Speaker 1 0:01 And I support some global functions on a local basis. So when we talk about our matrix organization, this is what we need in the UK, people on there, and that is split between sales. Again, just give you a little flavor of how the matrix organization adds depth, breadth and complications to our role. We have, we have those three and 50 people in the UK, 79 of those are managers. And of those 79 No, sorry, they can't. We've got three and 50 people working there, and of the managers who manage those people, 43 managers work outside of the UK. So I was just trying to give you an idea there of how communication and control is quite complex in that situation where we haven't think about managers in all different countries. Hope you enjoyed the presentation today. My little bit is recruitment. And so thank you. Okay, thank you, Andrew,
发言人 1 0:01 我在本地为一些全球职能部门提供支持。因此，当我们谈及我们的矩阵组织时，这就是我们在英国所需要的人员，这些人员分属销售部门。我再一次向大家介绍一下矩阵组织如何增加我们角色的深度、广度和复杂性。我们在英国有 3,50 人，其中 79 人为经理。不，对不起，他们不能。我们有 3,50 人在那里工作，而在管理这些人的经理中，有 43 名经理在英国以外工作。所以，我只是想告诉大家，在这种情况下，沟通和控制是相当复杂的，因为我们还没有考虑到所有不同国家的管理人员。希望你们喜欢今天的演讲。我的发言到此结束。谢谢大家。好的，谢谢你，安德鲁、

Speaker 2 0:55 and give us a kind of general background and structure of the organization. We look forward to the presentation later, and so the last one has welcome Keith Connolly, and he is working at the HR
发言人 2 0:55 给我们介绍了组织的总体背景和结构。我们期待着稍后的演讲，最后一位是基思-康诺利，他在人力资源部工作。

Speaker 3 1:08 manager. My name is Keith. I'm working in the biscuits group for about three years now, about 20 years experience in in HR. Seriously from HR roles. I suppose my role is to support the whole Irish business. So I don't work with Rachel brand. I actually work with a different brand Ireland, which is the walker crystal brand, which is probably best known quite the Times Square ball in New York and the New Year's ball in Times Square New York. I have an undergrad in HR, and I post grad MSC from Dublin State University as well. And I also was CIPD as well. So happy to hear it. Okay. So thank
发言人 3 1:08 经理。我叫基思。我在饼干集团工作了三年左右，有 20 年的人力资源工作经验。我的职责是为整个爱尔兰业务提供支持。我的职责是为整个爱尔兰业务提供支持。所以我并不为雷切尔品牌工作。实际上，我为爱尔兰的另一个品牌工作，那就是沃克水晶品牌，它最著名的可能就是纽约时代广场的舞会和纽约时代广场的新年舞会。我的本科专业是人力资源，研究生也是都柏林州立大学的 MSC。我还获得了 CIPD 学位。很高兴听到这个消息。好的，谢谢

Speaker 2 1:46 you. Hopefully you share more experience with our students in the presentation and before I start, so we can have some clarification about how we facilitate the session. So we will have the presentation. It may take about 45 minutes to 50 minutes, so we have several colleagues to do the presentation, and if you have any questions, you can use the chart function and to put your questions in the chart. And later we will answer your question, and then in the middle, we will have maybe a 10 to 15 minutes quick so after the break, so we will have the question and answer. So if you have any ideas, you would have to share with our presenters, or if you have any questions you want to ask our presenters in the second half, so please do take the whole please do take the
发言人 2 1:46 你。希望您在演讲中与我们的学生分享更多经验，在我开始之前，我们可以就如何促进会议进行一些说明。那么，我们将进行演讲。如果大家有任何问题，可以使用图表功能，把问题写在图表上。稍后我们会回答你的问题，中间可能会有 10 到 15 分钟的快速休息时间，我们会进行问答。所以，如果你有任何想法，可以与我们的主持人分享，或者如果你有任何问题，想在下半场向我们的主持人提问，请不要错过整个问答时间。

Unknown Speaker 2:27 opportunity to share ideas and to communicate
2:27 交流思想和沟通的机会

Unknown Speaker 2:31 with our presenters, and Before we
2:31 与我们的主持人一起，在我们

Unknown Speaker 2:40 start with any
不明身份者 2:40 从任何方面开始

Speaker 4 2:41 questions as our group needs. We strive for today, without forgetting our heritage, established in 1649, works. Heritage is unique, as this category is the oldest company from Finland. The company have always focused on ringing the business in a responsible manner. This God's word is changing with the world, yet the approach to business and profitability is of a long term view those responsible communities and future generations as we work towards our vision of creating a positive, grassy impact on our quality of life. If you'd like to go to the next slide, please, thank you. This just shows the 370 years of the fiscal going all the way from 1549 to present. All the brands within the portfolio and BC have been applied through that time. So it's just worth noting that the growth of the growth of the company has been through acquisitions rather than organic growth. And you can see on the timeline here when different companies are actually identified by the group to get to where it is today. And if you just go to the next slide, please enjoy. Thank you. So if you were aware, fiscal is a global company, and this slide here just represents where the locations are throughout the world. As you can see here, we've got six employees worldwide. We have a presence in 30 countries. Brands are available in live in 100 countries, and we have the audience stores. So this just represents where our presence is globally. And if you go to the next slide, please major this just represents the family of our brands, just as reminder, we need to see who actually part of the portfolio. So we have a lot of COVID grantee and a lot of heritage. That is a very, very quick overview, but definitely, and I'll hand over
发言人 4 2:41 根据我们小组的需要提出问题。我们为今天而努力，同时不忘我们的传统，我们成立于 1649 年。传统是独一无二的，因为它是芬兰历史最悠久的公司。公司一直注重以负责任的方式开展业务。这个上帝的箴言随着世界的变化而变化，然而，在我们努力实现对我们的生活质量产生积极的、草木皆兵的影响的愿景时，我们对业务和盈利能力的态度是那些负责任的社区和子孙后代的长远观点。请看下一张幻灯片，谢谢。这张幻灯片展示了从 1549 年至今的 370 年财政历史。从那时起，所有的品牌组合和不列颠哥伦比亚省的品牌都得到了应用。因此，值得注意的是，公司的增长是通过收购实现的，而不是有机增长。你可以从时间轴上看到，集团是在什么时候确定了不同的公司，才有了今天的发展。请看下一张幻灯片。谢谢。如果你知道，财税集团是一家全球性公司，这张幻灯片代表了财税集团在世界各地的分支机构。正如你所看到的，我们在全球有六名员工。我们的业务遍及 30 个国家。我们的品牌在 100 个国家都有现场销售，我们还拥有受众商店。这就是我们在全球的分布情况。如果你看下一张幻灯片，请注意，这只是代表了我们的品牌家族，只是作为提醒，我们需要看看哪些品牌实际上是我们品牌组合的一部分。因此，我们有很多 COVID 受赠品牌和很多传统品牌。这只是一个非常非常快速的概述，但可以肯定的是，我将移交给

Unknown Speaker 4:05 to HEDIS. Thank you.
未知发言人 4:05 到 HEDIS。谢谢。

Speaker 5 4:08 Hi, thank you, Amy for that. Very good. Thank you again. I want to talk to you now about priorities, what we got here on this slide in the nice business line, which actually shows you the impact and what creates the strategy is becoming how they are actually developed, and you know how they evolve. But I just want to talk about our idea and in terms of what's actually means. So why is a strategic climate priority patching important as the world is changing? Ever Before we have defined four strategic priorities that help us focus our efforts to achieve a bigger picture. This one, I want to talk about is inspiring people. We are a globally diverse team with a shared mission. Our aim is to create an environment where our people are engaged and enabled to do their best, and we need a few ingredients to in a treatment list to invest in continuous learning and development. We aim to inspire people by providing direction support. Supporting their professional development and creates an environment of trust and openness as well as embracing value based behaviors. Exciting prosecution is really important also. We are a company as a built on foundations of strong brands that they just illustrating it in an evolving world, we continue to develop our offerings, ensuring a relevant portfolio of products, concepts and services. Our brands play an important role as they have an impact to stand out from the crowd, make promise and combine pro familiarity with newness. Therefore we age, develop consumer experiences that excite people and time Our time and time again. We also need to ensure that they are growing the business that we have had the opportunity to grow our business from three animals, the categories where we play our videographies, where we are present and the channel consumer. Our focus is on three key areas, growing the core expanding in China and E commerce, as well as exploring services. While organic growth is our priority, we can make select acquisitions where there are different cultural and strategic fit. The last one I want to talk about is improving performance. We have a broad programming, developing common processes and platforms, which will be explained further in the presentation, and it helps us to be more efficient in benefits and common employable functions. We can still improve our efficiency support growth by improving our Capital Management and boosting our commercial capabilities. Lucid Next slide, please. Thank you. What I thought would be really nice for you. And I think it'd be a great interest to you how we actually exercise the consumer. So what now is an illustration of the new concept that was actually delivered in China last year during the pandemic. And I think this will sort of administrate to you the importance of having robust systems and a strategy to actually do little something such importance in such a difficult time. And the first picture is just a picture of one of the stores, and we're exposed in China is one of the security focuses and provides us with real opportunities to grow our business. Our China expansion initiative is on track with redwood, opening the brand's first store in Shenzhen, southern China. Expense, expanding high quality retail distribution of redwood is one of the key initiatives, and the opening of the new concept store is an important mile ding for our brand in China. The new concept store in Shenzhen are being seen well by our consumers and brings our company purpose of taking a everyday extraordinary to life. Whether it's new, store is a shopping if you could just go to the next one for me please. Whether it's store is shopping experience that brings us to life, whether business brands renewal and repetition in the physical space designs creating crispy luxury lifestyle brand experience. Welcome to the home of creative, curious and magic people. The retail concept is in this random experience, taking inspiration from ways of rich heritage and the interpretive class. Is retail space for a culturally aware of a local consumer digital expressions of icon, package and present designs create a shocking experience that breaks the rules of traditional multi table wear and so where we fail encouraging brand discovery, product experimentation and self expression as the first is when we can use brand style. The Shenzhen story imagines the quintessentially ding experience throughout the store, the spaces and information designed to inspire mobile design led to humans who were attracted by eclectic and indulgent sense of modern, pretty style, the work of brand teams. Collaborated with UK based retail teams and agents to deliver the visual, creative solutions to bring people and brands together. The teams launched with this new visual identity and brand expression, the home of eclectic originals within a physical shopping space appropriate for the Chinese consumer. The retail concept introduces these new ways of to achieve the brand and celebrate brethren, artistic, home, heritage. The store features three key zones. The first ones you can see on the screen is the self discovery and there's three areas, which is the garden room, the pantry and the tea Emporium, which I'll show you shortly, and atom and tea experience and offers in the tea room. This slide I'm showing you know about self discovery is a photo that is actually a mix of the layout and saw. The retail context has created cookie or design where shoppers who are confident following their own intuition and expressing an individual style in their homes, where she becomes place to entertain and inspire a mindset, not to supply the store. Interior Design ranges from national future wallpapers to more intimate and unexpected moments of reflection, such as I'm making flowers play on digital screens and how things within the main detail space. To the next slide, please. Loser. This is the experience, less shopping experience, which I mentioned briefly earlier. Again. This player to illustrate the environment creating to experience the actual products that we deliver Christmas center shops. They're invited to experience the products first hand, emerging referrals and brand History and Collections in an approach that's unexpected to small form, mass source, over half of the stage is dedicated to certain experience, rather than traditional shopping. The wet TV room is an experience in a sensory peace, balance ding with strong visual articulations to quickly force puzzle connections. If you could go to the next slide for me, please, Lisa. Thank you. This is about personal style and self coding. Again, the photograph illustrates products in different areas and how they can actually be mixed. In this photograph, the store encourages shoppers submit light of this kindergarten room and treats the Emporium the way that products and collections are multidis visually COVID in each room further inspires consumers to mix and match and discover their own. Unique sense of style, rather than focusing on seasonal trend like product, nursing, diving, the store creates a realistic style narrative, focusing on the brand, global tastemaker, brand ambassadors, chosen for their reflective sense of style, the template interpretation of British portable codes, and express creative vision of what you would today. I just thought that would be quite interesting to actually see that because other needs that is doing really, really well in China and beating expectations and the company's ambition to continue to deliver source of this nature to the consumer, to customer space in China. Thank you. Lindsay, next slide please. As a relationship about the brief introduction, about hatching the structure that we actually work in, and it is very complex. So this is the diagram to try and sort of make this a little bit easier to understand. So David said we've got three arms, which is Peter terror and within those fundamental screen, sorry about that. And we have five presidents that heads each of those business units, strategic business units. These are focused on the ceramics and which is what the world members are about. Terra is garden is about coup. Where from there, what we have is across those business units. We have the different chiefs, as you can see on the right hand side of the screen, who actually head up different areas within that business and they work across all those business units and support the functions within those business units. On the left hand side, what you will see is all the different corporate functions that sits within the company. And you can see that human resources are there too. So just talk about human resources to try and explain this to you as healthy to safety time. So what we have is we will have a chief legal officer who states with health safety. It will look after everybody in all those different areas people currently view. And then in HR we have different support functions that we have to get this area. But then we can span our soul over all those areas. So we will have individual HR partners, departments and specialists like ourselves. But then we can support different areas of the business. So I support here in the world of workers locally in delivering the strategic vision, because I support fails in the failed office, but I do support them over the first terror. Every failure depending on that sales process, taking their responsibility. So we only work locally, but we also work across the matrix in other countries, because we have managers situated in terms of the country. So that's kind of, I hope that's a bit clear for you, because it is complicated, but I just kind of wanted to try and simplify that for you. That Fauci what is the next one? Okay, I hope you won't be listening now. So just going to share a little poll with you, and if you could answer the questions, and I'll go through the questions, this will be relevant. We can see how you getting on. Yes, I think that's now. And so if everybody wants to answer the questions, that would be really good. And I don't want to share with you, that'd be really nice if you wanted to do that for us. Thank you. I
发言人 5 4:08 你好，谢谢你，艾米。非常好。再次感谢。我现在想和大家谈谈优先事项，我们在这张幻灯片上的业务线很好，它实际上向你展示了战略的影响和创建战略的方式，以及它们是如何发展的。但我只想谈谈我们的想法和实际意义。那么，在世界不断变化的今天，为什么气候优先战略补丁会如此重要呢？在此之前，我们已经确定了四个战略重点，帮助我们集中精力实现更大的目标。这其中，我想谈的是鼓舞人心。我们是一个全球性的多元化团队，有着共同的使命。我们的目标是创造一种环境，让我们的员工参与其中，并能够尽其所能。我们的目标是通过提供方向支持来激励员工。我们的目标是通过提供方向支持来激励员工，支持他们的职业发展，营造信任和开放的环境，并支持基于价值的行为。令人兴奋的起诉也非常重要。我们是一家建立在强大品牌基础上的公司，在不断发展的世界中，我们将继续开发我们的产品，确保提供相关的产品、概念和服务组合。我们的品牌发挥着重要作用，因为它们具有影响力，能够在人群中脱颖而出，做出承诺，并将亲切感与新鲜感相结合。因此，我们会不断更新，开发出让人们兴奋不已的消费体验。 我们还需要确保他们的业务增长，我们已经有机会从三种动物--我们播放视频的类别、我们存在的地方和渠道消费者--发展我们的业务。我们的重点是三个关键领域，即在中国和电子商务领域不断扩大核心业务，以及探索服务。虽然有机增长是我们的首要任务，但我们也会在不同的文化和战略契合点上进行有选择的收购。我想谈的最后一个问题是提高业绩。我们有一个广泛的计划，开发通用的流程和平台，这将在演讲中进一步解释。我们还可以通过改善资本管理和提高商业能力来提高效率，支持增长。请看下一张幻灯片。谢谢。我认为这对你们来说非常好。我想你们一定会对我们如何实际操作消费者非常感兴趣。现在展示的是去年大流行期间在中国实际应用的新概念。我认为，这将向你们说明，在如此困难的时期，拥有强大的系统和战略来做如此重要的事情，是非常重要的。第一张图片只是其中一家门店的照片，我们在中国的门店是安全重点之一，为我们提供了真正的业务增长机会。我们在中国的扩张计划已步入正轨，红木品牌的第一家门店已在中国南部的深圳开业。 费用方面，扩大红木的高品质零售分销是我们的重要举措之一，而新概念店的开业则是我们品牌在中国的重要里程碑。深圳新概念店的开业受到了消费者的一致好评，也将红木 "每天都不平凡 "的企业宗旨落到了实处。无论是新店，还是购物体验店，如果你能为我去下一家，那就太好了。无论是店面还是购物体验，都将我们带入生活，无论是商业品牌的更新换代，还是在物理空间设计上的重复，都为我们创造了崭新的奢华生活方式品牌体验。欢迎来到充满创意、好奇和魔力的家园。零售概念就是在这种随机体验中，从丰富的遗产和诠释类的方式中汲取灵感。零售空间是一个具有文化意识的本地消费者的数字表达的图标，包装和目前的设计创造了一个令人震惊的经验，打破了传统的多表磨损的规则，所以我们失败的地方鼓励品牌发现，产品实验和自我表达为第一是当我们可以使用的品牌风格。深圳的故事想象了整个商店的典型丁体验，空间和信息设计的灵感移动设计导致人类被不拘一格和放纵的现代感，漂亮的风格，品牌团队的工作所吸引。与英国零售团队和代理商合作，提供视觉创意解决方案，将人们和品牌联系在一起。这些团队推出了全新的视觉形象和品牌表达，在适合中国消费者的实体购物空间内打造了一个不拘一格的原创之家。 零售概念引入了这些新的方式来实现品牌和庆祝兄弟、艺术、家庭、遗产。商店有三个主要区域。你在屏幕上看到的第一个区域是 "自我发现"，这里有三个区域，分别是花园室、茶水间和茶室，我很快就会向你展示茶室里的原子和茶体验及优惠。我向大家展示的这张幻灯片是一张关于自我发现的照片，实际上是布局和锯子的混合体。零售环境创造了饼干或设计，购物者有信心遵循自己的直觉，并在家中表达个人风格，在这里她成为娱乐和启发心态的地方，而不是供应商店。室内设计的范围从国家未来的壁纸到更亲密和意想不到的反思时刻，如我正在让花朵在数字屏幕上播放，以及如何在主要细节空间内的东西。请看下一张幻灯片。输家。这就是我之前简单提到过的体验，少一些购物体验。再来一次。这个播放器展示的是我们在圣诞中心店内创造的体验实际产品的环境。他们被邀请来体验产品的第一手资料，新兴的转介和品牌历史和收藏的方法，这是意想不到的小形式，大规模的来源，超过一半的阶段是专门为某些经验，而不是传统的购物。湿润的电视室是一种感官平和的体验，平衡丁与强烈的视觉衔接，迅速迫使拼图连接。请帮我看下一张幻灯片，丽莎。谢谢。这是关于个人风格和自我编码。 这张照片再次展示了不同区域的产品以及它们的实际混合方式。在这张照片中，商店鼓励购物者提交这个幼儿园房间的光线和对待 Emporium 的方式，产品和系列在每个房间都是多视觉 COVID，进一步激发了消费者的混合和匹配，并发现自己的。独特的风格感，而不是专注于季节性的趋势，如产品，护理，潜水，商店创建一个现实的风格叙事，专注于品牌，全球的品位，品牌大使，选择他们的反射感的风格，英国便携式代码的模板解释，并表达你会今天的创意愿景。我只是觉得看到这一点会很有趣，因为其他需求在中国做得非常非常好，而且超出了人们的预期，公司雄心勃勃地要继续为中国的消费者和客户提供这种性质的产品。谢谢。林赛，请看下一张幻灯片。作为一个关系的简要介绍，我们实际工作的结构非常复杂。这张图是为了让大家更容易理解。戴维说，我们有三个臂膀，这就是彼得-恐怖，在这些基本屏幕中，很抱歉。我们有五位总裁，分别领导这些业务单元，即战略业务单元。这些都集中在陶瓷领域，这也是世界成员们所关注的。Terra 花园是关于政变的。从这里开始，我们的业务就跨越了这些业务单元。 正如您在屏幕右侧所看到的，我们有不同的主管，他们实际上是该业务不同领域的负责人，他们在所有这些业务单位中工作，并为这些业务单位中的职能部门提供支持。在屏幕的左侧，你将看到公司内部所有不同的企业职能部门。人力资源也在其中。因此，为了安全起见，我们只谈一下人力资源，尝试向大家解释一下这个问题。因此，我们将设立一名首席法务官，负责健康安全事务。它将在目前人们所关注的所有不同领域照顾到每个人。然后在人力资源，我们有不同的支持功能，我们必须得到这个领域。但是，我们的灵魂可以跨越所有这些领域。因此，我们会有自己的人力资源合作伙伴、部门和专家。但是，我们可以为不同的业务领域提供支持。所以，我在这里支持工人在当地实现战略愿景，因为我支持失败的办公室，但我确实支持他们度过第一个恐怖。每一次失败都取决于销售过程，都要承担自己的责任。因此，我们只在本地工作，但我们也在其他国家跨矩阵工作，因为我们有位于国家方面的经理。所以，这就是一种，我希望这对你来说有点清楚，因为它是复杂的，但我只是有点想尝试和简化你。下一个是什么？好的，我希望你现在不会在听。所以，我想和大家分享一个小小的民意调查，如果你们能回答问题，我就会一一回答，这将会很有意义。我们可以看看你们的进展如何。是的，我想就是现在。 如果大家愿意回答问题，那就太好了。我不想和你们分享，如果你们愿意的话，那就太好了。谢谢。I

