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Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,Template Sample,Hewitt Associates,Wal-Mart ChinaAssociatesEngagement Survey ResultPresentation,Nov.,2005,Agenda,Why Measure EmployeeEnga,gemen,t?,Wal-Mart Associate Opinion Survey Introduction,Survey Background :Why Do WeConduct the Survey?,Participant Profile,Survey Methodology,Interpreting the Results,Key Findings,EngagementResults,Positive Areas,Need-to-improved Areas,BenchmarksandComparison,SuggestedInitiatives,BestPracticesfor Achieving Sustained EngagementResults,WhatWillImprove ifEngagement Score isIncreased?,WhyMeasureEmployeeEngagement?,ImprovingBusinessResultsThrou,gh,EngagingPeople,IndividualLifeGoalsandStrategies,IndividualCapabilities,PeopleRequirementsandTalentStrategy,EmploymentRelationship,PeopleManagementPractices,IndividualPrioritiesandEngagement,Engagement,BusinessResultsandStr,at,egies,BusinessCapabilities,Why,Service Quality,Features,Problem Resolution,Price/Relative Value,Employee Behavior,Recom-mendation,Retention,Expansion,BusinessPerformance,CustomerSatisfaction/Value,CustomerValueDrivers,WhyEngagementMatters:EmployeeNeeds,EmployeeEngagement,EmployeeBehavior,Turnover,RecommendEmployees,RecommendProducts/Services,CreatenewProducts/Services,CustomerService,Productivity,Opportunity,QualityofLife,Culture,TotalCompensation,Leadership,Relationships,WorkActivities,Wal-MartAssociateOpinionSurveyIntroduction,SurveyBackground:WhyDoWeConducttheSurvey?,TheAssociateOpinionSurveyisaveryimportantpartoftheGrassRootsprocess.,Itletsuslook,inanobjectiveway,athowassociatesfeelaboutworkingatWal-Mart.,ItletsusmeasurewhetherwevedoneagoodjobovertimeofhelpingtomakeWal-Martabetterplacetowork.,ItprovidesafoundationfortheGrassRootsmeetings,givingmanagersdirectionfortheirdiscussions.,Andittellsuswheretoconcentrateourresourcesinordertoraiseourassociateengagementthemostovertime.,ParticipantsProfile,ByDivision,Participan,Engagement,Engage,Consistentlyspeakpositivelyabouttheorganizationtocoworkers,potentialemployees,andmostcritically,customers(currentandpotential),Say,Anintensedesiretobeamemberoftheorganization,Stay,Exertextraeffortandengageinworkthatcontributestobusinesssuccess,Strive,WhatisEngagement?,Engagementisthestateofemotionalandi,n,tellectualinvolve,m,entorcommitmentofanemployeetoanorganization.,Significantresearch,Engaged employees are productive, innovative and take ownership of their results. Three key behaviours indicate strong Engagement.,TheEngagementModel,Procedures,Policies,Processes,Valuing People,Processes,Compensation,Pay,Benefits,People,Senior Management,Business Unit Manager,Immediate Manager,Coworkers,Diversity,Opportunities,Career Opportunities,Recognition,Training,Quality of Life,Work/Life Balance,Physical Work Environment,Safety,Location,Engagement,Work,Intrinsic Motivation,Influence,Work Tasks,Resources,IntheEngagementSurvey, employeesrespondedtoeachitem by indicatingtheirlevelofagreement/disagreementwith particularattributesandbehavioursintheorganization.,Anoverall Employee Engagementiscalculatedfrom employee responsesto,a s,etnumberofquestions (seebelow).Thesequestions, indicate thedegreetowhichemployees will,“,“Say”, “Stay”and,“,“Strive”,I would recommend Wal-Mart to a friend seeking employment.,Given the opportunity, I tell others great things about working at Wal-Mart.,It would take a lot to get me to leave Wal-Mart.,I rarely think about leaving Wal-Mart to work somewhere else.,Wal-Mart inspires me to do my best work everyday.,Wal-Mart motivates me to contribute more than is normally required to complete,my work,The Employee Engagement score is the percentage of employees who individually scored an average of = 4.5 on Say, Stay and Strive questions,Interpreting the Engagement Score,Say,Stay,Strive,SamsClub,The combined proportion of responses for,5and 6 (,Agree and Strongly Agree),Results shown on thegraphic chartin the report include:,The combined proportion o,The proportion of responses as either 3, where 3 is Slightly Disagree on the 6 point scale.,The proportion of responses as either 