yeargrowthprojections. S/H/EComplianceS/H/ECompliance著名HR咨询顾问关于裁员管理讲座英课件Organization
49、alObjectivesOrganizationalObjectives ImproveefficiencyandorganizationalhealthImproveefficiencyandorganizationalhealth NomajordisruptionsofbusinessNomajordisruptionsofbusiness RemainingworkforcecommittedandmotivatedRemainingworkforcecommittedandmotivated ResolveheadcountreductionResolveheadcountreduc
50、tions sinaccordancewithlaborlawinaccordancewithlaborlaws sinlinewithprinciplesofourcompanyphilosophyofinlinewithprinciplesofourcompanyphilosophyofThisWeBelieveThisWeBelieves sbyincreasingflexibilityofworkforce,andbyincreasingflexibilityofworkforce,ands simprovingagestructureimprovingagestructures sr
51、educingheadcountby11%via2projectsreducingheadcountby11%via2projects著名HR咨询顾问关于裁员管理讲座英课件BackgroundofWorkForceBackgroundofWorkForce Turnoverzero Averageageofcompany38.7 Numberofemployeesoverageof40:s sOperations:56%s sAdministration:70% Over60%ofemployeeshaveindefiniteemploymentcontract著名HR咨询顾问关于裁员管理讲座
52、英课件WhoWillBeImpacted?WhoWillBeImpacted?Job eliminated-Contract Termination Employee displaced Unaffected employeeWait-for RetirementContract Expiration -Non-renewal Employee 著名HR咨询顾问关于裁员管理讲座英课件OurStrategiesToReduceHeadcountOurStrategiesToReduceHeadcount NaturalAttrition Nonrenewalofdefiniteemploymen
53、tcontracts Waitforretirementprogram NewIndefiniteContractTermination ContingencyOldIndefiniteBuyout Transfer著名HR咨询顾问关于裁员管理讲座英课件ThoroughPreparationBeforeActualThoroughPreparationBeforeActualIndividualCommunicationIndividualCommunicationInvolveenablers(i.e.tradeunion,LaborBureauandpartner)Learnfrombes
54、tpracticeinthemarketConsidercorporatecultureLookatmultiplescenariosIdentifypotentialopinionleaders 著名HR咨询顾问关于裁员管理讲座英课件OurStrategyOurStrategy ContractNon-renewals semployeeswhosecontractexpires01/02willnotbereneweds sseparationpackage: competitiveseparationpackageplusoutplacementsupportincludingtrain
55、ingassistance著名HR咨询顾问关于裁员管理讲座英课件 WaitingforRetirementWaitingforRetirements sTargetgroup:Targetgroup: Employeeswithupto5yearstoofficialretirementbyOctober31,2002.Employeeswithupto5yearstoofficialretirementbyOctober31,2002. Offeredtoalleligibleemployees.FewemployeesareidentifiedasbeingOfferedtoallelig
56、ibleemployees.FewemployeesareidentifiedasbeingcriticaltotheorganizationandencouragedtostaywithSCJforacertaincriticaltotheorganizationandencouragedtostaywithSCJforacertainperiod.period.s sMarketpractice:Marketpractice: MainlyusedbySOE,buthasbeenusedrecentlybyfewJVswithlongerMainlyusedbySOE,buthasbeen
57、usedrecentlybyfewJVswithlongerpresenceinChinatosolvetheproblemofagingworkforceandlowpresenceinChinatosolvetheproblemofagingworkforceandlowproductionefficiencyproductionefficiencys sProposedpackage:Proposedpackage: PercentageofbasesalaryPercentageofbasesalary differentpercentageforstaff/managerandwor
58、kersdifferentpercentageforstaff/managerandworkers StaterequiredbenefitsplussomeselectedcompanybenefitsStaterequiredbenefitsplussomeselectedcompanybenefitsOurStrategyOurStrategy著名HR咨询顾问关于裁员管理讲座英课件 New Indefinite Contract Termination New Indefinite Contract Termination Selected based on number of impa
59、cted positions Selected based on number of impacted positionss sList of criterionList of criterion Last 3 years performance rating with more Last 3 years performance rating with more weight on recent years weight on recent years Practical learning ability Practical learning ability Family situation
60、Family situation Education was not added but can be if Education was not added but can be if policy is in place policy is in placeOur Strategy著名HR咨询顾问关于裁员管理讲座英课件1.1.OldIndefiniteOldIndefiniteContract Buyout:Contract Buyout:Competitive Separation package plus outplacement support Competitive Separati
