1、本科毕业论文（设计）外文翻译外文题目BUILDINGACULTUREOFHIGHEMPLOYEEENGAGEMENT外文出处STRATEGICHRREVIEW20103P2531外文作者GARYTOMLINSOON原文BUILDINGACULTUREOFHIGHEMPLOYEEENGAGEMENT作者GARYTOMLINSONKIAMOTORSISPARTOFTHEHYUNDAIKIAAUTOMOTIVEGROUPTHEFOURTHLARGESTAUTOMOTIVEMANUFACTURERINTHEWORLDWITHITSHEADQUARTERSINSEOUL,KOREATHECOMPANYE
2、MPLOYSOVER40,000EMPLOYEESINOVER167COUNTRIESTHISCASESTUDYCENTERSONKIAMOTORSUK,WHICHISAWHOLLYOWNEDSUBSIDIARYOFKIAMOTORSCORPORATIONTHATISBASEDINTHESOUTHOFENGLANDANDEMPLOYSOVER2,500PEOPLETHROUGHISHQANDDEALERSHIPNETWORKTHEENGAGEMENTSTRATEGYTHATWASFORMULATEDINTHEUKISNOWBEINGBEROLLEDOUTONAPANEUROPEANLEVELA
3、NDSHAREDWITHTHEGLOBALHRTEAMATTHECOMPANYSHQINSEOULTOSUPPORTTHEDEVELOPMENTOFTHEEMPLOYEEENGAGEMENTSTRATEGYHRUTILIZEDTHEMARKETINGCOMMUNICATIONSTOOLSSOSTACTHISTOOLCONSISTSOFSIXPARTSANDFORMSTHESTRUCTUREFORPRESENTINGTHECASESTUDYSOSTACSTANDSFORSITUATIONUNDERSTANDINGTHECHALLENGEFACINGHROBJECTIVESSETTINGTHEEN
4、GAGEMENTOBJECTIVESFORKIAMOTORSSTRATEGYBECOMINGATRUEEMPLOYEROFCHOICETACTICSINTRODUCINGTHEKIAMOTORSENGAGEMENTMODELACTIONINTERVENTIONSTOIMPROVEEMPLOYEEENGAGEMENTCONTROLMEASURINGTHESUCCESSOFTHESTRATEGYSITUATIONUNDERSTANDINGTHECHALLENGEFACINGHRDURING2006KIAMOTORSUKWENTTHROUGHAVERYDIFFICULTPERIOD,WITHTHEB
5、USINESSEXPERIENCINGRAPIDLYFALLINGSALES,INCREASEDFINANCIALLOSSESANDVERYLOWLEVELSOFEMPLOYEEENGAGEMENT,WITHTHELATTERVERYMUCHSEENASBOTHACAUSEANDEFFECTOFTHEPOORBUSINESSPERFORMANCETOWARDSTHELATTERENDOF2006,KIAMOTORSUKCAMEUNDERNEWHRLEADERSHIP,WITHGARYTOMLINSONAPPOINTEDASTHENEWHEADOFHRTHEFIRSTSTEPAGREEDWITH
6、THEBOARD,WASTOUNDERSTANDTHESTATEOFEMPLOYEESATISFACTIONTHROUGHTHEUSEOFTHEINTERNALEMPLOYEESURVEY,YOURVOICETHEKIAEMPLOYEESURVEYISBASEDONAFIVEPOINT,MULTIRATERLIKERTSCALEFROMSTRONGLYAGREETHROUGHTOSTRONGLYDISAGREETHE2006SURVEYILLUSTRATEDMANYCHALLENGESINCLUDING,AMONGOTHERS,INTERNALCOMMUNICATIONSBEINGRATEDA
