建立和谐的劳资关系和组织气氛(ppt)
Creating a Positive Employee Environment 建立和谐的劳资关系和组织气氛
Colleen Law 罗淑华
VP, Human Resources 人力资源副总裁
Emerson Electric Asia-Pacific 艾默生电气公司亚太区总部

November 17, 2003
2003年11月17日

Emerson Corporate Overview 艾 默 生 公 司 概 况
Founded in 1890
成立于1890年
Head-quartered in St Louis, Missouri, USA
总部设于美国密苏里州圣路易斯市
Global product and market leadership
全球市场和技术领导者
Record of consistent long-term performance
保持长期的优秀业绩纪录
Global sales of US$13.8b in 2002
2002年总销售額达138亿美元
More than 110,000 employees worldwide
全球员工超过十一万名
Over 60 industry-leading divisions located in
over 300 manufacturing locations in 150 countries 超过60家业界翘楚的子公司
超过300个生产基地，分布于世界150多个国

“2003 Fortune’s World’s Most Admired Companies” Emerson named Global Top 50 ‘All Star’
Overall rank 全球排名 : #47
Industry rank 全球电子业排名: #3 global
9 rating categories 评选标准：
social responsibility 社会责任感
innovation 革新度
long-term investment value 长期投资价值
use of corporate assets 公司资产运用
employee talent 员工素质
financial soundness 财政状况
quality of management 管理质量
quality of products/services 产品和服务质量
global business acumen 全球商务敏锐度

Global Market and Technology Leadership 全 球 市 场 和 技 术 领 导 者
Emerson China Overview 艾 默 生 中 国 概 况
Our Promise我们的承诺
ROLE OF HUMAN RESOURCES人力资源部的职责
Role of Human Resources人力资源部的职责
Role of Human Resources人力资源部的职责
“The Human Resources Balancing Act” “平衡的艺术 ”
Communication 沟通




Employee Advocate Business Advocate
员工期望 业务需要
______________________________________________
Role of Human Resources人力资源部的职责
Annual Communication Plan 年度沟通计划
Employee Communications员工沟通
The Emerson Employee Opinion Survey 艾默生员工意见调查流程
Purpose 目的
EOS is used as a management tool for: “员工意见调查”是一种管理工具用于:
Assessing the overall employee relations climate 评估员工关系的整体氛围
Identifying specific major problems 识别公司内部存在的主要问题
Evaluating success of specific programs 评估一些重大的项目工程是否成功
Assessing training needs 评估培训需要
Providing a quality control check on communication efforts 为沟通工作提供质量控制检查

Focus on process but not report 应首重过程，而非报告

Time management of HR 人力资源部要准确估控工作量





Criteria to select　optional questions 如何选定问题
Dos 宜
Select what employees dissatisfy most now 选择雇员现时最不满的
Select what make them staying with us & willing to contribute in long run 选择长远而言使他们留效并卖力工作的
Don’ts 忌
Exclude what stakeholders did not like to see 排除个别相关方不想见的
Exclude what seems to be “impossible to improve” or “unaffordable” 排除一些所谓 “不可能改善” 或 “不能承担 ” 的

When interpreting the result data 当研究原始数据时
Be action-oriented 以行动为本
Highlight the “most unfavorable” but not “most favorable” to look for opportunities to improve 著重评分 “最差” 而非 “最好” 的，以寻找改进机会
Think critically for any “unexpectedly unfavorable” to bridge the gap of perception between management & employees 认真思考 “出人意料的差” 的，以拉近管理层与雇员对该问题的认知的距离
Focuses 重点
Emphasize on 着重点
Small group feedback meetings with employees 反馈会谈
Analysis meeting and action plan development 调查分析会议及制定行动计划
Employees communication of the action plans 与员工沟通有关行动计划
Follow up actions execution 跟进行动计划
Focuses 重点
Small group feedback meetings 反馈会谈
A small group meeting without supervisors’ participation 主管不应参与小组会谈
LISTEN to employees’ concern and clarify if needed 只韘倾听并澄清相关问题
Analysis meeting and action plan development 调查分析会议及制定行动计划
Develop action plans and focus on unfavorable questions and low score workgroups 制定行动计划并集中在员工满意度低的方面及低分小组
Corporate HR to review the action items to ensure employees’ concerns have been properly addressed 与总公司商讨以确保员工问题得到回应
Focuses 重点
Employee communication ?T工沟通有关行动计划
Address to all requests, including requests which will not or cannot be met 回应员工所有要求, 包括不会或无法滿足的要求
Explain the action items, time schedule and the responsible persons/team 向员工解释行动项目﹐时间表和负责人员/单位
Follow Up 跟进行动计划
Submit a follow up report to Corporate HR six months after the action plan has been confirmed 在六个月后向总公司呈交跟进行动计划报告


建立和谐的劳资关系和组织气氛(ppt)