Unknown Speaker 13:00 So, well done, everybody. So thank you getting there.
13:00 所以，大家都做得很好。谢谢大家。

Speaker 5 13:19 Okay, thank you everybody. So well done. Thank you for everybody. And like everyone who's been listening and just learning about, obviously, what assistance we mentioned, you think, to make the everyday expert ordinary. So well done everybody. And how many friends have presents? That's 30. Very fantastic. Thank you again. And how many employees? It's 3400 so again, well done everybody. So really proud. Everyone's listening. So thank you very much.
发言人 5 13:19 好的，谢谢大家。做得很好。谢谢大家。就像每一个一直在聆听和学习的人一样，很明显，我们提到了什么帮助，你认为，让日常专家变得普通。大家都做得很好。有多少朋友有礼物？30 个。非常棒。再次感谢。有多少员工？3400 人，再次感谢大家。真的很自豪大家都在听非常感谢

Unknown Speaker 13:45 Okay, if you could go to the next slide, please, thank you. Okay.
13:45 好的，请看下一张幻灯片，谢谢。谢谢。

Speaker 5 13:55 I just wanted the opportunity to talk about our values and briefly just explain that so we just can see on screen. Obviously we do have three values, and again, it's all around the key every day extraordinary. So it's about creating change, celebrating the other day and growing into its compassion. So, but what do they actually mean? So small things often have large impact. In 2019 we had a group of people at a global level. They discovered these core values. They connect us and guide us, and they'll guide us into the next venue for not creating change in a constantly changing world. We all have courage and believe we inspire our own future. Our creativity serve a purpose. We are making every day extraordinary. We make our own choices to create a positive, lasting impact on the quality of life. We are not afraid to break the boundaries that hold us back. We strive to be our best part by bold, replacing our own personal learning and exploring together. We are most creative when we work together than our colleagues, our consumers and the consumer themselves. So what is celebrating every day we're present in small moments of the everyday we appreciate the little things we do as we know how to make a big impact on our future. We are always ready to share a laugh with no laughs, and we both decided to proceed on fail. We take the time to create the efforts that we are put into the past and the lessons we learn together with the opportunity that every challenge we value, the connections we share with our colleagues and the consumer, and we all think opportunities for expertise towards design. Lastly, it's really with compassion. What does this mean? We know that by looking at the world from perspectives on others, is everything best of what we do, we are ambitious, but never business. We care, and we need small gestures to do matter. We are ordered by diverse group of people beyond a global company, supporting each other and challenging each other, making the everyday extraordinary for the people just as unique and extraordinary as we each are. We hold ourselves accountable to the high standards, because we know our actions have always had an impact. We've now got a video now that we should go to share with you, and again, that's just our journey about how we actually develop these values and how we explore
发言人 5 13:55 我只是想借此机会谈谈我们的价值观，并简要解释一下，以便我们能在屏幕上看到。很明显，我们有三个价值观，同样，这三个价值观都是围绕着关键的 "非同寻常的每一天"。因此，它是关于创造改变、庆祝新的一天以及在同情中成长。那么，它们究竟意味着什么呢？小事情往往会产生大影响。2019 年，我们在全球范围内召集了一批人。他们发现了这些核心价值观。它们连接着我们，指引着我们，它们将引导我们进入下一个场所，在不断变化的世界中不创造改变。我们都有勇气，相信我们能激发自己的未来。我们的创造力是有目的的。我们让每一天都不平凡。我们做出自己的选择，对生活质量产生积极而持久的影响。我们不怕打破束缚自己的界限。我们努力通过大胆的尝试，取代个人学习和共同探索，成为自己最优秀的部分。比起我们的同事、我们的消费者和消费者本身，我们在一起工作时最有创造力。因此，我们每天都会在细微之处庆祝，我们欣赏我们所做的小事，因为我们知道如何对我们的未来产生重大影响。我们随时准备分享没有笑声的欢笑，我们都决定继续失败。我们花时间创造我们投入过去的努力和我们一起学习的经验教训，我们重视每一个挑战的机会，我们与同事和消费者分享的联系，我们都认为设计的专业知识的机会。最后，是真正的同情心。这是什么意思呢？ 我们知道，从他人的角度看世界，是我们所做的一切中最好的，我们雄心勃勃，但绝不是生意人。我们关心他人，我们需要用微小的举动来体现我们的价值。我们由一群超越全球公司的不同人组成，他们相互支持，相互挑战，为人们创造非凡的日常，就像我们每个人一样独特和非凡。我们以高标准要求自己，因为我们知道我们的行动始终会产生影响。现在，我们有一段视频要与大家分享，这段视频也是我们的心路历程，讲述了我们是如何发展这些价值观，以及我们是如何探索这些价值观的。

Speaker 3 16:02 them. You from day to night, from sunrise,
发言人 3 16:02 他们你们从白天到黑夜，从日出到日落、

Speaker 5 16:06 everybody works in the same way. It attracts the right talents. And companies have reputations and company that we want to work for accessibility to have strong and values. Company values are for all employees at the top of each year to empty level, everybody needs to have those values and values, those values to be successful in some areas where core value supports and there's many, many in property, but I just pulled out of you, it's excellent team working customer service and innovation. You can't be an innovative company unless you have these values. So what can HR do to actually view ID and execute these so again, there's lots of policies and practices as a HR practitioner of what they can do, and from a strategic point of view, we look at the value that the process goes up everything we do. So we have things on. We have a reputation at home processes, copy standards, mixture processes. We have these values actually posted everywhere in everything that we do, as you can see it screenshot behind us. So again, we just want to illustrate why that's important, recruitment and training talents. It's about advertising, cognitive advertising, robust screen and interviews, content based frameworks. There was just a few, but building around onboarding, again, built around values, starting from the beginning of the employee life cycle. Strong, effective communication. Again, that's everything we talk about, our oceans and everything I just quickly mentioned, we have talent hall meetings earlier every day with yourself and our manager, performance management, goal setting and proceeding, measures and peer feedback really important to see how to offer lots and tells every day, knowledge, sharing, effective communication, catching and sharing information and having those initiatives in place is really important to wholly be innovative. Talent management, professional planning, having strong and systems and payments around here, avoiding registration and engagement practices, training, constantly provide competency development, employee development and rewarding promotes tremendous be transparent and actually reward those and see that they are being born and competent. So hopefully you guys enjoyed that before brief overview of those areas and thanks for time today, I'd like to speak now. Thank you.
发言人 5 16:06 每个人的工作方式都是一样的。它能吸引合适的人才。公司有声誉，我们希望工作的公司有强大的价值观。公司的价值观是针对所有员工的，从每年的高层到普通员工，每个人都需要具备这些价值观和价值，这些价值观才能在某些领域取得成功，而这些领域的核心价值支持有很多很多，但我刚刚从你那里学到的，是优秀的团队合作、客户服务和创新。如果没有这些价值观，你就不可能成为一家创新型公司。因此，作为人力资源从业者，他们可以做很多政策和实践，但从战略角度来看，我们关注的是流程所产生的价值，以及我们所做的一切。因此，我们有很多事情要做。我们在家里有一个声誉流程、复制标准、混合流程。在我们所做的每一件事情中，都有这些价值的体现，你可以看到我们身后的截图。所以，我们只是想再次说明，为什么招聘和培养人才很重要。这是关于广告、认知广告、强大的筛选和面试、基于内容的框架。这只是其中几项，但围绕入职培训，同样是围绕价值观，从员工生命周期的一开始就开始。强有力的有效沟通。 同样，这就是我们谈论的一切，我们的海洋和我刚刚快速提到的一切，我们每天早些时候与自己和我们的经理举行人才大厅会议，绩效管理，目标设定和进行，措施和同行反馈真的很重要，以了解如何提供大量和告诉每一天，知识，共享，有效的沟通，捕捉和共享信息，并有这些举措到位真的很重要，完全是创新。人才管理、专业规划、拥有强大的系统和支付、避免注册和参与实践、培训、不断提供能力发展、员工发展和奖励促进是巨大的透明和实际的奖励，并看到他们正在出生和胜任。所以，希望你们喜欢之前对这些领域的简要概述，感谢今天给我时间，我现在想发言了。谢谢。