7、TONLY3PERCENTANDAWARENESSOFTHESTRATEGICDIRECTIONAT32PERCENTTHECONSEQUENCESOFSUCHPOORRESULTSWEREFELTINOTHERMEASURESOFHR,INCLUDINGEMPLOYEETURNOVERREACHINGANUNPRECEDENTED31PERCENTBYTHEENDOF2006THERESULTINGDIRECTCOSTSTOTHEBUSINESSRECRUITMENT,LEGALANDEXITCOSTSWEREOVER600,000BY2006YEARENDINJANUARY2007WITH
8、THEARRIVALOFANEWKOREANCEOANDSHORTLYAFTERANEWBRITISHMD,HRWASCHALLENGEDTODEVELOPANEMPLOYEEENGAGEMENTSTRATEGYTOIMPROVEEMPLOYEEMORALEANDADDRESSTHEHIGHLEVELSOFEMPLOYEETURNOVEROBJECTIVESSETTINGTHEENGAGEMENTOBJECTIVESFORKIAMOTORSTHEREFOREHRAGREEDWITHTHEBOARDSOMEAMBITIOUSOBJECTIVESTOADDRESSTHECHALLENGESTHEO
9、RGANIZATIONWASEXPERIENCINGTHESEWEREINCREASETHEAVERAGESCOREACROSSTHEFIVEDIRECTLINEMANAGERINDICATORSBY10PERCENTTHEINDICATORSARETHESUPPORTMANAGERSPROVIDE,THEIRCOMMUNICATION,THEQUALITYOFFEEDBACKTOTHEIRDIRECTREPORTSATAPPRAISALS,THERECOGNITIONOFWORKWELLDONEANDTHERESPECTBETWEENMANAGERANDEMPLOYEESEEKANINCRE
10、ASEINTHEEMPLOYEESURVEYRESULTSONTHE12KEYENGAGEMENTINDICATORSAIMTOREDUCETHELEVELOFEMPLOYEETURNOVERWITHINKIAMOTORS,WHICHWAS31PERCENTATTHEENDOF2006LOOKTOREDUCETHEEMPLOYEECOSTSOFRECRUITMENTANDEXITINGOFEMPLOYEESWITHINTHEORGANIZATIONONANANNUALBASISBY10PERCENTSTRATEGYBECOMINGATRUEEMPLOYEROFCHOICETHESTRATEGY
11、AGREEDWITHTHEBOARDFORHRWASTODEVELOPTHEEMPLOYERBRANDASATRUE“EMPLOYEROFCHOICE”SINCETHEUKAUTOMOTIVEMARKETWASVERYCOMPETITIVEWITHARELATIVELYLIMITEDPOOLOFTALENT,ITWASCRITICALFORKIATOBESEENASANATTRACTIVEEMPLOYERIFITWASTOATTRACTANDRETAINTALENTTOTHEBRANDANHRSTRATEGYWASPUTINPLACEWITHTHEAIMTOACHIEVEASAMARKEROF
12、PROGRESSTHEINVESTORSINPEOPLEAWARDBYTHEENDOF2008LONGERTERMTHEAIMWASFORKIAMOTORSUKTOBESEENASNOTJUSTANEMPLOYEROFCHOICEINTHEUKAUTOMOTIVEINDUSTRYBUTALSOMOREWIDELYONANATIONALBASISASANEMPLOYERBRANDTHEFOCUSFORHRWASONIMPROVING“EMPLOYEEENGAGEMENT,”WHICHWASABOUTCREATINGAN“EMOTIONALCONNECTION”WITHEMPLOYEESSOTHA
13、TTHEYAREPASSIONATEAND“LIVE”THEBRANDATKIAMOTORS,EMPLOYEEENGAGEMENTCONSISTSOFTHREEPARTSTHEBELIEFMENTAL,THEFEELINGTHEBRANDGENERATESEMOTIONAND,MOSTIMPORTANTLY,THEGENERATIONOFDISCRETIONARYEFFORTBEHAVIORTHESTRATEGYWASDEVELOPEDAFTERTRIANGULATINGTHREESOURCES,OUREMPLOYEESATISFACTIONSURVEYRESULTS,COMPARISONOF