4, where 4 is Slightly Agree on the 6 point scale.,The combined proportion of responses for 5 and 6 ( Agree and Strongly Agree).,HomeOffice,Store,The proportionof responses aseither 3, where,3 is Slightly Disagree, onthe 6point scale,The proportionof responses aseither 4, where,4 is Slightly Agree on the6 point scale,Inter,preting the DetailedResultsGraphs,The combined proportion of responses for,1and 2 (,StronglyDisagreeand Disagree),Logistics,Reading the SummaryReports,Team,Engagement: Home Office Report,My Department,My Division,Top 20% of departments*,Overall Results (Percentage of Engaged Employees),62%,54%,62%,Engaged Associates are committed todoing their best work for Wal-Mart. They:,SAY,greatthings about Wal-Mart and their facility, Want to,STAY,at Wal-Mart, and,STRIVE,to goabove andbeyond tohelpWal-Martand theirfacility succeed,Taking Action!,These are areas that have the highest potential to increase your associate engagement in your facility. Youll want to focus on these.,3 Areas For Action,To Best Motivate My Team,(in order of importance),Career Opportunities: I feel I can have a great career at Wal-Mart,Recognition: I receive appropriate recognition (beyond my pay) for my contributions and accomplishments,Store/Club/Department Management: I see strong evidence of effective leadership from my Management team.,Maintain These!,These are areas that have high potential to decrease engagement in your facility. Youll want to maintain what youre currently doing right.,3 Areas to Maintain,Keep Up the Good Work in These Areas,(in order of importance),Meaningful Work: I get a sense of accomplishment from my work.,Company Reputation: I am proud of what Wal-Mart gives to my local community.,Work Tasks: I truly enjoy my day-to-day work tasks.,Reading the Detail Report,The scoreof the questionis the percentage of theemployeeswhomarkthe response asfavorable.,Key Findings,EngagementResult,China,Overall,Home,Office,Stores,Sams,Club,Logistics,Facility,Norms,Engagement Score,54%,54%,54%,50%,46%,52%,1. I would recommend Wal-Mart to a friend seeking employment,60%,61%,61%,57%,51%,55%,6. Given the opportunity, I tell others great things about working here,64%,68%,64%,60%,57%,60%,2. I rarely think about leaving Wal-Mart to work somewhere else,40%,37%,42%,35%,34%,43%,5. It would take a lot to get me to leave Wal-Mart,81%,84%,80%,79%,73%,59%,3. Wal-Mart inspires me to do my best work every day,49%,47%,50%,46%,46%,63%,7. Wal-Mart motivates me to contribute more than is normally required to complete my work.,44%,43%,45%,40%,35%,47%,SAY,STAY,STRIVE,Positive Areas,Company Reputation,I would recommend Wal-Mart toa friend seeking employment.,I believeWal-Mart is a good citizen inmy community.,Wal-Mart provides good jobs for people in this area.,I amproud of what Wal-Martgives tomylocal community.,Given the opportunity Itel,l ot,hersgreat things aboutworking,Process,Wal-Marts policies and procedures allow me to provide great customer service.,Need-to-improveAreas,Career O,I feel I can have a great career at Wal-Mart.,I have enough time for career development,Promotions are given fairly.,Pay,I understand how pay changes are determined.,I am paid fairly for the contributions I make to the companys success.,My performance has a significance impact on my pay,Management,If Ihave anissue withbeing treated unfairly in the workplaceI am confidentthatourmanagementteamwill take appropriate action.,Ourmanagement teamspends enough time withAssociates.,Ourmanagement teamactsconsistently with whattheysay.,Benchmarks and Comparison,HewittsNormative DatabaseProfile,Normative data fromthe,China section,of Hewitts,BestEmployers in AsiaDatabase(2005),(BEA) isprovided.,Wal-Mart,s results havebeenbenchmarkedagainsttheChina market data of the overall database,which includes the responsesfrom employees.,Thisdatabasecontainsdatafrom78companiesrepre,s,enting1,6,industries.,The,BestEmployersin,China,2005,ThePortmanRitz-Carlton,Shanghai,Johnson&JohnsonMedical(China)Ltd.,ASIMCOTechnologiesLimited,ChinaHotel,AMarriottHotelGua,Beijing Novartis Pharma Ltd.,China