Speaker 3 17:58 Thanks. I just want to just move maybe a little bit more just into the strategic and HR side, not just given an impression, an overview of where we're coming from, from a global strategic, HR, strategic point of view. So I said, as I suppose first, what I suppose has been said earlier on, the fiscal purposes is to make the effort to install the and that's purpose. I suppose that has an important meaning for many stakeholders, such as our customers and our consumers, but probably has the most important importance for our employees. So as an ambition, we in HR want to make the everyday extraordinary By strategically partnering with the business to inspire collaborative culture where everyone is engaged and enabled to do their best. Personally, I see that is really meaning that we're continuing, continuing a cultural journey to embed and engage and enable a global team with a strong collaborative culture. Just Next slide, please. So as a function, we support, we support that feature our vision, but foresee providing real business value during partnering and also assigned to challenging the various business areas within the group. We also need to provide some thought leadership related to people processes, people practices and people management as as of course we should be the trusted go to people for people related matters, and that's the all we do in HR we must do to nurture a common group culture. Next slide, please. These are just the key strategic business priorities that the HR function needs to support and enable over the next couple of years. These are based on our overarching global business strategy, and are the key priorities that we see as extremely important for the next few years. One big priority is the transformation projects, which aims to basically redirect and refocus certain areas of our business. That doesn't mean that we forget about other areas of business, but we just prioritize these transformation projects for strategic importance. Secondly, e comms is a key strategic priority for the group as a whole. I suppose this is a big change for the group, which has come from being a very traditional bricks and mortar and wholesale business to becoming a building a stronger e commerce channel of sales for HR. This means many things. For example, we need to develop our E commerce capabilities. We need to find the right e commerce people, etc, in order to enable this growth going forward. Plus, as you probably could guess, COVID 19 has really accelerated. This priority of E commerce for the group, with the large closure of retail, the traditional retail channels globally. Thirdly, we need to examine how we develop strategic competencies in our group strategy. There's a lot of talk about capabilities, especially related with commercial and digital capabilities. In terms of HR, we feel we need to enable these commercial and digital capabilities as a key strategic area, as these are both clearly connected to our group strategy. Lastly, we need to continue the journey to a globally collaborative culture by strengthening our culture, and I think we do this best by living these values ourselves. Next slide, just as was given a bit of context, this is just a quick outline of our functional journey, our HR functional journey, and the teams, our phase phrases, phases we've gone through agriculture over the next couple of years, and I suppose we're doing and we have a much longer history, the displaced was just the last couple of years. 2019 I suppose, was really our journey of our values. And I think, as Heather said earlier on, a lot of our a lot of our growth has been, has come from acquisitions over the last couple of years, and that's created its own challenges and opportunities. But I think from 2019 we really started coming together as one fiscals group, and started finding our own new combined culture within the fiscal group. Plus we also, we ordered reorganized our HR organization to focus on business partnering and to let it closer to the various business areas of the business in 2019, last year, was very much focused on change and our ways of working and harmonizing our HR services globally, and also that, surprisingly, the COVID 19 challenge as well, this year and beyond, I think, will be very much about developing the capabilities for growth, and in particular, new growth in key business areas. We really have an ambition in the long term, I suppose, to be to be big enough to compete globally, but at the same time, to offer people the opportunities to grow. But yes, we're small enough for people to have an impact, to have a say and to participate in the workings of the business. Through this, I think we need to inspire people. We need to increase increasingly joy the employee experience, in particular around employee engagement, well being and employer branding. And I suppose by doing this for creating even better business results. Further next slide, just looking at the strategic people priorities that we've identified globally that need us to focus upon. Does the first one, the culture part, then the commercial competencies and then the digital competencies. These are really the three key areas that we see the business really needs from us as HR function and the three areas that we need to take a lead role in enabling for strategic compartments. And then we also have the HR function related areas in terms of employee experience, engagement, well being, well being, and player branding, that as well. And it was how we create even better processes and systems going forward and take the employee experience to the next slide, please. Just open entities in a little bit more detail. This is basically an outline of what our vision on strengthening our culture means in terms of defining that and also putting place, in place to measure that. Here we're seeing that our vision is that our values need to be part of our people processes. We need to recognize diversity as an advantage as a global company, Global Group of companies that we have, the viscous don't have a viscous group way of leading, and also as part of a new global structure, that we can start to bring some real results from our matrix, global matrix structure. And I think in particular now with COVID 19, this would, this will likely, this need likely continue virtually for some time into the future. And then we have various KPIs. Then on how we measure these priority areas, such as engagement, play, engagement and manager surveys, satisfaction surveys and things. Then we have the two strategic competencies, the commercial part, I suppose, not only relates to the sales organization, but also on how we transform the group from a wholesale business to a more consumer orientated way of saying, how do we use customer insights? How do we use the opportunities online, etc, as a whole journey around building a stronger sales community ahead, versus a group, and then in terms of digital competencies, I think there's key questions around, what does it mean in terms of developing key priorities in that area? Next slide, definitely. I just wanted to just give a just a quick sight of our global people processes flock just the clock that we use our refine disposit each year in terms of our common, harmonized global people processes. So first of all, this includes in the first quarter, year end reviews, goal setting, tele calibration and it had a review process during the first quarter. Then we have our employee engagement survey in the second quarter that we just renamed our vice and this year is the first year we want to move to a more voice of the employee model. Then we have each year reviews in quarter three, and then our place again in quarter four, and then each quarter that as well, we also released our fee. Reports. We have people. People manage their talks as well. So that's all for me. If any questions, I suppose, feel free to just have them to the chat box. We can talk about later, but I just pass on to entry now. Who's going to talk about recruitment?
3 号发言人 17:58 谢谢。我只是想从全球战略、人力资源和战略的角度，稍微谈谈战略和人力资源方面的问题，而不仅仅是给大家一个印象，概述一下我们的出发点。所以我说，我想首先，我想前面已经说过了，财政目的是努力安装，这就是目的。我想，这对许多利益相关者，如我们的客户和消费者来说都具有重要意义，但对我们的员工来说可能是最重要的。因此，作为一个雄心勃勃的目标，我们人力资源部门希望通过与企业结成战略伙伴关系，激发协作文化，让每个人都能参与其中，并能做到最好，从而让日常工作变得不同寻常。就我个人而言，我认为这意味着我们将继续开展文化之旅，让全球团队融入、参与并拥有强大的协作文化。下一张幻灯片，谢谢。因此，作为一个职能部门，我们支持，我们支持我们的愿景，但预见在合作过程中提供真正的商业价值，同时也分配给集团内的各个业务领域提出挑战。我们还需要提供一些与人员流程、人员实践和人员管理相关的思想领导力，因为我们当然应该成为与人员相关事务的可信赖的去处，这就是我们人力资源部门为培育共同的集团文化所必须做的一切。请看下一张幻灯片。这些只是人力资源部门在未来几年需要支持和实现的主要战略业务优先事项。这些都是基于我们的全球总体业务战略，也是我们认为在未来几年极为重要的关键优先事项。 转型项目是重中之重，其目的基本上是重新确定业务的方向和重点。这并不意味着我们会忘记其他业务领域，只是我们会根据战略重要性优先考虑这些转型项目。其次，电子通信是整个集团的关键战略重点。我认为这对集团来说是一个巨大的变化，因为集团已经从一个非常传统的实体批发企业，转变为一个为人力资源部门建立更强大的电子商务销售渠道的企业。这意味着很多事情。例如，我们需要发展我们的电子商务能力。我们需要找到合适的电子商务人员等，以便实现这一增长。另外，您可能也能猜到，COVID 19 的发展速度确实加快了。随着全球零售业、传统零售渠道的大量关闭，电子商务成为集团的当务之急。第三，我们需要研究如何在集团战略中发展战略能力。关于能力的讨论很多，尤其是与商业和数字能力相关的能力。在人力资源方面，我们认为我们需要将这些商业和数字能力作为一个关键的战略领域，因为它们都与我们的集团战略有着明确的联系。最后，我们需要通过加强我们的文化，继续全球协作文化的征程。下一张幻灯片，就像前面介绍的那样，这只是我们的职能历程、人力资源职能历程、团队、我们的阶段短语、我们在未来几年经历的农业阶段的一个快速概述，我想我们正在做的事情和我们有更长的历史，流离失所只是过去几年的事情。 我认为，2019 年是我们的价值观之旅。我认为，正如希瑟之前所说，我们的很多增长都来自于过去几年的收购，这也带来了自己的挑战和机遇。但我认为，从 2019 年开始，我们真正开始作为一个财政集团走到一起，并开始在财政集团内部寻找我们自己的新联合文化。此外，我们还下令重组我们的人力资源组织，将重点放在业务合作上，并让它在 2019 年更贴近业务的各个业务领域，去年，我们非常关注变革和我们的工作方式，并在全球范围内协调我们的人力资源服务，而且，令人惊讶的是，COVID 19 的挑战也是如此，今年及以后，我认为，将在很大程度上发展增长能力，特别是在关键业务领域的新增长。我想，从长远来看，我们真正的雄心壮志是做大到足以参与全球竞争，同时又能为员工提供发展机会。是的，我们的规模小到足以让员工产生影响、拥有发言权并参与企业运作。通过这些，我认为我们需要激励员工。我们需要越来越多地关注员工体验，特别是员工参与、员工福祉和雇主品牌。我想，这样做是为了创造更好的业务成果。下一张幻灯片，是我们在全球范围内确定的、需要我们重点关注的战略性人力优先事项。首先是文化部分，然后是商业能力和数字能力。 这就是我们认为企业真正需要我们人力资源部门的三个关键领域，也是我们需要在战略部门中发挥领导作用的三个领域。此外，我们还需要在员工体验、参与度、福利、健康、玩家品牌等方面发挥人力资源职能的相关作用。这就是我们如何在未来创建更好的流程和系统，并将员工体验带入下一张幻灯片。请再详细一点。这基本上是我们对加强企业文化的愿景的一个大纲，即定义企业文化，并对其进行衡量。在这里，我们可以看到，我们的愿景是，我们的价值观必须成为我们人事流程的一部分。我们需要认识到，作为一家全球性公司（我们拥有的全球集团公司），多样性是我们的优势，而不是以一种 "粘稠 "的集团领导方式，同时，作为新的全球结构的一部分，我们可以开始从我们的矩阵、全球矩阵结构中获得一些真正的成果。我认为，尤其是现在的 COVID 19，这很可能会在未来一段时间内持续下去。我们还有各种关键绩效指标。我们如何衡量这些优先领域，如参与、游戏、参与和经理调查、满意度调查等。然后，我们有两个战略能力，商业部分，我想，不仅与销售组织有关，还与我们如何将集团从批发业务转变为更加以消费者为导向的方式有关，即我们如何利用客户洞察力？ 我们如何利用网上的机会等，作为一个整体，在未来建立一个更强大的销售社区，而不是一个团体，然后在数字能力方面，我认为有一些关键问题，在制定该领域的关键优先事项方面，这意味着什么？下一张幻灯片，当然。我只想简单介绍一下我们的全球人事流程，我们每年都会根据我们共同的、统一的全球人事流程，来完善我们的人事流程。因此，首先，这包括第一季度的年终审查、目标设定、远程校准以及第一季度的审查过程。然后，我们在第二季度进行员工敬业度调查，我们刚刚将其更名为 "员工敬业度调查"。然后，我们在第三季度进行年度审查，在第四季度再次对我们的地方进行审查，然后在每个季度，我们也会发布我们的费用报告。报告。我们有员工。人管理他们的会谈。我就说这么多。如果有任何问题，我想，请随时在聊天框里提问。我们可以稍后再谈，但我现在只谈招聘。谁来谈谈招聘？

