HR的角色在管理变化-小型化(2)

HR的角色在管理变化-小型化UlrikeKaepplerHRDirector-SCJohnsonGreaterChinaTheRealitiesofChangeTypicalcycleofchangeinanyorganizationUnderstandthespecificchallengesandopportunitiesthattheorganizationandtheiremployeesfaceHoworganizationsbegintoaddressthehighsandlowsofthechangecycleHaveaplantoexploittheenablersandeliminatethebarrierstochangeCHANGEChangeGeneratesFormidableChallengesHowtoGetDesiredResultsHowtoMaintainandIncreaseEmployeeCommitmentHowtoMaintainBusinessContinuityDuringtheProcessHowtoKeepCustomers/MultipleConstituenciesSatisfiedDuringtheProcessManyRestructuringEventsDon’tResultInSubstantialGainsfortheOrganization17%33%20%30%CreatedsubstantialreturnsCreatedsomereturnsErodedsubstantialreturnsErodedreturnsmarginallyChangeTheoryChangetheoryhastaughtus:SignificantchangeisalwaysdrivenbyexternalforcesAllchangeinvolvesalossTheprocessofchangefollowsasequenceattheorganizationandpersonallevelResistanceandconflictarenaturalcompanionsofchangeEverymemberoftheorganizationisaffectedbychange,buttheeffectisnotequaloratthesametimeforallmembersChangeTheoryChangetheoryhastaughtus:Real,sustainablechangewillnottakeplaceunlessthereis…dissatisfactionwiththestatusquoavisionofthefutureaplanforatleastthefirststepinmovingtowardsthefutureagroupofsponsorsofthechangeeffortcriticalmassofsupportforthechangePeopleRequireTimeAndSensitivityToAcceptChangeResistanceDenial&ImmobilizationBargainingDepressionorAngerTestingAcceptance“Ifeeloverwhelmed”“Idon’tcare”“Thingsmightgetbetter”“Thisissounfair”“Itwon’twork”“Maybeif…”“Thisisgood,Wearesucceeding”NegativePositiveResponsesTimeOrganizationRespondFollowingAnEffectiveChangeSequenceUnfreezeMobilizeRealizeReinforceSustainSetdirectionCreatewillanddesiretochangeBuildconfidenceandenergySecureshiftinbehaviorbysettingnewprocessesEmbednewcultureintheorganizationStriveforcontinuouschangeInitiatingthechangeBuildingmomentumSustainingresultsSequenceActivitiesPhaseResistanceResponsestochangeDenial&ImmobilizationAcceptanceBargainingTestingDepressionorAngerLeadingChangeUnderstandthephasesofacceptancethatretainedemployeeswillgothroughBeawareoftheirroleswhenleadingthechangeprocessBefamiliarwiththecompetenciesneededasaleaderSurvivorsSyndromeCurrentStateFutureStateEmotionEnthusiasmTrustAcceptanceBusinessImpactCommittedemployeesHappycustomersThrilledstockholdersEmotionFearAnxietyConfusionBusinessImpactSub-optimalperformanceLackofcommitmentLackofcustomer/marketfocusValleyofDespairEmotionAngerFrustrationCreativityBusinessImpactReducedproductivityLackoftrustinmanagementOrganizationalconflictLeadingChangeEnablingStaffFocusingtheeffortIndividualeffortCommunicatevisionDriveforresultsTeamcommitmentInfluence&PersuadeDevelop&EmpowerRolemodelRisktaking/SelfconfidencePersonalintegrityOrganizationalCompetenciesDriveforResultsDisplayspassion,energy,andenthusiasmforaccomplishinggoalsandobjectivesMeasuresandtrackskeybusinessresultsandprogressagainstestablishedbenchmarksPushesboundariesandlooksforwaystoaccomplishbetterresultsVisionCommunicationCommunicatesthechangesrequiredoftheorganizationinconcretetangibletermsBuildsenthusiasmandsupportbyconsistentlycommunicatingthroughavarietyofmediumsArrangesforinteractiveexchangestoensurethatothersunderstandwheretheorganizationisheadedandwhatthechangedorganizationwilllooklikeStaffCompetenciesTeamCommitmentReadilyplacestheneedsandgoalsoftheorganizationaboveone’sownpersonalneedsandagendaActivelyandpubliclysupportsteam/organizationdecisionseveniftheyareunpopularTakespersonalactionstobreakdownorganizationalbarriersInfluence&PersuasionTakethetimetoensureothersunderstandone’sgoals,objectives,andvisionSellsownideasbyrelatingthemtothevaluesandgoalsofothersAnticipatespotentialobjectionsandobstaclesandpreparesalternativeargumentsandcoursesofactionStaffCompetenciesDeveloping&EmpoweringPersonallyworkstodevelopthecompetenceandself-confidenceofdirectreportsthroughregularfeedback,reinforcement,andpersonalsupportWithdrawsfromdecision-makingandimplementationassoonasfeasibleinordertoletotherstakechargeandassumeresponsibilityDemonstratesgenuinerespectforandtrustintheabilitiesofothersIndividualCompetenciesRoleModelModelswordsandbehaviorswhichsupporttheethicsandvisionoftheorganizationOpenlysupportstheorganizationanditsemployeesEmbracesthechangeprocessandtakesactiontomovetowardfutureinitiativesRiskTakingSelf-ConfidenceWillingtotakeactionwhichissoundbutmaynotalwaysbesafeChallengesboththesystemandothersevenwhenconflictislikelyDemonstratesarealisticandbalancedsenseofconvictionregardingone’sskillsandabilitiesIndividualCompetenciesPersonalIntegrityBehavesinamannerthatisconsistentwiththelaw,ethics,andcultureoftheorganizationReadilyassumespersonalresponsibilityforone’swonbehaviorandtheoverallbehaviorofhis/herorganizationPersonallyfollowsthroughtoensurecommitmentsarekeptandpromisesfulfilled•IntroductiontoJohnsonPyramid•Awareness•Understanding•Belief•CommitmentEffectiveCommunicationDuringProcessChangeAWARENESSUNDERSTANDINGBELIEFOPTIMALPERFORMANCECOMMITMENTTrustInvolvementCons