14、THERESULTSWITHCERTAINCOMPETITORCOMPANIES,WHICHWASACCESSEDVIAAUTOMOTIVENETWORKINGGROUPSANDAREVIEWOFSECONDARYDATAONBESTPRACTICEINEMPLOYEEENGAGEMENTTHESTRATEGYWASFOCUSEDONTHREEDISTINCTBUTCONNECTEDTHEMESLEADERSHIP,INTERNALCOMMUNICATIONSANDEMPLOYEEDEVELOPMENT,BASEDONRESEARCHCONDUCTEDINTOTHEDRIVERSOFEMPLO
15、YEEENGAGEMENTSEEFIGURE1TACTICSINTRODUCINGTHEKIAMOTORSENGAGEMENTMODELTHEEMPLOYEEENGAGEMENTSTRATEGYCONSISTEDOFFIVEINTERVENTIONSTHATWEREDISTINCTBUTINTERCONNECTEDFORSYMBIOSISANDGREATERIMPACTSEEFIGURE2ACTIONINTERVENTIONSTOIMPROVEEMPLOYEEENGAGEMENT1LEADERSHIPDEVELOPMENTBASEDONTHERESEARCHONEMPLOYEEENGAGEME
16、NT,THEORGANIZATIONKNEWTHATSENIORANDMIDDLEMANAGEMENTWERETHEKEYDRIVERSINBUILDINGENGAGEMENTINTHEWORKFORCESOASIGNIFICANTFOCUSWASONDEVELOPINGTHEPEOPLEMANAGEMENTSKILLSOFKIASMANAGERSWHOHADLINEMANAGEMENTRESPONSIBILITYALLMEMBERSOFTHEMANAGEMENTTEAMWERESENTONASERIESOFTRAININGCOURSESTOIMPROVETHEIRMANAGEMENTSKIL
17、LSINORDERTOMEASURETHEIRBEHAVIORALCHANGE,ALLMANAGERSWERETESTEDTHROUGHA360DEGREEASSESSMENTTOOLBEFOREANDAFTERATTENDINGTHETRAININGTOSUPPORTTHEIMPLEMENTATIONOFTHETRAININGALLMANAGERSRECEIVEDAMANAGEMENT“TOOLKIT”THATINCLUDEDASETOFMANAGEMENTTECHNIQUESBUILTAROUNDTHECORECOMPETENCIESREQUIREDOFTHEROLETOGAINBUYIN
18、TOTHETRAINING,ITWASSPONSOREDBYTHECEO,ALLDELEGATESSIGNEDUPTOLEARNINGCONTRACTSANDTHECHOSENTRAININGPARTNER,TECHNIQUESFORCHANGE,PROVIDEDADEDICATEDLEARNINGSUPPORTCENTERTHEFOCUSWASVERYMUCHONDOINGRATHERTHANKNOWING,BUILTAROUNDKIAMOTORSFRAMEWORKOFFIVECOREBEHAVIORALCOMPETENCIESTHATAREAPPLICABLEFORALLEMPLOYEES
19、,EACHOFWHICHHASPOSITIVEANDNEGATIVEINDICATORSTHEFIVECOREBEHAVIORALCOMPETENCIESATKIAMOTORSAREDELIVERINGRESULTS,CUSTOMERFOCUS,COMMUNICATION,MANAGINGSELFOROTHERSANDTEAMWORKING2EMPLOYEERECOGNITIONTHEEMPLOYEESURVEYILLUSTRATEDTHATEMPLOYEESFELTTHEREWASNOTENOUGHRECOGNITIONFORSTAFFCONTRIBUTIONSKIAWASKEENTOENS