Speaker 1 25:13 Thank you. So I guess bring it back to operational. Just thinking about everything that we thought about that we've got the new stores in China. We've got our values, we've got our culture, how we recruit and how we onboard climate tech on everything. So we want to make it the best business decision for climate recruitment we possibly can. So we want a stronger recruitment process. So I tried to keep the slides simple, although the process is quite in depth, we obviously want to make sure you get the right people. As we said, the digital world is expanding, and over the last 12 months, it's kind of forced us, probably all in about three years, in how we need to now move as a Digital Income world. So that's a big area for us, as we spent on our strategic priorities. So we want to make sure that we've got a robot system, and obviously we want to use our heritage, what is our values, our culture, our brand, in order to recruit. We take all that strategy and now we need to use these part of our recruitment process. So we use it to build our brands and our culture, so internally and externally. So this is linked to our outside impressions that we give to the candidates, and you'll only get this one opportunity when you're recruiting to create that first impression. So can you answer that slide, please? So how do we do this at this part? So we have a system called for workday, which is our HR and management system. It deals with many processes. A lot of what we thought about today, the performance mentioned, point reviews and things like that. But we all say the last two years have expanded the recruitment process, the real work day as a process, but also to ensure that we creating this robust system globally. So coming back to the stores in China, they would have been recruiting this way. There might be like, new ideas locally, but this is a process that everybody will work to. They'll tap into workplace, and they'll be doing exactly the same as China, the UK has been doing. So we use this whole process. So the first thing that obviously we would want to do, okay, so first and most importantly, so we want to a good job definition. So we do this with HR, will do this as a manager. So we create this together so that we can have we have an input. They have an input to make sure that we're setting the ground in the right way, to attract the right person. So we create a job, a job profile, including the key task, responsibilities, qualification, and then in order to move forward, then we do two things in terms of, we would put this on our weekly system, but then we also have to have it approved by the highest level in the organization to recruit, which is the ftlc, less than this quickly shift team. So once that proved again, you move on to the next stage, and you do this. So you put this job into the system, and then you've got it approved, and then you move it through. You want to know, we want to approach the job as a vacancy to find a candidate. So firstly, we would, in most instances, post this internally, because this is a very, very keen to promote from within, develop from within, and retain talent that where people may start to think about moving somewhere else, because we want to be different. So we want to retain them and office, the internal data first. So we would do that first, obviously, about one to two weeks. We would post this on our own intranet, and candidate would apply again through workday, or it's on the internet, so there'll be a link, for example, on the internet to apply. So it's all done within the system. Nobody sends us CVS. We're very conscious of it, data protection, regulation, and we don't want CVS flying around the organization. So they it's all gone through through the system. So we do that, and then, obviously we would, then if we get enough, we get a good referral candidate, we will, we will again go through interview process, and we make less than that. We don't obviously, then we've got to go through again back in the system, and you post this through the system to boards, really, that are like primary boards that are not imperative agencies. So we would do LinkedIn, we would do very good website, and then there are some other job boards we've identified. We would obviously the candidates will come in, and again, they will come into the system. So no CVs are sent to us by email or no podcast CVS. They're all sitting within the system. So the industry controls. We would interview with a hiring manager in terms of system online. Course, it's worked recently. Well, we might do telephone screens, and then how many candidates can get, and then we would, in a lot of instances, carry occupational assessments. They will truly come across ability, personality assessments, and we have our own tail and aid physical leadership assessments. And again, nothing goes by the paper. It's on sending through through links to make a decision. And then, along with the hiring manager of which candidates take on the skill that payments, location and alignment to our company values. So coming back again to where we talk about values, this is one of the instances where we would use those so this is our recruitment selection process carried out in our system. And sorry. Can you have the next slide? Okay, simply, should be busy. I'm not going to go through all. You can have a slide back faster so you can, you can look at this in your own time. But this is our whole recruitment and selection process. That there are some manual things in there, but predominantly it sits within the system. Just to give you flavor how good we believe the system is good, and this recruitment process, just coming back to the global recruitment process of every HR function across the world will be using this in order to recruit. Next slide, please. Then we come to onboarding again. We come back to using our values, our strategy, everything all back into the onboarding process, because next slide please. So we take on audience very seriously. It can, it can make or break a candidate for a recruit in the early days in an organization, and we want to make sure that they're given the best opportunity to get as productive as possible on the shortest time and feel better than that. We understand the business. So again, there is an onboarding process within workday.
发言人 1 25:13 谢谢。我想，还是回到运营上来吧。我们已经在中国开设了新店，我们已经考虑了一切。我们有我们的价值观，我们有我们的文化，我们如何招聘，我们如何在一切方面加入气候技术。因此，我们希望在气候招聘方面做出最好的商业决定。因此，我们希望有一个更强大的招聘流程。因此，我尽量让幻灯片简单明了，尽管招聘流程相当深入，但我们显然希望确保招聘到合适的人才。正如我们所说，数字世界正在不断扩大，在过去的 12 个月里，它迫使我们，大概在三年左右的时间里，我们需要如何作为一个数字收入世界来行动。因此，对我们来说，这是一个很大的领域，因为我们的战略重点就在这里。因此，我们要确保我们有一个机器人系统，显然，我们要利用我们的传统、我们的价值观、我们的文化、我们的品牌来招募人才。我们将所有这些战略纳入招聘流程，现在我们需要利用这些部分。因此，我们要利用它来打造我们的品牌和文化，对内对外都是如此。因此，这与我们给应聘者的外部印象息息相关，而你在招聘时只有这一次机会来建立第一印象。你能回答一下这张幻灯片吗？在这一部分，我们如何做到这一点？我们有一个名为 "工作日 "的系统，这是我们的人力资源和管理系统。它涉及许多流程。我们今天想到的很多事情，比如提到的绩效、积分审查等等。但我们都说，在过去的两年里，我们扩大了招聘流程，将真正的工作日作为一个流程，同时也确保我们在全球范围内创建这个强大的系统。 因此，回到中国的门店，他们也会以这种方式进行招聘。当地可能会有新的想法，但这是每个人都会遵循的流程。他们会利用工作场所，与中国和英国的做法如出一辙。因此，我们采用了这一整套流程。显然，我们首先要做的是，首先，也是最重要的是，我们要做好工作定义。因此，我们会与人力资源部门合作，作为经理也会这样做。因此，我们要一起制定，这样我们就可以有自己的意见。他们也会提供意见，以确保我们以正确的方式设置岗位，吸引合适的人才。因此，我们创建了一个职位，一个职位简介，包括关键任务、职责、资格，然后为了向前推进，我们要做两件事，一是把这个职位放在我们的周报系统上，二是我们还必须得到组织内最高级别的批准，也就是 ftlc，小于这个快速轮班小组的批准，才能进行招聘。因此，一旦再次证明了这一点，你就可以进入下一个阶段，然后这样做。你把这项工作录入系统，然后获得批准，接着就可以进行了。你要知道，我们想把这份工作作为一个空缺来寻找候选人。因此，首先，在大多数情况下，我们会在内部发布这个职位，因为这是一个非常、非常渴望从内部晋升、从内部发展和留住人才的职位，在这种情况下，人们可能会开始考虑搬到其他地方，因为我们希望与众不同。因此，我们希望留住他们，首先是留住办公室和内部数据。显然，我们会先做这件事，大约一到两周。 我们会在自己的内部网上发布招聘信息，应聘者会在工作日再次申请，或者在互联网上申请，例如，在互联网上会有一个申请链接。因此，这一切都是在系统内完成的。没有人会给我们发送 CVS。我们非常注重数据保护和监管，不希望 CVS 在组织内到处乱飞。所以他们都是通过系统完成的。所以，我们会这样做，然后，很明显，我们会，然后如果我们得到足够的，我们得到一个很好的推荐候选人，我们会，我们会再次通过面试过程，我们做不到这一点。很显然，我们不会这样做，然后我们必须再次回到系统中，通过系统将此发布到各个板块，实际上，这些板块就像主要板块一样，并不是势在必行的机构。因此，我们会在 LinkedIn 上发布信息，我们会做一个非常好的网站，然后还有一些我们已经确定的其他招聘网站。很显然，我们会让应聘者进入我们的系统。因此，我们不会通过电子邮件发送简历，也不会通过播客简历系统发送简历。它们都在系统内。这就是行业控制。我们会通过系统在线面试招聘经理。当然，这是最近的工作。那么，我们可能会做电话筛选，然后有多少候选人可以得到，然后我们会在很多情况下，进行职业评估。他们会真正接触到能力、个性评估，我们还有自己的尾巴和辅助体能领导力评估。再说一遍，纸上得来终觉浅。这是在通过链接发送，以作出决定。然后，随着招聘经理的哪些候选人采取的技能，支付，位置和对齐到我们公司的价值观。 因此，我们再次回到价值观的话题上，这也是我们使用这些价值观的实例之一。对不起，请看下一张幻灯片。能看下一张幻灯片吗？好的，很简单，应该很忙。我就不一一介绍了。你可以更快地看下一张幻灯片，这样你就可以在自己的时间里看了。这就是我们的整个招聘和选拔过程。其中有一些人工操作的东西，但主要都是在系统内完成的。为了让大家了解我们认为这个系统有多好，这个招聘流程，回到全球招聘流程，全球每个人力资源部门都将使用这个系统进行招聘。请看下一张幻灯片。然后，我们再来看入职培训。请看下一张幻灯片。因此，我们非常认真地对待受众。我们希望确保他们有最好的机会在最短的时间内获得尽可能高的生产力，并且感觉更好。我们了解业务。因此，在工作日内也有一个入职流程。

Speaker 1 31:09 Sorry, yeah, then if you go to the next slide, sorry, okay, so we have clear roles in the onboarding process. So as I said, it comes into workday, but it's come outside workday, but the line manager is tasked with defenders, not just HR, who want to involve the line manager as much as possible. And the new employee, of course, has a responsibility as well. So the line manager may call pre employment arrangements from good individual should meet the equipment and the systems they need to do the job. HR, we will support the line manager and ensure that they're aware of their responsibilities for the new recruit and the employee themselves needs to be proactive when they come in and look for information from as many sources as possible that somebody uses. So we have lots of different areas. The main one being the internet, is full of information, where they contain all their organization chart, very, very easy to motivate the organization through those and then Next slide, please. Once the process has been completed, been completed, higher then we like to ensure that, well, there are two areas here. There's global area of business that needs to be covered off, and that will include things like compliance training. So there's a manager training that an individual needs to do an existing business. And then there are local level onboarding tasks that we would carry out that are very persons in the country, that individualism. One example compliance training is code conduct. We also do competition compliance. We do privacy training. These are something that a new facility has to do when it goes towards the organization. I think that fits me. Yeah. Down to the next slide, please. Okay, there's a little, another little quiz. Just make sure you want to I wasn't talking too fast. I feel like I was
发言人 1 31:09 抱歉，是的，如果您看下一张幻灯片，抱歉，好的，我们在入职流程中有明确的角色。正如我所说，入职培训在工作日内进行，但也会在工作日之外进行，但部门经理的任务是进行维护，而不仅仅是人力资源部门，他们希望部门经理尽可能多地参与进来。当然，新员工也有责任。因此，直线经理可能会要求从良好的个人就业前安排，应满足他们完成工作所需的设备和系统。人力资源部门，我们将为部门经理提供支持，确保他们了解自己对新员工的责任，而员工本身在入职时也需要积极主动，从尽可能多的渠道寻找信息。因此，我们有许多不同的领域。其中最主要的是互联网，那里有大量的信息，包含所有的组织结构图，通过这些信息可以非常非常容易地激发组织的积极性，然后请看下一张幻灯片。一旦这个过程已经完成，我们希望确保，这里有两个领域。一个是需要覆盖的全球业务领域，其中包括合规培训等内容。因此，个人需要接受现有业务的经理培训。然后，我们会在当地开展一些入职培训任务，这些任务在国内是非常个性化的。例如，合规培训就是行为准则培训。我们还提供竞争合规培训。我们还进行隐私培训。这些都是新机构在加入组织时必须要做的事情。我觉得这很适合我。好的，请看下一张幻灯片。请看下一张幻灯片。好的，还有一个小测验。 只要确保你愿意，我就不会说得太快。我觉得我

Unknown Speaker 32:48 okay, Major, yeah, we go to the master quiz. Yeah, I
未知发言人 32:48 好的，少校，是的，我们进入主测验。是的，我

Unknown Speaker 32:53 see it now. Yeah,
未知发言人 32:53 现在看到了。看到了

Unknown Speaker 32:55 yeah, okay, good question.
未知发言人 32:55 是的，好的，问得好。

Speaker 1 32:58 Okay. Poll whenever you can. So there's where do business users. I service, what is the name of the global system, management, recruitment process, and the way onboarding supported Applause?
发言人 1 32:58 好的。只要有机会就投票。因此，有业务用户在哪里。我的服务，什么是全球系统的名称，管理，招聘过程中，入职的方式支持掌声？

Unknown Speaker 33:46 Intranet
未知发言人 33:46 内联网

Speaker 1 33:57 first, in order to ensure that internal candidates get opportunity. Why is onboarding so important? Okay, yeah, that's great. Yeah.
发言人 1 33:57 首先，要确保内部候选人获得机会。为什么入职培训如此重要？好的，很好。好的，很好。

Unknown Speaker 34:19 Brilliant. This
未知发言人 34:19 精彩。这

Speaker 1 34:22 brilliant thank you. Thank you very much. So do you
发言人 1 34:22 精彩，谢谢。非常感谢 So do you