Hewlett-Packard Co.,Ltd.,Federal Express, DTW Co., Ltd.,TNT China (Holding) Co.,Ltd.,Guangdong Nanfang Lee Kum Kee Health Products Co.,Ltd.,Intel China Ltd./Intel Products,(Shanghai) Ltd./Intel Products (Chengdu) Ltd./Intel China Research Center,Hewitt conducted a studyof the 1,500 organisations from itsglobal Engagement clientand,BestEmployer,database to explorethe relationship betweenEngagement,and,TotalShareholder Return(TSR).,EngagementandShareholder Value,*Source: HewittAssociates EmployeeEngagement andBestEmployerDatabase.,*,BestEmployersChina2005(75%),DestructiveZone,Uncertainty Zone,Performance Zone(Avg.TSR= 20.2%),25%,40%,60%,100%,BenchmarkAverages*,*,0%,(Avg.TSR =-9.6%),IndifferenceZone,(Avg.TSR =,5.6%),Restof Chinain BEC,2005Study( 50%),HighPerformers(61%)Total ShareholderReturn (TSR,20% from 1999-2002),$,$,Hewitt Engagement,Database (52%),*,*,Wal-Mart,(54%),54%,EngagementScore Comparison: Wal-Mart, Best Employers and China Norms,Wal-Mart China,Overall,Best Employers,Norms,Engagement Score,54%,75%,52%,1. I would recommend Wal-Mart to a friend seeking employment,60%,75%,55%,6. Given the opportunity, I tell others great things about working here,64%,78%,60%,2. I rarely think about leaving Wal-Mart to work somewhere else,40%,62%,43%,5. It would take a lot to get me to leave Wal-Mart,81%,86%,59%,3. Wal-Mart inspires me to do my best work every day,49%,79%,63%,7. Wal-Mart motivates me to contribute more than is normally required to complete my work.,44%,66%,47%,SAY,STAY,STRIVE,EngagementScore Comparison,Say,Stay,Strive,WhatMakesThe,Best, Best?,BestEmployers,demonstrate three basic characteristicsacross all,markets, including China,:,C,onsistently inspiregreatperformance from their people,M,anagetheir businessin ways that buildlong-termsuccess and sustainability,G,o outof theirway to ensure employees feel valued,InspiringGreatPerformance,Inspiration andsupport from the management .Senior leaders andimmediatemanagersact as role model, and passionately andconsistently provide supportto the staff.,% Employees Who Agree and Strongly Agree,The Best,The Rest,I see strong evidence of effective leadership from my management team.,73%,40%,I trust our management team to act ethically and honestly.,75%,49%,I get enough good information about our organizations results and performance,83%,49%,My direct Supervisor/Manager provides the support I need to do a good job.,75%,49%,InspiringGreatPerformance,Motivatinghighperformance achievementthrough rewards.,% Employees Who Agree and Strongly Agree,The Best,Wal-Mart,I receive adequate recognition (beyond compensation) for my contributions and accomplishments,68%,36%,My performance has a significant impact on my pay,62%,27%,This organization motivates me to contribute more than is normally required to complete my work,66%,44%,InspiringGreatPerformance,BestEmployers,better define and implement structure, policies, and resources that enhanceproductivity and supportachievement ofbusinessobjectives.,% Employees Who Agree and Strongly Agree,The Best,Wal-Mart,The organizations policies and procedures allow me to provide great customer service.,The tools and resources I have allow me to be as productive as possible,63%,35%,E,nsur,ingE,mployees,F,eel,V,alued,BestEmployers,create employeeownershipthrough trustand empowerment. Leaderswalkthe talk.,% Employees Who Agree and Strongly Agree,The Best,Wal-Mart,I have the authority to make the decisions necessary to do my job well,61%,49%,E,nsur,ingE,mployees,F,eel,V,alued,BestEmployers,create a more compellingemploymentrelationship between employees andemployersby treating employees asvalued assetsand partners.,% Employees Who Agree and Strongly Agree,The Best,Wal-Mart,I am made to feel like a valued member of this organization,56%,40%,I get a sense of accomplishment from my work,74%,49%,Training opportunities are available to help me build new skills.,76%,58%,SuggestedInitiatives,NeedWal-Martsinput todevelop,BestPracticesfor Achieving Sustained