20、URETHATEMPLOYEESWEREREWARDEDFORTHEIREFFORTSANDIN2007INTRODUCEDTHE“OUTSTANDINGAWARDS”FOREMPLOYEESTHATWEREPRESENTEDONAQUARTERLYBASISATACOMPANYWIDETOWNHALLMEETINGTHESEAWARDSWEREPRESENTEDBYTHECEOANDWEREFOREITHERINDIVIDUALORTEAMCONTRIBUTIONSTOENSURETHEAWARDSGAINEDEMPLOYEESUPPORT,THENOMINATIONSCAMEDIRECTF
21、ROMEMPLOYEES,RATHERTHANPURELYFROMSENIORMANAGEMENTTHEWINNERSWEREPROVIDEDWITHACERTIFICATEANDAGIFT,WHICHPROVIDEDTHEMWITHARANGEOFCHOICES,FROMDAYSOUTTOBALLOONFLIGHTSORAPAMPERINGWEEKENDATAHEALTHSPAINADDITION,EMPLOYEESAREREWARDEDWITHTHE“KIATHANKYOU”ASIMPLECARDANDALITTLEPRESENTFORAJOBWELLDONETHISISINFORMALR
22、ECOGNITIONCOMINGFROMTHERESPECTIVELINEMANAGER,WITHTHEEMPLOYEERETURNINGTOTHEIRDESKTOFINDATHANKYOUCARDANDPRESENTTHEIDEAWASINSPIREDBYTHEBRANDTAGLINEOF“THEPOWERTOSURPRISE,”SOMETHINGKIAWANTEDTOREFLECTINTERNALLY3INTERNALCOMMUNICATIONSTOSUPPORTTHEIMPROVEMENTOFINTERNALCOMMUNICATIONS,ANUMBEROFTOOLSTOFACILITAT
23、EGREATERORGANIZATIONALCOMMUNICATIONSWEREINTRODUCEDTHESEINCLUDEDQUARTERLYEMPLOYEEBRIEFINGSANDAMORERIGOROUSUSEOFPERFORMANCEMANAGEMENTTOENSUREAPPRAISALSWERECOMPLETED100PERCENTACROSSTHEORGANIZATIONBYALLEMPLOYEESSOMETHINGTHATWASACHIEVEDFORTHEFIRSTTIMEIN2007ANEWCORPORATEINTRANET,KIAVISION,WASALSOLAUNCHEDT
24、HISWASVERYMUCHPOSITIONEDAROUNDBEINGANENABLINGTOOLTOIMPROVECOMMUNICATIONSACROSSTHEORGANIZATIONTHECONTENTWASACOMBINATIONOFKEYBUSINESSINFORMATION,PRESENTATIONSANDPROVISIONOFSOMEMORELIGHTHEARTEDCOMMENTARYTOHELPBUILDASENSEOFTOGETHERNESSACROSSTHEVARIOUSDEPARTMENTSFOLLOWINGSOMEFOCUSGROUPSWITHEMPLOYEES,ITWA
25、SALSODECIDEDTOSETUPANEMPLOYEEFORUMTHATCONSISTEDOFATLEASTONEREPRESENTATIVEFROMEACHDEPARTMENTTHISINPARTICULARHASPROVENTOBEAUSEFULTOOLTOSUPPORTEMPLOYEESINRAISINGITEMSOFCONCERNTOFURTHERENSURETRANSPARENCYTHEMINUTESANDAGREEDCONCLUSIONSOFTHEMEETINGAREPUBLISHEDFORALLTOSEE4ORGANIZATIONALDEVELOPMENTTHISINTERV
