国外工业PPT模板.ppt
,Creating Sustainable Change through Organizational Alignment and Managing an Increasingly Diverse WorkforceFebruary 18, 2008,NASSCOM India Leadership Forum 2008,Business Events have Huge Change Management Implications,Post Merger AlignmentCombines two legacy organizations to realize synergies,Innovation & GrowthFocuses on generating new ideas and products,Outsourcing Transitions services and transactions to external providers,Global ExpansionSources new markets or talent for top-line growth or for cost arbitrage,Change in OwnershipAlters ownership, priorities of operations and deliverables,Technology ImplementationRealigns application portfolios, automates transactions,Cost OptimizationReduces costs and associated resources,RestructuringRealign units for better performance &quality,Transactions,Transformation & Expansion,Commitment: Do we have leadership commitment and stakeholder support?,Consequence: Are we measuring and rewarding desired behavior?,Communication : How, what and when should we communicate?,Capability: Do we have the resources and capabilities to achieve this?,Culture/ Org.: What cultural nuances should we take into account?,Change Challenges Clients Typically Face during Transformation,Managing Change,Change is EventsSituationalOutcome-orientedRelatively Quick,Transition is ExperiencesPsychologicalProcess-basedGradual & Slow,The Human Dynamic in Change,Organization Momentum,Time,“Change is exciting”“Our company is taking a bold step”,Fear/uncertainty,“What does this mean for me?”“What are my priorities now?”,Paralysis,“I cant act with all this uncertainty”“My highest priority is to stay on top of the integration news”,Adaptation,“Train is leaving, I better get on”“Its hard, but we can do it”,Commitment,“It is the right thing to do”“ We will succeed”,Departure,“This is not something I want to be part of”,“Ill do what is necessary to survive”,Withdrawal,Early euphoria,Engaging Employees Across Diverse Geographies,National Culture,Organizational Culture,Values,Practices,Family,Work,School,8,Engaging Employees in Transition,Definition of Engagement,How much I likethings here.,How much I want to and actually do improve our business results.,Engagement,Satisfaction,How much I want to be here.,Commitment,Three key behaviors thatindicate strong engagement,Say!, Stay!, Strive!,Engagement is a state of emotional and intellectual engagement,Integration of Internal & External Brand,Best employer branding then is a way to brand your entire annual investment in people in order to get employees moving in the same direction toward some greater outcome than the sum of the silos.,The promise statement thatappears in your externalmarketing (To Customers),Brand promise that alignsand compliments the externalpromise (To Employees),The key thing helping employees see the connection between the promise for them and the promise forcustomers that they are charged with delivering,What do you want of me?,Whats in it for me?,Southwest Airlines Case,Southwest Airlines is known for its unique business culture and outstanding performance for a length of time.,Profit in 2001: US$ 511 million (profitable for 29 consecutive years)Fewest customer complaints (2000, 2001)Employees: 34,000Highest load factor* in industry (70.5%, 2000)High retention rate (93% in 2000, 96% in 2001)Employer of choice by Fortune (97 01),*Percentage of paying customers over available seats,SWAs Employer Brand,To Employees,To Customers,The Glue,Iconsused inHR practices,Logos,SWAs Employer Brand: Consistent Visual Identity,