EngagementResults,WhatMakesThe,Best,Best?,The,BestEmployersinAsia,studyrevealsthatBestEmployersdemonstratethreebasiccharacteristicsacrossallmarkets,includingChina,:,BestEmployers,consistentlyinspiregreatperformancefromtheirpeople;,BestEmployers,gooutoftheirwaytoensureemployeesfeelvalued;and,BestEmployers,managetheirbusinessinwaysthatbuildlong-termsuccessandsustainability.,BestEmployers,InspireGreatPerformance,Haveinplaceanorganizationalstructure,policiesandprocedures,andthetoolsandresourcesto:,Enhanceemployeeproductivity,Createapositiveworkenvironment,and,Helpthecompanyachieveitsgoals,Careabout,Employeeperceptionsaboutthefairnesswithwhichtheyarerewarded,.,Leaderscountininspiringagreatperformancefrompeople:howleadersbehave,howtheirbeliefsshapetheirownactions,andhowwelltheycreateasenseofpassionandprideamongtheirpeopleareimportant.,BestEmployers,ValueTheirEmployees,Employment,deal,goesfurtherthanisnormallyexpectedsuchasfairandequitablerewards,opportunitiesforcareeradvancement,andasensethatemployeeinterestsaretakenintoaccount.,Focusmoreeffectivelyonputtingsystemsandstructuresinplacethatsupportlearninganddevelopment.,Beabletoattracttalentsbetterthan,TheRest.,Retaintheirtalentsbetterthan,TheRest.,BestEmployers,BuildSustainabilityforLongTermSuccess,Buildstrong,successfulandsustainablebusinessesby,UsingbalancedscorecardorstrategicmeasurestomanagebusinessandforincentiveComp.;,MeasuringtheeffectivenessofHRprogramsagainstemploymentbrandandrecruitmentprocedures;,Usemorestrategicmeasurestomanage business andforincentive comp. in currentcase.,Take moreeffort on effectively attractingand retainingthesuitabletalents,whichwillalwayskeepthem withcompetitiveadvantagesinthemarket,Becominga,Best Employer,Becominga,Best Employer,isnoteasy,but it is simple:,Leaders Build Trust,CreateaHigh Performance Culture,EnsureaPipelineofContinuous Talent,Provide Outstanding Customer Service,What WillImproveifEngagement Score is Increased?,BottomLine:,25%revenuegrowthand 75%netincome growthover atwo yearperiod,exceeding targets.,Results:,LargeincreaseinemployeeEngagement (47%to62% in twoyears),20%decreaseinemployeeturnover. Year2100% retentionofallkey talent.,HewittCaseStudy#1:Professional Services Firm,Background,Asianbusinessoflargeglobalprofessional services firmstrugglingtomeet earnings targetswithhigh employee turnover andrelatively lowemployeeEngagement.Leadership,developmentand recognition identifiedaskey driversofEngagement.,Goal,Improve employee perceptions withleadershipandmanagementtodriveincreaseinEngagement andthereby increase employee initiativeand accountability forperformance.,Approach,Newmanagementteam thatfocusedefforts on employeesanddevelopmentofleadersandmanagers.,Actions,Increasedformal development opportunitiesfor employeeswith particularfocusonpreparing employeesforchangingbusinessrequirements,360degree feedback forallleadersandtargeteddevelopmentplans. 360feedbacklinkedtoEngagementdata to drive accountability forEngagement to allleaders.,Coachingforleaders,Leaders short-termincentive partiallylinkedtoEngagementresults,Management tools andresourcesmademore accessibletomanagersand managerexpectations madeclearer.,Bottom Line:,Increased retentionof highly skilled and experienced staff,Costreduction due to lowerrecruiting and trainingcosts,Results:Turnover reduced by5%,Hewitt CaseStudy #2: Information Systems Department,Background,IS Department in HRconsultingfirmexperiencing a30%turnover.IT staff is continually preyeduponby recruiterswho recruit keyindividuals.,Goal,Reduce turnoverandmaintain key and experienced staff.,Approach,Conductedgroupandone-on-oneinterviews with employees toidentify factors that influence employeeengagement andwould increasetheir resistance tocompetitive offers,Actions,Removed obstacles aroundpay administration,increasedcommunication aroundpay,andtiedcompensation directly toperformance,Assessed effectiveness ofmanagersand put inplace “people”managersversus “technical” managers; establishedmanager training programs,Increasedvisibilityanddirect lines ofcommunicationwithsenior management and endcustomer,Increasedopportunities for ISstaff tomovethroughoutfirm,
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