26、ENTIONWASINMANYWAYSTHEMOSTWIDERANGINGONEOFTHEMOSTSIGNIFICANTCHANGESMADEINEARLY2007WASTHEREMOVALOFALLEMPLOYEEBONUSESHRLEDTHENEGOTIATIONSWITHTHERELEVANTEMPLOYEES,GAININGUNIVERSALSUPPORTFORTHEREMOVALOFBONUSESWITHACOLLECTIVEOFFEROFAFIXEDRATEPERCENTAGEINCREASETOEMPLOYEESBASESALARYTHERATIONALEBEHINDTHISWA
27、STHEBELIEFTHATTHEBONUSCULTUREWITHINTHEORGANIZATIONWASCREATINGANENVIRONMENTOFSHORTTERMISMANDLEADINGINDIVIDUALS,ONOCCASION,TOPLACEPERSONALGAINOVERTHELONGTERMINTERESTSOFTHECOMPANYTHEORGANIZATIONWASVERYMUCHFOLLOWINGTHEMAXIMOFGOODHARTSLAWWHENAMEASUREBECOMESATARGET,ITCEASESTOBEAGOODMEASURE,IETHEINCENTIVEI
28、TSELFDISTORTSTHEBEHAVIORMAKINGTHEMEASUREITSELFANUNSATISFACTORYWAYOFASSESSINGPERFORMANCEGIVENTHEECONOMICEXPERIENCEOFTHECREDITCRUNCHANDALLEGATIONSDIRECTEDATTHEBANKINGANDFINANCEINDUSTRIES,KIABELIEVESITWASVERYMUCHAHEADOFTHECURVEINERADICATINGTHEBONUSCULTUREITALSOCOMPLETELYREWROTETHEEMPLOYEEHANDBOOKANDALL
29、HRPOLICIESANDPROCEDURESTOENSURETHEYWEREALIGNEDWITHTHECULTURALVALUESOTHERCHANGESMADEINCLUDEDIMPROVINGEMPLOYEEBENEFITSBYINTRODUCINGCHILDCAREVOUCHERS,INCREASINGHOLIDAYALLOWANCEANDINTRODUCINGADRESSDOWNFRIDAYTOSUPPORTAMORERELAXEDCULTURE5EMPLOYEEDEVELOPMENTTHEORGANIZATIONALSOENSUREDTHATNONMANAGEMENTEMPLOY
30、EESRECEIVEDTRAININGTOSUPPORTTHEMINBOTHTHEIRROLEANDCAREERDEVELOPMENTTHROUGHKIASAPPRAISALPROCESS,TRAININGNEEDSANALYSESWERECOLLECTEDACROSSTHEORGANIZATIONANDUTILIZEDTOCREATEACLEARTRAININGPLANFOREACHEMPLOYEE,ALIGNEDWITHTHEIRCAREERASPIRATIONSASEXPRESSEDINTHEIRANNUALAPPRAISALCONTROLMEASURINGTHESUCCESSOFTHE
31、STRATEGYBETWEENTHELAUNCHOFTHEENGAGEMENTSTRATEGYINMARCH2007ANDOCTOBER2009,KIAEXPERIENCEDFORTHREECONSECUTIVEYEARSIMPROVEMENTSACROSSALLFOUROFITSKEYOBJECTIVESINCREASETHEAVERAGESCOREACROSSTHEFIVEDIRECTLINEMANAGERINDICATORSBY10PERCENTKIAINCLUDESTHEFIVEINDICATORSTHATMEASUREDIRECTLINEMANAGERPERFORMANCEWITHI