Unknown Speaker 34:32 want to talk about the reuse of the
未知发言人 34:32 想谈谈再利用的问题。

Speaker 5 34:39 pandemic impact? Yeah, for talking on the just want to say, obviously, with some of the last things and a big overview of the company in terms of the structure, the values and the strategy. So I just wanted to touch base. Would it be interesting for you just to sort of see how this is impacting us in this pandemic, because it's quite current, and it says something that's quite new. So I just wanted to say, May knows a percentage of the business, the importance of the business, the results and the employees, they're obviously when we were first faced with this situation, you know, we were in presidential times. We never experienced anything like this in either. Haven't before my career. So we were faced with a lot of these challenges, day by day, and still, are still facing those challenges now. So for me, what I want you to just go through is, you know what happens challenges, anything like the fossil teams, obviously effective process and management decisions, the employee safety has been really, really important, and how to prioritize projects in this situation. So there was a lot to do, and you have to do its own denial. So we have to think that we're not in the workplace, but workforce as well, and think about all these areas. So it's about effective employee communication, flexible working and remote working, how we adapt to that. Up to ding that was we were being bombarded with information hourly at times, so we didn't know it was changing. Five minutes safe working environments, a review of, obviously, procedures and effective and ongoing finding of the workforce strategies. So I summarize those areas around the key areas of how the pandemic has actually sort of impacted the business. But what was interesting, and you know, obviously, you know, things are always changing, is actually, fortunately, the professor explains how we structured the company. Systems were actually well positioned, structured with the dedicated, effective, professional teams to actually overcome coordinating activities and different global business units, we were able to monitor and provide necessary information to management teams. They present things with our employees, customers and partners, and likewise, it was a lockdown process. So bottom up and top down, the company were able to analyze and prioritize projects. And what I mean by that is they put their focus on teams, efforts, what was most important, critical tasks, but also allowed flexibility for low priority tasks. Customers were able to turn into safety and well being of foreign employees, which is really, really important, because it looking after their well being and welfare. We did this at global and local level, and we work together, and not only from a top down structure, but also across horizontally. This is important for employees who are able to work from home or remotely, such as shop assistance, distribution, manufacturing, but equally important, people actually organized who were working, obviously for absolutely years, it says, into a new environment to work through homes. And so our work and the homes in those cases, so we have to support structure and a framework to actually support employees with that and the challenges that they face and continue to face, the point of Ding is positive quite quickly and massive ongoing in relation to all matters, to do the condoms, to actually deal with those challenges on a day by day basis. So I just wanted to illustrate because of how grateful we are and things that we best talk about from the company, just to know how we managed to cope with that and overnight, actually managed to adapt to those changes. But all that said it should never be replacements. What we should always remember is always loans from money and freeze. So I just wanted to share that with you. So I do. I'm going to hand over to Janelle, and then obviously you could just go through it. Thank you very much.
发言人 5 34:39 大流行的影响？是的，我想说的是，很明显，最后的一些事情，以及公司在结构、价值观和战略方面的一个大的概述。所以，我只想谈谈基础。你是否有兴趣了解一下，在这次大流行病中，这对我们有什么影响，因为它很有时效性，而且它说的东西也很新。所以，我只想说，梅知道业务的百分比、业务的重要性、结果和员工，很明显，当我们第一次面临这种情况时，你知道，我们正处于总统时代。我们也从未经历过这样的事情。在我的职业生涯之前也没有过。因此，我们每天都面临着很多这样的挑战，现在仍然面临着这些挑战。所以对我来说，我想让你了解的是，你知道会发生什么挑战，比如化石团队、明显有效的流程和管理决策、员工安全一直非常非常重要，以及在这种情况下如何确定项目的优先次序。因此，有很多事情要做，你必须做自己的否定。所以，我们必须想到，我们不是在工作场所，而是劳动力也是如此，要考虑到所有这些方面。因此，我们要考虑的是有效的员工沟通、灵活的工作方式和远程工作，以及我们如何适应这些。在此之前，我们每小时都会被信息轰炸，所以我们不知道它在发生变化。五分钟安全的工作环境、对程序的审查、有效和持续的劳动力战略。因此，我围绕大流行病如何影响企业的关键领域总结了这些方面。 但有趣的是，很显然，事情总是在不断变化，幸运的是，教授解释了我们是如何构建公司的。实际上，我们的系统定位准确，结构合理，拥有敬业、高效、专业的团队，能够克服协调活动和不同全球业务部门的问题，我们能够监控并向管理团队提供必要的信息。他们向我们的员工、客户和合作伙伴介绍情况，同样，这也是一个锁定过程。因此，无论是自下而上还是自上而下，公司都能对项目进行分析和优先排序。我的意思是，他们把重点放在团队、工作、最重要的事情、关键任务上，但也允许低优先级任务灵活处理。客户能够转化为外国员工的安全和福祉，这一点非常非常重要，因为这关系到他们的福祉和福利。我们在全球和地方层面都开展了这项工作，我们一起工作，不仅是自上而下的结构，而且是横向的。这对于能够在家工作或远程工作的员工来说非常重要，比如车间助理、分销、制造等，但同样重要的是，实际上组织起来工作的人，显然已经工作了绝对多年，它说，进入一个新的环境，通过家庭来工作。因此，在这些情况下，我们的工作和家庭，所以我们必须支持的结构和框架，以实际支持员工与他们面临的挑战，并继续面临，丁点是积极的相当迅速和大规模的持续有关的所有事项，做避孕套，实际处理这些挑战的基础上一天一天。 所以，我只是想说明，我们是多么感激公司，以及我们最想谈论的事情，只是想知道我们是如何设法应对这些变化的，以及一夜之间，我们实际上是如何设法适应这些变化的。不过，话虽如此，但这绝不应该是替代品。我们应该始终牢记的是，贷款来源于金钱和冻结。所以，我只想和大家分享这一点。那我就说了。我现在要交给珍妮尔，然后很明显，你可以通过它。非常感谢。

Speaker 2 37:46 Okay, so thank you. Thank you for the presentation and to introduce HR practice, practices, as well as an organization to the students. And now I think we can have, we say, a 10 minute break, and we start and have a
发言人 2 37:46 好的，谢谢。感谢您的演讲，并向学生们介绍了人力资源的实践、做法以及组织。现在，我想我们可以休息 10 分钟，然后开始讨论。

Speaker 3 37:57 purpose. You know, I think because, in particular, I think because the fiscal scope has grown largely through acquisitions. That definition of our culture, that finding our culture has been, I suppose, over the last couple of years, being a big challenge. And I personally, I kind of think of that. It's almost a marriage, you know, where you're busy, you know, two people coming together to find a common way of, you know, coming together, you know. And as a group of companies, we've had to do that. We've had to, you know, come together to find our new culture over the last couple years, I see that probably, probably the biggest, the main one that's going to happen, like, you know, okay,
发言人 3 37:57 目的。你知道，我认为，特别是因为，我认为，因为财政范围的增长主要是通过收购实现的。我想，在过去的几年里，定义我们的文化，寻找我们的文化一直是一个巨大的挑战。我个人也是这么认为的。这几乎是一场婚姻，你知道，你在忙着，你知道，两个人走到一起，寻找一种共同的方式，你知道，走到一起，你知道。作为一个公司集团，我们不得不这样做。在过去的几年里，我们不得不，你知道，走到一起，找到我们的新文化，我认为这可能是，可能是最大的，最主要的，将要发生的事情，就像，你知道，好吧、

Speaker 2 38:28 so are there any challenges, you know, when you try to balance between organizational culture or different, I mean, the national culture, if you operate globally, yeah, I think there's, there's certainly,
Speaker 2 38:28 那么，当你试图在组织文化或不同的国家文化之间取得平衡时，如果你在全球范围内运营，是否会遇到任何挑战？

Speaker 3 38:35 you know, differences culturally, you know, between countries and that, you know, absolutely, you know, I don't think there any financially, fundamental, fundamentally, a major challenge. I think that, I think it's more just a challenge of, you know, how people communicate. Language is obviously a big thing. Our corporate language is English. So, you know, globally, we speak English, which is is easy for obviously, people in the UK or Ireland and America, but for other countries, it can be a challenge. You know, it can be a bit of a challenge, but I wouldn't see it as a near concern, to be honest. Like you know,
发言人 3 38:35 你知道，文化差异，你知道，国与国之间，你知道，绝对，你知道，我不认为有任何财政，根本，从根本上说，一个重大的挑战。我认为，我认为这更多的只是一个挑战，你知道，人们如何沟通。语言显然是个大问题。我们的公司语言是英语。因此，你知道，在全球范围内，我们都说英语，这对于英国、爱尔兰和美国的人来说显然很容易，但对于其他国家的人来说，这可能是一个挑战。你知道，这可能是一个挑战，但老实说，我不认为这是一个近乎担忧的问题。就像你知道的

Speaker 2 39:08 thank you. Any other questions so we talk okay? And the second question here we have is, evaluate employee engagement through the list to employee engagement evaluation. So how do you evaluate employee engagement through some questionnaires, or you have some other tools or method to assess employee engagement. I was gonna take, if I
发言人 2 39:08 谢谢。还有其他问题吗？第二个问题是，通过员工敬业度评估清单来评估员工敬业度。那么，你们是如何通过一些调查问卷来评估员工敬业度的，或者你们有其他一些工具或方法来评估员工敬业度。我想，如果我

Speaker 4 39:26 would take that one, if you want to finish as you've answered one, but if you want to go ahead and all I was gonna say is that I think we have very, very briefly touched on this in the presentation, in the sense that we did have annual employee engagement surveys that we've done by the race at one point of the year, because it's October, we did them last year. Obviously, because of all the pandemic, we didn't get an opportunity to do that. And the company actually did implement several surveys that came into out here, so that we could see more often and more regularly, get some feedback from staff in terms of how they were feeling, what was going on, I think, so that we could quick and react to things that, again, is being hand forward into this year, to 2021 and as Keith just mentioned on the. O'clock, we've got our voice, which is now going to happen to ICU instead. So we're moving away from one annual survey to more frequent full surveys, which will be shorter and which we hope all the employees will participate in, so that we can actually measure
发言人 4 39:26 如果你想在回答完一个问题后继续，我可以接这个问题，但如果你想继续，我想说的是，我认为我们在演讲中已经非常、非常简要地谈到了这一点，因为我们确实有年度员工参与度调查，我们在每年的某个时候都会进行，因为现在是十月份，我们去年也做过。很明显，由于大流行病的影响，我们没有机会做这个调查。实际上，公司在这里进行了几次调查，这样我们就能更经常、更有规律地从员工那里得到一些反馈，了解他们的感受和情况，我认为这样我们就能对一些事情做出快速反应，同样，这些事情将在今年、2021 年继续进行，正如基思刚刚在.O.C.上提到的那样。点钟方向，我们已经有了自己的声音，现在将由 ICU 代替。因此，我们正在从每年一次的调查转向更频繁的全面调查，调查时间会更短，我们希望所有员工都能参与，这样我们就能真正衡量

Speaker 6 40:12 engagement. From that, I have a question. So like we're all most of you are CIPD associated. You've done a lot of you have a lot of understanding about the HR and the practices, and you've been working in this field for almost like 20 years, and experience of 20 years. Do you really think that, you know, the HR practices that we study in theory is is a bit different when you actually applied into practice? Or, you know, I just want to understand really, you know, how relevant is theory when you actually are working in the life scenarios? Do
发言人 6 40:12 参与。由此，我有一个问题。你们大多数人都是 CIPD 的会员。你们做了很多工作，对人力资源和实践有很多了解，你们在这个领域工作了将近 20 年，有 20 年的经验。你真的认为，我们在理论上研究的人力资源实践在实际应用中会有一些不同吗？或者，你知道，我只是想了解，当你真正在生活场景中工作时，理论的相关性到底有多大？是否

Unknown Speaker 40:40 we have any analysis yet? Can you
未知发言人 40:40 我们有任何分析吗？你能

Speaker 4 40:44 Yeah, it is very different. We need a theory to actually put it into practice. And I think in most situations, to be honest, whilst we know the theory and the theory is behind to, I guess, put those activities in place. In reality, it's difficult. I'll be fit together sometimes, so that the theory doesn't really work in practice all the time. I don't think anybody else wants to handle on that. You get
发言人 4 40:44 是的，这是非常不同的。我们需要有理论才能真正付诸实践。老实说，我认为在大多数情况下，虽然我们知道理论，而且理论的背后，我猜，就是要把这些活动落实到位。在现实中，这很困难。我有时会被组合在一起，所以理论在实践中并不总是真的有效。我想没有人愿意处理这个问题。你会得到

Speaker 1 41:05 so many ifs and books, don't you that your content is to take through learning, through text and learning, because they'll only exist within an organization that has its own nuances. If you think it might be straightforward, there's a redundancy for antiSemitism there that's going to you that you learn that you should follow some of the acap, in these cases, acap guidance. But in reality, it's not as simple as it's not as simple as that doesn't mean you have a union, perhaps a union representation that puts another angle into it, that makes it very difficult to follow something. But it's about it's about understanding that textbook first, and then having developed some experience, perhaps, to apply as necessary in a certain situation. It's having that ability to adjust, and I suppose, the wisdom to know where things fit. Following textbook learning, I'm starting to watch anybody else, but I need to sing because
发言人 1 41:05 这么多的如果和书籍，难道你不认为你的内容是通过学习，通过文本和学习，因为他们只会存在于一个组织内，有自己的细微差别。如果你认为它可能是直截了当的，那里有一个反犹太主义的冗余，你要你学习，你应该遵循一些 acap，在这些情况下，acap 指导。但实际上，这并不简单，因为这并不意味着你有一个工会，也许工会代表会从另一个角度来看待这个问题，这使得你很难遵循一些东西。但是，首先要理解教科书的内容，然后积累一些经验，也许在某种情况下可以根据需要加以应用。这是一种调整能力，我想，也是一种知道事物适合的智慧。在课本学习之后，我开始关注其他人，但我需要唱歌，因为

Speaker 3 42:01 someone who's gone through the education system myself, I think, for me, the one thing that the education system, you take away from it is the ability to learn it. You know, I think what you learn is maybe not, maybe not quite as important the ability to learn and its ability to analyze, its ability to point conclusions, ability to critically, to critically look at things with an independent type. And for me, I think that was the one thing. Think that was the one thing I probably would probably walked away with, like, if you asked me now to, you know, go through national theory, or, you know, of course, or whoever, I couldn't tell you, I forgot you completely, you know. But I think it's that ability that I know I could probably turn around fairly quickly and, you know, and, you know, bring that. I would say, I think the one thing that probably is missing from maybe the HR education system is, is a greater understanding of the young condition, you know, the ability to talk to people, the ability to converse with people, the ability to persuade people, and the ability to, you know, people are most complex things to work, you know. So I think you have to be very, you have to a very tough skin, you know, I think in HR, that's maybe not, you know, brought out in theory of things that you've learned in college, communicate and understand people's point of view. And I think that's something that only comes you know well, somewhat notice, but it's something that comes with experience and get a few hard knocks. To be honest, I
Speaker 3 42:01 我是一个经历过教育体系的人，我认为，对我来说，教育体系带给我的是学习能力。你知道，我认为你学到的东西也许并不重要，也许学习能力、分析能力、得出结论的能力、批判性的能力、以独立的方式批判性地看待事物的能力并不那么重要。对我来说，我认为这是唯一的一点。如果你现在让我讲讲国家理论，或者，你知道，当然，或者谁，我无法告诉你，我完全忘了你。但我认为，我有这种能力，我知道我也许可以很快地转过身来，你知道，你知道，把它带过来。我想说的是，我认为人力资源教育系统可能缺少的一点是，对年轻人的状况有更多的了解，你知道，与人交谈的能力，与人交流的能力，说服人的能力，以及你知道，人是工作中最复杂的东西。因此，我认为在人力资源领域，你必须有非常坚强的意志，你知道，这也许不是你在大学里学到的理论知识，也不是沟通和理解他人观点的能力。我认为这一点只有在有了一定的经验和经历之后才会显现出来。说实话，我

Speaker 2 43:13 agree with you, is a kind of education. So we are trying not to listen to the content learn in your textbook or learn in different modules. Is it the ability, as you have mentioned, such as communication, creative thinking. So you can transfer to your workplace even you don't know in the work in practice, but you have the capability you can develop yourself and to learn in practice. So that is the capability. We also try. There's not, there's nothing in
发言人 2 43:13 同意您的观点，这是一种教育。所以，我们要做的不是听课本上的内容，也不是听不同模块的内容。而是你所提到的能力，比如沟通能力、创造性思维能力。因此，即使你在实际工作中并不了解这些能力，你也可以将其运用到工作中，但你有能力发展自己，并在实践中学习。这就是能力。我们也在尝试。我们也在努力。

Speaker 3 43:33 the words, I think you know at the moment where you you know you no longer go to university, you learn a trade, or you learn a professional. That's your education, finish for life. You know. Look at moments. Like at moment, time and climate flow. You know, I you know you have to continue your learning journey throughout your career. You know, even HR, when I was I finished university. 20 years ago, carbon thought, 20 years ago, I finished university. You know, HR is a very different place when I finished university than it is today. You know the thoughts of remote work and the technologies that you know, the possibilities that AI you're bringing to university like
发言人 3 43:33 我想你知道，在你知道你不再上大学，你学习一门手艺，或者你学习一门专业的时候。这就是你的教育，终生完成。你知道的看看时刻。就像在那一刻，时间和气候流动。你知道，在你的职业生涯中，你必须继续你的学习之旅。你知道，即使是人力资源，当我还是我完成了大学学业。20 年前，碳认为，20 年前，我完成了大学学业。要知道，我大学毕业时的人力资源部门和现在已经大不相同了。你知道远程工作的想法和技术，你知道人工智能给大学带来的可能性，比如