61、on package plus outplacement support including training assistance including training assistance Has to be mutually agreedHas to be mutually agreed In case employees do not accept buyout, In case employees do not accept buyout, 2.Offer“specialpoolprogram”2.Offer“specialpoolprogram”Managed by HR, Emp
62、loyee will be allocated to projects where Managed by HR, Employee will be allocated to projects where neededneededReadjust salary 1.0 times city minimum Readjust salary 1.0 times city minimum = 445 RMB monthly= 445 RMB monthly In case employees do not accept special pool, In case employees do not ac
63、cept special pool,3. Terminate employment contract3. Terminate employment contractPossible Strategy著名HR咨询顾问关于裁员管理讲座英课件IndividualEmployeeMeetingsIndividualEmployeeMeetings Difficultandemotional Conductedinatenseatmosphere Stakesarehigh Managersareexpectedtocontinuetorunthebusiness Reactionsaregeneral
64、lypredictable Outcomesaremanageable Anendingandanewbeginning著名HR咨询顾问关于裁员管理讲座英课件ContingencyPlanContingencyPlan Forpassiveprotest Damagingcompanyproperty Intheeventemployeesharmshimself Intheeventharmsotheremployees SecuritycontrolofISsystem Providemediatraining Preparekeymessagesandmediastatements著名H
65、R咨询顾问关于裁员管理讲座英课件Initiatingthechange:Unfreeze/MobilizeInitiatingthechange:Unfreeze/Mobilize SetDirection/Createwillanddesiretochange:s sExplanationthatnewskillsarerequiredtoworkinnewfactory.Whocannotimprovemayhavetoleave.(08/00)s sGeneralmanagerletterstatingstrategiesandreasonsforchange(5/01)著名HR咨询顾问
66、关于裁员管理讲座英课件Initiatingthechange:Unfreeze/MobilizeInitiatingthechange:Unfreeze/Mobilize Buildconfidenceandenergys sCommunicate,Communicate,CommunicateCommunicate,Communicate,Communicates sCommuniCommunileaderandchangemanagementtrainingwithallleaderandchangemanagementtrainingwithallmanagersmanagerss sS
67、pecifictrainingwithmanagerswhosesubordinatesareSpecifictrainingwithmanagerswhosesubordinatesareimpactedimpacteds sTakeoneononetimewithimpactedindividual.ListentoTakeoneononetimewithimpactedindividual.Listentoconcernsbutdonotaddressorrespondatmeetingconcernsbutdonotaddressorrespondatmeetings sAcknowl
68、edgethatdenialandimmobilizationispartoftheAcknowledgethatdenialandimmobilizationispartoftheprocessandpeoplewillgetoveritprocessandpeoplewillgetoverits sApplypolicyconsistently.Donotopenupfornegotiation.Applypolicyconsistently.Donotopenupfornegotiation.著名HR咨询顾问关于裁员管理讲座英课件BuildingMomentum:Realize/Rein
69、forceBuildingMomentum:Realize/Reinforce SecureshiftinbehaviorSecureshiftinbehaviors sRecognizeyouarehalfthereifemployeesstarttoRecognizeyouarehalfthereifemployeesstarttobargainbargains sProvideincentivetomakeadecisiontogaincriticalmassProvideincentivetomakeadecisiontogaincriticalmassandpullthroughan
70、dpullthroughs sProvideanswertoalloutstandingquestionraisedProvideanswertoalloutstandingquestionraised EmbedintheorganizationEmbedintheorganizations sExecuteflawlesslyExecuteflawlesslys sDeliveronwhathasbeenagreedDeliveronwhathasbeenagreed著名HR咨询顾问关于裁员管理讲座英课件BuildingMomentum:Realize/ReinforceBuildingM
71、omentum:Realize/Reinforce StriveforcontinuosStriveforcontinuosimprovementimprovementEmployeesEmployeess sacceptthatseparationpackagesarenotacceptthatseparationpackagesarenotnegotiablenegotiables sacknowledgethatthereisnolifetimeacknowledgethatthereisnolifetimeemploymentemployments sunderstandunderst
72、andcontinuosskillimprovementiscontinuosskillimprovementisneededneededs sperformancedoesmatterperformancedoesmatter著名HR咨询顾问关于裁员管理讲座英课件KeyLearningsKeyLearnings Plancommunicationcarefullyandtimely. Ifyouhavemorethanoneprogramdoitsequentially Rumorsareunavoidablesomakegooduseofit. Gainsupportfromrelevantpartiesviaearlysharingofplans Identifyopinionleader,separateifneeded.著名HR咨询顾问关于裁员管理讲座英课件Thank you for listeningUlrike KaepplerUlrike KaepplerHR Director - SC Johnson Greater ChinaHR Director - SC Johnson Greater China著名HR咨询顾问关于裁员管理讲座英课件著名HR咨询顾问关于裁员管理讲座英课件