32、NITSEMPLOYEESURVEYFROMTHETIMETHELEADERSHIPPROGRAMBEGAN,TOTHECOMPLETIONOFTHECOURSE,THEREWASA14PERCENTAVERAGEINCREASEFROM64PERCENTTO78PERCENTINTHEMEASUREMENTSCORESWHATISMOSTENCOURAGINGISTHATOVERONEYEARAFTERTHISPROGRAMENDEDTHEIMPROVEDSCORESHAVEREMAINEDDEMONSTRATINGTHESUSTAINABILITYOFTHEINTERVENTIONSEEK
33、ANINCREASEINTHEEMPLOYEESURVEYRESULTSONTHE12KEYENGAGEMENTINDICATORSINTHESURVEYUTILIZEDBYKIAMOTORSUKTHEREARE12KEYINDICATORSTHATTHECOMPANYUTILIZESTOMEASUREENGAGEMENTACROSSTHEBUSINESSTHESEINDICATORSCOVERABROADRANGEOFENGAGEMENTDRIVERSINCLUDINGSENIORMANAGEMENT,INTERNALCOMMUNICATIONS,PRIDEINTHEORGANIZATION
34、ANDRELATIONSHIPWITHTHEDIRECTLINEMANAGERTHEAGGREGATESCOREISCALCULATEDBYCOMBININGTHETOTALPERCENTAGEPOINTSANDTHENDIVIDINGACROSSTHE12KEYINDICATORSTHEAVERAGESCOREHASGROWNSIGNIFICANTLY,FROM39PERCENTIN2006,TO51PERCENTIN07,TO65PERCENTIN08AND71PERCENTIN2009OVERALLSINCETHEENGAGEMENTSTRATEGYWASLAUNCHED,THEREHA
35、SBEENANAVERAGEINCREASEOF32PERCENTAGEPOINTSAIMTOREDUCETHELEVELOFEMPLOYEETURNOVERWITHINKIAMOTORS,WHICHWAS31PERCENTATTHEENDOF2006THEFUNDAMENTALCHALLENGEFORTHEBOARDTHATREQUIREDADDRESSINGWASTOREDUCEEMPLOYEETURNOVERFROMTHEHIGHPOINTOF31PERCENTEMPLOYEETURNOVERIN2006,THEREHAVEBEENSIGNIFICANTREDUCTIONSTO15PER
36、CENT2007,5PERCENTIN2008ANDBELOW2PERCENTOFTHETOTALWORKFORCEBYOCTOBER2009THEREFORETHESTRATEGYIMPLEMENTEDINTHEUKHASPROVENTOHAVEAPOSITIVEIMPACTINREDUCINGTHEINITIALHIGHLEVELSOFEMPLOYEETURNOVERCLEARLYTHECREDITCRUNCHHASREDUCEDTHEPOTENTIALOFEMPLOYEETURNOVERFORALLCOMPANIES,HOWEVEREVENPRECREDITCRUNCHTHESIGNIF
37、ICANTREDUCTIONINEMPLOYEETURNOVERDEMONSTRATEDTHEVALUEOFTHEADOPTEDSTRATEGYLOOKTOREDUCETHEEMPLOYEECOSTSOFRECRUITMENTANDEXITINGOFEMPLOYEESWITHINTHEORGANIZATIONONANANNUALBASISBY10PERCENTBETWEEN2006AND2007,KIAMOTORSUKEXPERIENCEDAHRCOSTREDUCTIONOFOVER400,000,A71PERCENTREDUCTIONINEMPLOYEECOSTSTHESECOSTSAVIN