Speaker 7 44:09 you know, can I jump in? It's
发言人 7 44:09 你知道，我可以插话吗？这是

Unknown Speaker 44:15 a great question
未知发言人 44:15 一个很好的问题

Unknown Speaker 44:17 in our courses.
未知发言人 44:17 在我们的课程中。

Unknown Speaker 44:20 We we recognize that
44:20 我们认识到

Speaker 7 44:23 the material we're looking at is generally written from a particularly sort of Western HR perspective. So right from the get go, we're saying to people, well, you know, this is written from a particular position. The literature is constructed by people who are working in HR or looking at HR through a particular set of lenses. So like, like you've always said, as well, I think the same, the same point, in the end, to be successful, you have to really be able to analyze and deconstruct the context you actually work in, and any kind of sort of general idea from as well you might start off with has got to be measured up against that reality. So I think that that's. We put a big emphasis in our program over the last three, four years in getting this kind of contact and communication going to talk with practitioners who are actually doing things in particular organizational context, because this is, this is a way to see that there isn't one right answer and there isn't one solution to everything, but it's a question of the people that he says, the people you're working with how good you were understanding them and seeing well, if you remember Maslow, it's all the different things that get you out of bed in the morning. And, you know, trying to get beyond that. So I think if you, if you think about a film like modern times, made nearly 100 years ago by Chaplin, he's very much asking us to think about the human condition in the workplace, we need to get on the other end of things, definitely, to see how the people we're working with are experiencing that. And we need to understand our workplace. But I think what he said, standing back from it, and the other colleagues standing back from it, the ability to stand back and analyze is learning how to learn. That's what it's all about. I think when you're in one workplace, if you say, difficult to see the wood from the trees, you're so involved standing aside and doing some study writing is your chance to sit outside the box. So it was a really good question. Thank you very much. Any more questions coming up?
发言人 7 44:23 我们所看的材料一般都是从西方人力资源的角度来写的。因此，从一开始，我们就对人们说，好吧，你知道，这是从一个特定的立场写的。这些文献是由从事人力资源工作的人或通过特定视角观察人力资源的人撰写的。所以，就像你一直说的那样，我也认为，同样的观点，归根结底，要想取得成功，你必须真正能够分析和解构你实际工作的环境，任何一种从你可能一开始就有的一般想法，都必须根据现实情况来衡量。所以我认为。在过去的三、四年里，我们在项目中非常重视与那些在特定组织环境中实际工作的实践者进行这种接触和交流，因为这是一种方法，可以看到没有一个正确的答案，也没有一个解决一切问题的方法，但这是一个人的问题，他说，你正在与人们一起工作，你对他们的理解有多好，如果你还记得马斯洛，它是所有不同的东西，让你在早上起床。而且，你知道，试图超越这一点。所以我认为，如果你想想卓别林近 100 年前拍摄的《摩登时代》这样一部电影，他在很大程度上要求我们思考人类在工作场所的状况，我们肯定需要站在事物的另一端，看看与我们共事的人是如何经历这些的。我们需要了解我们的工作场所。但我认为，正如他所说的，站在后方，其他同事也站在后方，能够站在后方进行分析，就是学会了如何学习。 这就是它的意义所在。我认为，当你在一个工作场所时，如果你说，很难从树上看到木头，你太投入了，站在一旁做一些研究写作是你跳出框框的机会。所以这是个非常好的问题。非常感谢。接下来还有问题吗？

Speaker 2 46:09 Yes, and there are two questions, I think, related to the impact of the pandemic. So what kind of biggest challenge you think or big is the change to manage the pandemic and also the student outcome? So how do you keep the thought kind of enthusiasm in their work during the
发言人 2 46:09 是的，我认为有两个问题与大流行病的影响有关。你认为最大的挑战或最大的变化是什么？那么，在大流行病期间，你如何保持思想上的热情？

Speaker 5 46:28 pandemic. To be honest with you, it's something that's evolved, and it still continues to evolve, but I think we tried to demonstrate the company was very well set up with the processes that they also already inherited as people adopted globally to actually communicate. So I think the communication is key, and I think also the management in that communication is deeply important. And I think it's getting deeply directed, and that feedback as well. So encouraging that feedback. So we can't help people if people didn't come forward to us and actually say, you know, they're still using this and they've got these problems. So we often do we look at our policies, and I do think it will change how we move forward and how we adapt and adjust to that, because Andrea mentioned in her presentation about the faced with a digital world basically expanding rapidly, and the E commerce strives to that. So businesses have got to be innovative and proactive and making sure that, obviously we've got put things in place, but how can we continue to change that? So, yes, very much. So I think communication is definitely key. And I think doing innovative things and sitting outside the boxes, you know, what? What do people want? How can we make sure we keep that connection going? And, you know, keeping those doors open really down those lines,
发言人 5 46:28 大流行病。老实说，这是一个不断演变的过程，而且仍在继续演变，但我认为我们试图证明，公司已经建立了非常完善的流程，而这些流程也已经随着人们在全球范围内采用实际沟通方式而继承下来。因此，我认为沟通是关键，我认为沟通中的管理也非常重要。我认为，这也是一种深入的指导，也是一种反馈。鼓励反馈。如果人们不主动告诉我们，他们还在使用这个产品，而且还存在这些问题，我们就无法帮助他们。因此，我们经常审视我们的政策，我认为这将改变我们前进的方式，改变我们适应和调整的方式，因为安德烈娅在她的演讲中提到，我们面临的数字世界基本上正在迅速扩张，而电子商务也在努力适应这一点。因此，企业必须要有创新精神，积极主动地确保，很明显，我们已经把事情做好了，但我们如何才能继续改变这种状况呢？所以，是的，非常重要。所以，我认为沟通绝对是关键。我认为，做创新的事情，跳出条条框框，你知道，什么？人们想要什么？我们如何才能确保保持这种联系？而且，你知道的，保持这些门是真正向下敞开的、

Unknown Speaker 47:35 right? For that,
47:35 对吗？为此、

Speaker 1 47:38 another figure out, Heather, did we have support? Just going down to basics. Support people through communication, to support them working from home. So people were offered, you know, the opportunity to have additional equipment to make it easy for them to work. There was lots and lots of communication about health and safety and work environment, and that's ongoing. And it pushed. It pushed well being, as well as additional to the top of the list for our company, and I showed a lot completely well being, well being, well being all over the place now. So it pushed that. But we were always reasonably good at communicating to staff about things like that. But we have got some communication mechanisms. So when the dry, I don't suppose too close to this for me, just
发言人 1 47:38 另一个问题是，希瑟，我们有支持吗？这只是最基本的。通过沟通为人们提供支持，支持他们在家工作。因此，我们向人们提供了，你知道的，添置额外设备的机会，以方便他们工作。在健康、安全和工作环境方面，我们进行了大量的沟通，而且这种沟通还在继续。这也是一种推动。它将健康以及其他方面推到了公司的首要位置，我在很多地方都看到了健康、健康、健康。因此，它推动了这一点。不过，我们一直都很善于与员工沟通类似的事情。但我们有一些沟通机制。所以，当干燥的时候，我不认为对我来说太接近这个，只是

Speaker 5 48:22 for example. Things. I think what is mutual as well is very much looking at the flexible approach. So the flexible working approach, because people, people basically overnight left the offices, and if you came to the office now, it's like, you know, there's enough Exodus, and so, you know, and then people progressively got to change our way of working. Also we've got to and they think that we do things at our projects and prioritize our business, and it may be quiet if the pandemic of a lesson and restricting ease that we lift a more flexible work approach that works for individuals, because, you know, it's driven, it can work. And also you've got to make sure you don't lose those cultural values. And what's important for creativity, you know, that is very much the core of what we've got to remember, is we don't lose that, and people don't feel they're being left out because they're not involved in things. So we take the maintaining and getting the right balance. So I think they've got a lot of work to do in that area, and this is something that is on our radar to do.
发言人 5 48:22 举例说明。事情。我认为，互惠互利也是非常看重灵活方式的。灵活的工作方式，因为人们，人们基本上一夜之间就离开了办公室，如果你现在来到办公室，就会觉得，你知道，出埃及记已经够多了，所以，你知道，然后人们就得逐步改变我们的工作方式。此外，我们必须和他们认为，我们在我们的项目做的事情，优先考虑我们的业务，它可能是安静的，如果一个教训和限制容易，我们解除一个更灵活的工作方法，为个人工作，因为，你知道，它的驱动，它可以工作的大流行。同时，你还要确保你不会失去那些文化价值。对于创造力来说，最重要的是我们不能失去这些价值，人们不能因为没有参与其中而觉得自己被抛弃了。因此，我们要保持和取得适当的平衡。因此，我认为他们在这方面还有很多工作要做，这也是我们要做的事情。

Speaker 1 49:12 I think we were fortunate in actually already operating a matrix system, because so much of what we were doing was already via things like online conversations and online visuals, that when you come to work from heaven, which, which, like ends up, I believe since, like, March or they didn't stop you twice, and I've been able to continue, probably a term different. So I'm just looking at the next question. The future of HR, in terms of relevant HR against artificial intelligence, is that way of AI show me ignorance. And, you know, so I think, yes, it has questions. It has made us rethink and believe somebody else, again, is in place with a few flexible, moving policy. Talk about that, because I'm not, I'm not involved in that anybody. It's to move us away from, do we, do we actually need to all be there all the time? Or is in this working from home? It makes with a little bit more productive
发言人 1 49:12 我认为我们很幸运，实际上已经在运行一个矩阵系统，因为我们所做的很多事情都是通过在线对话和在线视觉等方式来实现的，当你从天堂来到这里工作时，我相信，从三月开始，他们就没有阻止过你两次，而我也一直能够继续下去，可能是一个学期的不同。所以，我只是在看下一个问题。人力资源的未来，在相关的人力资源对人工智能，是人工智能的方式让我看到无知。而且，你知道，所以我认为，是的，它有问题。它让我们重新思考，相信别人，再次，是在有一些灵活的，移动的政策。说到这一点，因为我不是，我没有参与任何人。这是为了让我们远离，我们，我们是否真的需要一直都在那里？还是在家工作？它让我们的工作更有成效

Speaker 5 49:59 so. Yeah, and I think it comes down to the voice. I think having those mechanisms in place so people, all employees, have a voice. We need to understand people's wants and needs, and we've got to take those on board and actually drive them in a positive way that actually meets the objective, basically, the company to achieve its strategic priorities. So I think again, you know, we're constantly evolving, and yes, we've seen the ding benefits of the digital world. Is there any people to probably be you know, there is probably a flexibility requirements, and I think that's something, that's what we need to ask. But I think certainly then there could be a future change in terms of getting
发言人 5 49:59 所以。是的，我认为这归根结底是话语权的问题。我认为，有了这些机制，所有员工就都有了发言权。我们需要了解人们的愿望和需求，我们必须采纳这些意见，并以积极的方式推动他们实现目标，基本上，公司要实现其战略重点。因此，我认为，你知道，我们在不断发展，是的，我们已经看到了数字世界的好处。有没有人可能是你知道的，有可能是一个灵活性的要求，我认为这是东西，这就是我们需要问的。但我认为，未来可能会有一些变化，比如在获取信息方面。

Unknown Speaker 50:31 the wages working.
未知发言人 50:31 工资工作。

Speaker 1 50:34 But I think I wonder if the meaning from the question is, could HR be replaced? I don't. I don't know if somebody else thinks that as well, but that's meaning, and I wouldn't, I wouldn't think so. Knowing how much we do and how much we're involved in and the way our organization works, I can't see that a robot, if I've ever been able to do that, but perhaps I'm not thinking broad enough.
发言人 1 50:34 但我想我不知道这个问题的意思是否是，人力资源部门可以被取代吗？我不知道。我不知道别人是否也这么想，但这就是我的意思，我不会这么想。考虑到我们所做的工作、我们所参与的活动以及我们组织的运作方式，我不认为机器人可以被取代，如果我曾经能够做到这一点的话，但也许我的思维还不够开阔。

Speaker 4 50:56 Maybe AI could work in terms of answering very, very simple, generic questions such as, what is that entitlement to a sick pay, something like that? But I do think if you are going through a process such as indulgency, like you mentioned anzia, I think that's got to have that personal toxic and really, because no matter how many times you do a process like that with experience, you never have the same situation twice, because everybody is so different, everybody reacts differently, different things. You have to cover it. So I think there will always be that human element that is needed to deal with that personally, to do it in the right way, correctly. Yeah,
发言人 4 50:56 也许人工智能可以回答一些非常简单、通用的问题，比如，什么是病假工资之类的？但我确实认为，如果你正在经历一个过程，比如 indulgency，就像你提到的 anzia，我认为这必须有个人的毒性和真正的，因为无论你做多少次这样的过程，你的经验，你永远不会有相同的情况两次，因为每个人都是如此不同，每个人都有不同的反应，不同的事情。你必须覆盖它。所以我认为，要处理好个人问题，以正确的方式、正确的方法去处理，总会需要一些人为因素。是啊、

Speaker 1 51:25 yeah, you're right. I suppose I would possibly put in other policy documents now onto the internet, so that managers can access them themselves, rather than keep coming towards and we we have to. We're down in the administrative duties. So I suppose, in a way, that's kind of moving towards that, but only for three or not to the rest of the workplace that this is piling up. Yeah.
发言人 1 51:25 是的，你说得对。我想我可能会把其他的政策文件放到互联网上，这样管理人员就可以自己查阅，而不用老是来找我们。我们的行政职责很低。所以我想，在某种程度上，这也是一种走向，但只针对三个人，或者不针对工作场所的其他人，这都是堆积如山的。是啊