38、GSINCLUDEDBOTHRECRUITMENTANDEMPLOYEERELATEDCOSTSTHISHASBEENACHIEVEDINADDITIONTORECRUITINGAWHOLENEWSENIORMANAGEMENTTEAMIN2007,INCLUDINGANEWMANAGINGDIRECTORINTHESUBSEQUENTYEARSOF2008AND2009THEEFFECTSOFTHEENGAGEMENTSTRATEGYHAVEBROUGHTADDITIONALSIGNIFICANTCOSTSAVINGSTOTHEORGANIZATIONASTESTAMENTTOTHEPROG
39、RESSMADE,IN2008THEORGANIZATIONCOMMITTEDTOATTEMPTINGTOGAINTHEINVESTORSINPEOPLEEMPLOYEERECOGNITION,WHICHWASACHIEVEDINQUARTERFOUR2008THEKEYSTOSUCCESSRESISTANCEFROMTHECFOTOMAKETHEINVESTMENTASPECTSOFTHESENIORMANAGEMENTTEAMHADRESERVATIONSABOUTINVESTINGINEMPLOYEEENGAGEMENT,MOSTNOTABLYTHETHENCFOHOWEVER,INMA
40、RCH2007HRPRESENTEDTOTHEBOARDTHESUBSTANTIALEVIDENCEOFTHELINKBETWEENHIGHEMPLOYEEENGAGEMENTANDBUSINESSRESULTSTHISWASBASEDONWIDERANGINGRESEARCHTHATTHEAUTHORHADCONDUCTEDONBESTPRACTICEANDTHERELATIONSHIPBETWEENHIGHLYENGAGEDWORKFORCESANDBUSINESSPERFORMANCEWHATADDEDLEVERAGEWASTHEORGANIZATIONSOWNATTHETIMEPOOR
41、PERFORMANCEANDLOWLEVELSOFEMPLOYEEENGAGEMENTHAVINGPRESENTEDTOTHEBOARDANDLIAISEDWITHMANYOFTHESENIORMANAGEMENTONETOONE,EVENTUALLYHRGAINEDFULLSUPPORTFORTHEENGAGEMENTSTRATEGYINITIALDISTRUSTOFEMPLOYEESOVERCOMEBYTHECOMMUNICATIONSSTRATEGYORRESISTANCETOCHANGECENTRALTOTHESUCCESSOFTHISSTRATEGYWERETWOKEYFACTORS
42、FIRSTLYWASTHEBUYINOFTHEBOARDTHEPUBLICCOMMITMENTFROMTHECEOTOIMPROVINGEMPLOYEEMORALEWITHINTHEBUSINESSWASFUNDAMENTALTOENSURINGEMPLOYEESKNEWTHISWASAMAJORBUSINESSINITIATIVEANDNOTSIMPLYABOUTHRPUSHINGITSOWNAGENDASECONDLY,THEORGANIZATIONBOTHUSEDANDSOUGHTTOIMPROVEINTERNALCOMMUNICATIONSCHANNELSTOBUILDENGAGEME
43、NT,THEREBYENSURINGTHATTHEREWASCONSISTENTCOMMUNICATIONWITHMANAGEMENTANDEMPLOYEESSOEVERYONEUNDERSTOODPROGRESSANDTHENEXTSTEPSTHISHASPROVENTOBEAREALKEYDRIVERINTHESUCCESS译文建立高员工敬业度的企业文化GARYTOMLINSON起亚汽车是HYUNDAIKIA汽车集团的一部分世界上的第四大汽车制造商，总部在韩国汉城。公司拥有超过四万名员工涉及167个国家。本案例研究是以英国的子公司为对象的，该子公司位于英格兰南部，雇员超过2,500。在汉城
44、的公司总部正在推行由英国制定的员工敬业计划，目前无论是在欧洲还是全球的人力资源团队都在参与、分享该计划。人力资源部利用SOSTAC行销传播工具支持员工敬业计划的发展战略。这个工具是由6个部分的结构和形式组成为个案研究。SOSTAC代表SITUATION情境，理解人力资源面临的挑战。OBJECTIVES目标，制定起亚汽车的业务目标。STRATEGY策略，成为真正的最佳雇主。TACTICS战术，引进员工参与模型。ACTION行动，干预，以提高员工敬业度。CONTROL控制，衡量策略的成功率。情境理解人力资源面临的挑战2006年是英国起亚汽车的困难时期，经历了销售快速下滑，经济损失增加，员工敬业度非
45、常低等商业经历。后者被认为既是这种低商业绩效的原因也是结果。在2006年底，GARYTOMLINSON被任命为英国起亚汽车新的人力资源的总监。董事会通过的第一步举措是，通过内部员工调查了解员工的心声和满意度。起亚员工调查是采用多方测评的，运用有从非常同意到非常不同意的五个点的调查量表。2006年的调查说明了许多挑战（其中包括内部沟通只有3，战略方向意识只有32）。这样不好的结果也反映在其他人力资源措施上，包括员工流动率竟达到31，这是前所未有的。因此，06年年末，产生的直接事业成本（招募、法律与出口成本）超过了60万英镑。2007年1月，随着新的首席执行官的上任，一项新的人力资源举措被推出，试
46、图建立一个员工敬业计划，来提高员工士气和控制高水平的人员流动。目标制定起亚汽车的业务目标。因此人力资源部在董事会的同意之下，开始了雄心勃勃的挑战。这些是直线经理的五项指标的平均分增加10。这些指标支持经理的沟通，提供高质量的评估报告，出色地完成工作任务，以及获得与员工之间的互相尊重。寻求增加员工调查中12个关键参与指标，目的是要减少员工流失的水平。员工招聘成本和组织内在职人员的成本在每年的基础上减少百分之十。战略成为真正的最佳雇主品牌董事会通过的策略是开发一个正真的最佳雇主品牌。既然英国汽车市场很有竞争力，但人才库却非常有限，因此对于起亚来说，成为一个有吸引力的雇主去吸引和留用人才是至关重要的
47、。人力资源战略已经到位，目的是在2008年年底，成为一个进步的投资着，长远的目标是不仅成为英国汽车工业的最佳雇主品牌，还更为广泛的全国性行业内成为最佳雇主品牌。人力资源关注的焦点是提高员工敬业度，它要创造一个员工间的“情感连接”，以至于他们充满热情地工作。在起亚汽车，员工敬业由三个部分组成神层面、感层面，最重要的行为层面。战略源有三个我们的员工满意度调查，与竞争对手的比较，通过互联网和第二手资料的分析。该战略的重点是基于员工敬业的驱动因素的三个有联系的主题领导力、内部沟通、员工发展。策略引进员工参与模型员工敬业的干预策略包括五个不同但互联为共生更大的影响。行动干预，以提高员工敬业度。1、领导力
48、开发在员工敬业调查的基础上，组织认识到了高级和中级管理是提高员工敬业度的关键驱动力。所以一个重要的焦点是开发起亚的管理者的领导力。管理团队的所有成员都被邀请参加一系列的培训，以便提高他们的管理能力。培训之后，所有管理者都通过一个360度的评估工具，来衡量他们培训之前与培训之后的行为是否有变化。目的是为了支持管理“工具”的实施，包括一系列的建立历核心竞争力所需的管理技术。为了获得培训投资，该项目主要由CEO发起，建立一个专门的学习支持中心，由全体代表签订学习契约、选择训练伙伴、技术进步。在很大程度上比起知道，行动更为重要，建立以五个核心的行为能力为框架的指标体系，这套指标适用于所有员工，每一种都
49、有消极和积极的指标项。这五项核心的行为能力体现在结果、以顾客为中心、沟通、自我管理和团队协作中。2、员工认可员工调查中反映，员工认为他们的贡献没有被很好的认可。起亚为了确保员工的努力能得到应有的回报，于2007年推出了“优秀员工奖”。这些奖由CEO颁布，无论是个人贡献还是团队贡献。为了确保这些奖项能得到员工的支持，奖项的提名也直接来自员工，而不是纯粹来自高级管理。获奖者将得到证书和奖励，奖励有一系列的选择，可以去气球飞行数天或去健康水疗馆过周末。此外，雇员还将获得“起亚谢谢你”一个简单的卡片和一件小礼物。这通常是来自获奖者的直线经理人，通常获奖者会在自己的办公桌上意外地发现感谢卡和小礼物。这个想法正来自于品牌标语“惊喜的力量”，这也正是起亚想在内部反映的东西。3、内部沟通为了支持完善内部沟通，起亚引进了一些支持促进更大的组织沟通的工具其中包括季度员工简报，以及能确保整个组织内员工都能百分之百完成考评的，更为严密的绩效管理工具。这个工具第一次使用是在2007年。起亚视觉，一个新的内部网络也正式启动，这是一个改善组织内部沟通非常有用的工具。主要内容是一些关键的商业信息、报告以及较为轻松的评价等的结合，以便帮助建立不同部门之间的凝聚力。为了更好的关注员工，起亚还决定成立一个员工论坛，每个部门至少要有一名员工参与该论坛。事实证明，这对于提高员工对项目