Speaker 2 51:44 And I think, as you have mentioned it, we can see the kind of the human side of HR, the people sizes, and for the organization, such as you have mentioned, all the communication and to listen or to respond to the employee voice as well flexibility, as Paul has mentioned, you need to adapt it to different contexts or the situation. And so as you don't have the two cases, as Annie has mentioned, exactly the same, but you need to care the kind of value in your contribution. Do you have other questions?
演讲者 2 51:44 我认为，正如你所提到的，我们可以看到人力资源的人性化一面，即人的大小，对于组织而言，如你所提到的，所有的沟通和倾听或回应员工的声音以及灵活性，正如保罗所提到的，你需要适应不同的背景或情况。因此，正如安妮所提到的，两种情况并不完全相同，但你需要关心你所做贡献的价值。你还有其他问题吗？

Unknown Speaker 52:15 Yeah, I've got one,
未知发言人 52:15 是的，我有一个、

Unknown Speaker 52:19 working from home. Lovely, isn't it? Let's see, how
未知发言人 52:19 在家工作。可爱吧？让我们看看

Speaker 7 52:30 does the bachelor system group relate to the whole what should we understand by the term groups? Here are the separate businesses linked by common values and processes and the shared bottom line?
第 7 位发言人 52:30 单身汉系统集团与整体的关系 我们应该如何理解集团一词？这里的独立业务是由共同的价值观、流程和共同的底线联系在一起的吗？

Speaker 3 52:39 Yeah, it's a good question. I suppose when we say group, what we mean is the fiscal group is an overarching Group of Companies. So there is, I would say, a couple of 100 legal entities within that group. So generally, what it means is they'll be brought down by country. So each country will have at least one legal entity that'll have a P and L and will report profits everything else. But each of those companies then is owned by the fiscal group entity that sits in Helsinki in Finland, and they will be the 100% shareholder of each of those local country entities. Okay, from a culture point of view, I suppose, what it means is that we share a common way of work, we share common processes, we share a common purpose, and we share a common communications and a common infrastructure, I suppose, and probably how we work. You know, the only difference, I suppose, is we might work on different brands. Work on different brands in particular. So, for example, in the UK, the core brand is the welfare brand. In Ireland, the core brand is the waterfall crystal brand. In Finland, the core brand is probably the first brand. And so, you know, they might differ from market to market because we so many different brands.
发言人 3 52:39 是的，这是个好问题。我想，当我们说集团时，我们的意思是财政集团是一个总的公司集团。因此，我想说的是，集团内有几百个法律实体。一般来说，这意味着它们将按国家划分。因此，每个国家至少会有一个法律实体，它将有一个 P 和 L，并将报告利润等一切情况。但每家公司都归位于芬兰赫尔辛基的财务集团实体所有，他们将是每个当地国家实体的全资股东。好吧，从文化的角度来看，我想，这意味着我们有共同的工作方式、共同的流程、共同的目标、共同的通信和共同的基础设施，我想，也许还有我们的工作方式。我想，唯一的不同之处在于，我们可能为不同的品牌工作。特别是为不同的品牌工作。例如，在英国，核心品牌是福利品牌。在爱尔兰，核心品牌是瀑布水晶品牌。在芬兰，核心品牌可能是第一品牌。在芬兰，核心品牌可能是 "第一品牌"。因此，你知道，不同的市场可能会有所不同，因为我们有这么多不同的品牌。

Speaker 7 53:36 So some products are related to where they started, as it were, yeah. So you've got the core, kind of the core of that
发言人 7 53:36 因此，有些产品与它们的起点有关，是的。所以，你已经有了核心，那种核心的

Unknown Speaker 53:45 matrix. It's a matrix. Yeah,
未知发言人 53:45 矩阵。这是一个矩阵。是矩阵

Speaker 3 53:47 we have a global matrix. And I think what's probably the most interesting point of it all is, really, it's that journey of how we came to first group, the first course, brand, you know, was started, whatever, 300 years ago. You know, had its own culture. Then there was acquisitions, for example, brand, electrical brands, you know, a lot of brands, and the growth the company trains came to acquisition so that, you know, created, you know, a new world, I suppose, you know, and a new a new marriage, as I said earlier on, you know. So for the last couple of years, I think, you know, we've really had to rediscover what that culture means, you know. And what does it mean that? No, for example, say, the water crystal grant, which is a very American us, you know, focused brand, you know. What does that mean for that group of people who might be working with that brand for 2040, years to there will be a group of other brands, you know, and trying to find our new culture in a new way, in this new world as well, you know? And it's that cultural journey, I think, has been the most interesting and, you know, challenge, I'd say part of that journey as well. It's clear that you
发言人 3 53:47 我们有一个全球矩阵。我认为，这一切最有趣的地方在于，我们是如何走到第一集团、第一课程、第一品牌的，你知道，300 年前就开始了。你知道，它有自己的文化。然后是收购，例如，品牌，电器品牌，你知道，很多品牌，公司火车的增长来自收购，所以，你知道，你知道，创造了一个新的世界，我想，你知道，和一个新的新的婚姻，正如我前面所说的，你知道。因此，在过去的几年里，我认为，你知道的，我们真的不得不重新发现这种文化的含义，你知道的。它意味着什么？比如说，"水晶水 "是一个非常美国化的品牌。这对那些可能在 2040 年与该品牌一起工作的人来说意味着什么？我认为，这种文化之旅也是最有趣、最具挑战性的旅程。很明显，你

Unknown Speaker 54:47 the Helsinki, if that's the center,
未知发言人 54:47 赫尔辛基，如果那是中心的话、

Speaker 7 54:50 has to respect and cherish and nurture the local cultures, as well as putting in place a common set of values the. Course, but it's a massive case of how much control from the center. So my the questions are about that, really, decision making, organization, communication, strategy, what kind of friction those sorts of things must be bubbling up? And it can't all be plain sailing, the struggle to make it work at times. I'm sure. Would you like to talk a little bit more about that?
发言人 7 54:50 必须尊重、珍视和培育当地文化，并建立一套共同的价值观。当然，这是一个中央控制多少的大问题。因此，我的问题是，决策、组织、沟通、战略，这些方面一定会产生什么样的摩擦？不可能都是一帆风顺的，有时要努力使其发挥作用。我想也是。你愿意多谈谈这方面的问题吗？

Speaker 3 55:17 Yeah, absolutely. You know, there's no sense. It's not, you know, play saying, it's, as I said earlier, it's like a marriage, you know, there's also, there's doubts, there's good there's good days, there's bad days. There's anything else, you know. But underneath it all, I think there needs to be, you know, clear communication. If there needs to be understanding, I think there needs to be, you know, patience, that needs to be persistence. And there's a lot of, you know, recipes of success that's needed to make it work, you know. And it is a fundamental change. And I suppose particularly say, you know, the UK or Ireland, you know, we have a very, you know, western view of the world, whereas I think the Nordic countries have a slightly different view of the world. So it's also thrown up, you know, cultural difference in terms of even how you know simple things take up, even how we communicate, or even how you know we how we operate, you know, for example, I think the one big thing for me, you know, personally, coming from probably a more, you know, Western, you know, background in terms of, you know, UK, Irish, American companies, was, you know, I think, you know, there's even just a, I think we appreciate the gray a little bit more. And I think the northern countries are a bit more black and white, you know. So there's those tiny little, you know, cultural differences that are, that are there, but that's the world is today. And a global factor of globalization, you know, where people are used to working with different nationalities. And, you know, you know, you know, with certain people of different nationalities, like, you know. So it's, it's not just, you know, within the corporate world, it's within the world, like, you know,
发言人 3 55:17 是的，当然。你知道，没有意义。这不是，你知道，玩说，这是，就像我之前说的，这就像婚姻，你知道，也有，也有怀疑，也有好日子，也有坏日子。还有其他的，你知道的。但在这一切的背后，我认为需要的是，你知道，清晰的沟通。如果需要理解，我认为需要耐心，需要坚持。还有很多，你知道的，成功的秘诀，都需要让它发挥作用，你知道的。这是一场根本性的变革。我想，尤其是在英国或爱尔兰，我们对世界的看法非常西方化，而我认为北欧国家对世界的看法略有不同。因此，这也带来了文化差异，甚至是简单事情的处理方式，甚至是我们的沟通方式，甚至是我们的运营方式，例如，我认为对我个人来说，来自英国、爱尔兰和美国公司的我可能更具有西方背景，我认为，我认为，我认为，我认为我们更欣赏灰色。而我认为北方国家更倾向于黑白分明。因此，文化差异是存在的，但当今世界就是这样。全球化的一个全球性因素是，人们习惯于与不同国籍的人共事。而且，你知道，你知道，你知道，和某些不同国籍的人一起工作，比如，你知道。因此，这不仅仅是企业内部的问题，也是世界范围内的问题、

Speaker 7 56:27 yeah, thank you. It's very interesting answer. And in terms of organization structure, it's very, it's interesting to, kind of, can see the big picture right at the beginning, down at the bottom, somebody's asking Bridget maybe for everybody, what practical advice will you give to a beginner, HR, practitioner, manager, what is your opinion is most needed for them to succeed? Maybe, like you said, patience and persistence.
发言人 7 56:27 是的，谢谢。这个回答很有意思。有人问布里奇特，也许对于每个人来说，你会给初学者、人力资源从业者、管理者什么实用建议，在你看来，他们成功最需要什么？也许，就像你说的，耐心和坚持。

Speaker 3 56:50 But what else I think, talk to people, learn how to talk to people, learn how to communicate with people. Learn how to understand people, you know, develop a thick skin, you know, don't take things personally. I think, you know, I think there is a deal with academic boards that's not fair. I think, actually, I think there's a few people doing an academic HR, publication that. HR, so this lovely, you know, hrs, luckily, you know, doing interviews, you know, offering jobs. You know, giving free hugs every day, to
第 3 位发言人 56:50 但我认为，还有什么呢？学会理解别人，脸皮要厚，不要针对个人。我认为，你知道，我认为学术委员会有一个不公平的交易。我认为，实际上，我认为有几个人在做学术人力资源，出版。人力资源，所以这个可爱的，你知道，小时，幸运的是，你知道，做面试，你知道，提供工作。你知道，每天给免费的拥抱，以

Unknown Speaker 57:19 people every day, every day, you know. So,
未知发言人 57:19 每天都有很多人，你知道的。所以、

Speaker 3 57:23 you know, I think it's not always the reality. There is an element of the sea of that stuff in it, in the HR world, but I think the reality is that you know, you have to be able to fundamentally, talk to people, and you have to be able to get bad news, and you have to be able to to listen and understand and be able to communicate to people. And at the same time, you know, there's times you know, you said, you know, doing a budget, you'll be looking at, you know, how do we cut money out of this payroll budget for the next year? You know, they're not nice decisions to make, you know, because they're dealing with people's lives and everything else, like, you know. So I personally will say it's two things. It's just, you know, having that ability to communicate and understand people, and it's just developing a bit takes ding and understanding what HR really is, you know.
发言人 3 57:23 你知道，我认为这并不总是现实。在人力资源的世界里，是有海纳百川的成分在里面，但我认为现实是，你要知道，你必须能够从根本上与人交谈，你必须能够得到坏消息，你必须能够倾听和理解，并能够与人沟通。同时，你知道，有些时候，你说，你知道，做预算时，你会考虑，你知道，我们如何从明年的工资预算中削减资金？你知道，这些决定不好做，因为它们关系到人们的生活和其他一切，就像，你知道的。所以我个人认为有两点。就是，你知道，要有沟通和理解他人的能力，而且要发展一点丁点，了解人力资源到底是什么，你知道的。

Speaker 5 58:02 Thank for me, what I would think is just, just to be human, and just people, treat people as you want to be treated, you know, and listen to them, you know, very rapid as a business, you know, you know, treat them in different steps. And I think it's very important and be very transparent. So I think those values are really important, and it's each individual, what the company as well. So as you said, Please, I think
演讲者 5 58:02 对我来说，我的想法就是，做人要有人情味，待人要像你希望别人待你一样，你知道，要倾听他们的心声，你知道，作为一个企业，要非常快速地对待他们，你知道，你知道，要分不同的步骤对待他们。我认为这一点非常重要，而且要非常透明。所以，我认为这些价值观真的很重要，每个人如此，公司也是如此。所以，正如你所说，我认为

Speaker 4 58:23 as well, you need to be adaptable, because things change very often. Goal posts change. You can have a project, and then, you know, there'll be conversations within the business, and people come back and they actually know we've changed now. We're not doing this. We go from x to y. So you got to be adaptable and ding with those decisions. I think you've got to be prepared for almost anything because of those changes. And for ding quickly, you've also got to be able to multitask, because you are dealing with more than one project, definitely at a time. You can be dealing with five or six. You could be dealing with recruitment, one side of the business, every structure at the other. So you've got to have really a lot of different hats that you can interchange and entertain quite frequently. And as Heather said, I think he says putting the right hat on so that you're dealing with the people in the correct way, to treat them with that respect, that that they deserve, in whichever process you want them
发言人 4 58:23 同样，你需要有适应能力，因为事情经常变化。目标也会改变。你可以有一个项目，然后，你知道，企业内部会有对话，人们回来后，他们实际上知道我们现在已经改变了。我们不这样做了。所以，你必须要有适应能力，并做出相应的决定。我认为，由于这些变化，你必须做好几乎任何准备。为了快速完成任务，你还必须能够同时处理多项任务，因为你要处理的项目肯定不止一个。你可能要处理五六个项目。你可以一边处理招聘工作，一边处理其他业务的各种结构。所以，你必须要有很多不同的头衔，可以经常互换和娱乐。正如希瑟所说，我认为他说的是戴上正确的帽子，这样你才能以正确的方式与人打交道，以他们应得的尊重对待他们，无论你希望他们在哪种过程中得到尊重。

Speaker 1 59:08 to make Yeah, I mean, I echo everything. Said that everybody said, I think that you're right, and it's been flexible enough, and it's been able to be to understand or accept ambiguity, because things are not always clear. It depends what level as well you are within an HR function. But you know, if you're talking at the top level that they're going to be, they're going to be engrossed in the strategy of business. But by the time it come down, perhaps to the HR partners or other HR especially, it can be a while, and things, other things can be happening, and you can't understand why. You really have to, well, in our business anyway, you have to be comfortable with ambiguity and thinking, Okay, I'm going with this. I'm doing this, but I'll understand why, at some point, why I need to do this. But yeah, it is about people, and I don't really, but it is all about, as Keith said, listening to people. And one of our values is leading with compassion. And I've got a mission in this, in the head of the moment, because the weird compassion, what does it mean for everybody? But I think. It, the bit that I've got that compassion really means is a piece of advice for somebody going into HR, look it up, and then get underneath what the compassion really
发言人 1 59:08 致辞 是的，我的意思是，我赞同大家的观点。每个人都说了，我觉得你说得很对，而且它已经足够灵活，能够理解或接受模糊性，因为事情并不总是很清楚。这取决于你在人力资源职能部门中处于什么级别。但是你要知道，如果你在最高层讨论，他们会全神贯注于业务战略。但到了人力资源合作伙伴或其他人力资源部门的时候，可能已经过了一段时间，事情可能正在发生，而你却不知道为什么。无论如何，在我们的业务中，你真的必须适应模棱两可的情况，并思考：好吧，我就这样做。我正在这么做，但我会在某些时候明白为什么要这么做。但是，是的，这与人有关，我不太懂，但正如基思所说，这一切都与倾听有关。我们的价值观之一就是以同情心为主导。我有一个使命，在这一刻，在脑海里，因为奇怪的同情，这意味着什么给大家？但我认为我认为，同情的真正含义是给即将进入人力资源部门的人的一个建议，查一查，然后了解同情的真正含义。

Unknown Speaker 1:00:11 means. It
不明发言者 1:00:11 的意思。它

Speaker 1 1:00:13 does, but it's not just about it's not empathy, and it's not feeling sorry for someone. It's understanding them, but then being prepared to foresee whether you need to take action to do something. So it's not because if somebody is suffering and you're just empathetic with is that the right word empathetic witnesses, then you're feeling sorry at the same time. So now you're both suffering, as opposed to being compassionate, and you understand them, but then you can guide them to take action Andrea in relation.
发言人 1 1:00:13 的确如此，但这不仅仅是同情，也不是为某人感到遗憾。而是要理解他们，然后准备好预见你是否需要采取行动做些什么。所以，这不是因为如果有人在受苦，而你只是感同身受，用 "感同身受的见证人 "这个词没错，那么你就会同时感到遗憾。所以，现在你们都在受苦，而不是同情，你理解他们，但你可以引导他们采取行动 Andrea in relation.

Speaker 6 1:00:46 Right now, I just to ask you, how many employee grievance Have you encountered? And it is what I have seen in my previous career that you know, whenever there's some employee grievance, which is light off the HR, most of the times are influenced by the line managers, by what they think, not by what the employee suffering about. So they're like, swayed, kind of swayed by the leadership, by the management team, most of the time addressing the employees concern. I think, I think
Speaker 6 1:00:46 现在，我想问你，你遇到过多少员工申诉？我在以前的职业生涯中看到过，每当有员工申诉时，人力资源部门大多会受到部门经理的影响，受他们想法的影响，而不是受员工痛苦的影响。因此，他们在解决员工的问题时，往往会受到领导层和管理团队的左右。我认为，我认为

Speaker 4 1:01:13 Amy said no grievous disability, because we were kind of, I mean, we were kind of in areas of business. So we each get different, different levels of grievance. So the area I tend to work on a couple and what does coming? Just coming back to your question, you're right, and this is where an HR in our organization will recognize that the support and maybe consensus, the training potential that our managers may need needs to happen, because they can indeed make it very, very difficult. Please, Amy pick out, because obviously you've got some really good experience in this. To be honest, we haven't had a great a great deal for number of relevancies, and they've been very different scenarios. Andrea is right, though, I think managers in our COVID have needed support to go through that process and sometimes to have that human side of it. He says, obviously, listening to that person's agreements with them. What do we do about it? And what? Why does that person raise it in terms of what outcome do they want? And I think you need to understand that really at the beginning of the process, so that you can guide maybe both parties through that to get a happy resolution that works out for both parties as well. It's quite difficult once you answer because, again, these are the things that every situation is different when you come to do agreements, you know, obviously the subject of agreements can be very subjective agreements can be very different. It could be against the manager themselves, or it could be against the colleague, or it could be through a process that they disagree with. It ends up getting, you know, that they feel they've been treated unfairly, or something, I feel like I've gone off track. Now, in answering the question, to be honest, it was about the like the line managers before us, if you like. I think sometimes if the managers can make it in the bud, if you like, through their relationship, because we always do recommend that we agree. Should be done with informally, shouldn't we? And you know, if it was a person had agreements about another person, how do they feel about saying to that person, you've done something that upset me, so please don't do it again, for example. And it is trying to resolve that in an informal way, which obviously the manager is usually aware of something bubbling before we become aware of it. And so I think, I think we do need to ensure that managers have that ability to deal with that. Because some, some managers, I think, forget about the people side of being a manager. They have obviously end of the job to do managing the people is just part of their role. And I think sometimes that can get lost, and it isn't always necessarily the priority. So I think it's bringing managers back sometimes, to realize that that is part of their role, and into getting to see that side on this and again, as we mentioned, it's having that human side. You know, managers should be able to listen to their employees, to understand and it's not just listening to the words that people are telling you. It's picking up on body language. And you know what? What if that person really can you, because what they say, you know, they could be able to undermine things that they perhaps not actually say, but you can read into things. And I think it's trying to understand that once you understand your employees, you can start building that relationship and building on more of a trust thing, so that employees will come to you, and then hopefully you won't actually have formal requiems, because managers will just be able to deal with things with those employees. I don't know if that'll
发言人 4 1:01:13 艾米说，没有严重残疾，因为我们是那种，我的意思是，我们是那种在业务领域。因此，我们每个人都得到不同的，不同程度的冤屈。所以，我倾向于在一对夫妇的工作领域，什么是未来？只是回到你的问题，你是对的，这是在我们组织的人力资源将认识到的支持，也许共识，培训的潜力，我们的经理可能需要发生，因为他们确实可以使它非常，非常困难。请艾米介绍一下，显然你在这方面有非常丰富的经验。老实说，我们在相关性方面并没有太多的经验，而且这些经验都是非常不同的情况。不过，安德里亚说得没错，我认为我们 COVID 的经理们在经历这一过程时需要支持，有时还需要人性化的一面。他说，很明显，要倾听那个人与他们达成的协议。我们该怎么办？怎么做？那个人为什么要提出这个问题，他们想要什么样的结果？我认为，你需要在这个过程的一开始就真正了解这一点，这样你才能引导双方通过这个过程达成一个对双方都有利的解决方案。一旦你回答了这个问题，那就相当困难了，因为，同样的，当你达成协议时，每种情况都是不同的，你知道，很明显，协议的主题可以是非常主观的，协议可以是非常不同的。可能是针对经理本人，也可能是针对同事，还可能是通过他们不同意的程序。最后，他们会觉得自己受到了不公正的待遇，或者觉得自己偏离了轨道。 现在，在回答这个问题时，老实说，如果你愿意的话，这与我们面前的部门经理有关。我认为，有时候，如果管理人员能够通过他们之间的关系把问题解决在萌芽状态，如果你愿意的话，因为我们总是建议我们达成一致意见。应该以非正式的方式解决，不是吗？你知道，如果一个人与另一个人达成了协议，他们会怎么想，比如对那个人说：你做了让我不高兴的事情，所以请不要再这样做了。我们试图以非正式的方式来解决这个问题，很明显，在我们意识到问题之前，管理者通常已经意识到问题的存在。因此，我认为，我认为我们确实需要确保管理人员有能力处理这种情况。因为我认为，有些管理者忘记了作为管理者的人性化一面。显然，管理员工只是他们工作的一部分。我认为有时这一点会被遗忘，而且不一定总是优先考虑。因此，我认为有时要让管理者重新认识到这是他们职责的一部分，并看到这一面，正如我们提到的，要有人性的一面。你知道，管理者应该能够倾听员工的心声，理解他们，而不仅仅是倾听他们对你说的话。而是要捕捉肢体语言。你知道吗？如果那个人真的能听懂你的话，因为他们说的话，你知道，他们可能会破坏一些他们可能没有真正说出来的东西，但你可以读懂一些东西。 我认为这需要了解，一旦你了解了你的员工，你就可以开始建立这种关系，建立更多的信任，这样员工就会来找你，然后希望你实际上不会有正式的要求，因为经理们就可以和这些员工一起处理事情。我不知道这是否会

Unknown Speaker 1:04:02 answer the question,
未知发言人 1:04:02 回答问题、

Speaker 7 1:04:04 but great advice. Lots of great help from you know, from the micro to micro, you guys seem to, seem to have been, been at this week's topic that I've been dealing with in my organization of Behavior class, which has always been all about communication. Is such an essential element to making everything flow. It's not the answer to everything. And you know, one of the things we've been talking about is the need to have that kind of issue, like time for social, very social things, so that the important messages, we seem to spend a lot of time just jumping in with a message in with a message. We're trying to teach through the super platform, which is another version of it, this very little social, eye to eye body language, kind of communication diminishes while we do a
Speaker 7 1:04:04 but great advice.你们提供了很多很好的帮助，从微观到微观，你们似乎，似乎一直在，一直在这个星期的主题，我一直在处理我的组织行为类，这一直是所有关于沟通。沟通是让一切顺畅的基本要素。这不是一切的答案。你知道，我们一直在讨论的问题之一，就是需要有这样的问题，比如社交的时间，非常社交的事情，这样重要的信息，我们似乎花了很多时间，只是在信息中跳跃。我们试图通过超级平台进行教学，这是它的另一个版本，这种很少的社交、眼神对视、肢体语言等交流减少了，而我们做的是一个

Speaker 1 1:04:55 lot of communication. I can just give you an example, but there. Our time and the rest when we've done it badly. And it can cause, it can cause huge problems, anything from isn't something else, communication list that can cause to saying something incorrect or sending something out too soon, that can be brought up to panic about that one. Press the button, and we want to try and get it back. You know, the timings on things, especially like the structure changes, is so vital, and trying to stop leakages before we're ready to go is huge thing that can go really badly wrong. But nobody else agrees. I think, well, this bar, we have a lot of communication channels now, which sometimes is again difficult to handle, but the Communications has improved, and especially as we working globally, it's got to be extent a lot of you just mentally control the whole lobby, and that does fit always well. Everybody agree that there's
发言人 1 1:04:55 很多交流。我可以举个例子，但在那里。我们的时间和休息，当我们做得不好。它可以导致，它可以导致巨大的问题，任何东西，从是不是别的东西，通信列表，可以导致说一些不正确的或发送的东西太快了，可以提出来恐慌的那一个。按下按钮后，我们想试着把它拿回来。要知道，时间安排，尤其是像结构变化这样的事情，是非常重要的，在我们准备好之前就试图阻止泄密，这是会出大错的。但没人同意我认为，好吧，我们现在有很多沟通渠道，这有时又很难处理，但沟通已经得到了改善，尤其是当我们在全球范围内开展工作时，你必须在很大程度上从精神上控制整个大厅，这确实很合适。大家都同意

Speaker 3 1:05:54 an issue and a growth issue as well in terms of over communications. You know, given the number, you know, just given the number of communication platforms we have at the moment, you know, the moment, you know, globally, like, even think your own personal life in terms of social media and everything else, they were so, so bogged down with data and information and things just coming at our heads. Basically, that happened. Maybe Core Messages are often lost. So I think for me, I think a challenge, an increasing challenge, is happening at the moment, is really about getting, getting a message across, you know, across, like, because even think, like, you're actually working in a company format, you've got emails forward, you might have two months, you know, you've got job, or you've got, you know, teams, you've got zoom, you've got Skype, you've got whatever, like, how many active mobile phone, everyone that you, you know, trying to get your attention, you know. So I think there's, there's a big challenge and an increase in terms of trying to filter through all that smug and you know, for companies be able to get core messages across and core information across. Yeah, because
发言人 3 1:05:54 在过度传播方面，这也是一个问题和增长问题。你知道，鉴于我们目前拥有的通信平台的数量，你知道，在全球范围内，就像，甚至想想你自己在社交媒体和其他一切方面的个人生活，它们是如此，如此被数据和信息所淹没，事情就这样向我们袭来。基本上就是这样。也许核心信息经常会丢失。因此，我认为，对我来说，我认为目前面临的一个挑战，一个越来越大的挑战，就是如何获取信息，你知道，就像，因为即使你认为，就像，你实际上是以公司的形式工作，你有电子邮件转发，你可能有两个月，你知道，你有工作，或者你有，你知道，团队，你有变焦，你有 Skype，你有什么，就像，有多少活跃的手机，每个人，你知道，试图引起你的注意，你知道。所以我认为，要想过滤掉所有这些垃圾信息，让公司能够传递核心信息，是一个巨大的挑战，也是一个巨大的增长。是的，因为

Speaker 1 1:06:46 we no longer choose to be communicate, we no longer go into communication, do we? Various years ago, you were switched on if it's got news, and switch it off again a half or six when you're done in justice. Now it has found control, because you like, say, phones doing, ding, ding, ding, unless you consciously step back and say, I am only going to listen to this x times a day. You can't get away from it. And that creates a lot of I think that creates a lot of stress in the workplace and in the place in general, getting a point a little bit. But I do think people, they open the beach, they're on holiday, and what they did, it depends on, ding, ding, ding, ding, ding, put it down and then choose when, choose the communication that they want. I think
发言人 1 1:06:46 我们不再选择沟通，我们不再进入沟通，是吗？许多年前，如果有新闻，你就会打开，当你完成正义的时候，再关掉半个或六个。现在，它已经找到了控制，因为你喜欢，说，电话做，叮，叮，叮，叮，除非你有意识地后退一步，说，我只打算听这个 X 次一天。你无法摆脱它。我认为，这给工作场所和一般场所造成了很大压力，这有点道理。但我确实认为，人们打开海滩，他们在度假，他们做了什么，这取决于，叮，叮，叮，叮，叮，叮，放下它，然后选择时间，选择他们想要的沟通。我认为

Speaker 7 1:07:29 we're all aware communication. There was an example of under communication where somebody gets a little better. Yeah, where somebody gets over communication, when you're just bombarded with stuff not reading at
发言人 7 1:07:29 我们都知道沟通。有一个沟通不足的例子，有人会好一点。是啊，有人得到过度沟通，当你只是轰炸的东西不读在

Speaker 1 1:07:47 all, yeah, communication, it happens to us rather than choosing there is that over
发言人 1 1:07:47 所有的，是的，沟通，它发生在我们身上，而不是选择那里是超过

Speaker 7 1:07:53 communication where, by mistake, you send a message which is supposed
发言人 7 1:07:53 通讯中，你错误地发送了一条本应是

Unknown Speaker 1:07:57 to go, Oh, yeah.
未知发言人 1:07:57 开始，哦，是的。

Speaker 7 1:08:02 So time really go wrong. It's not this, it's not the end of the deal, but it's the way things work. We've got to get information across. We're social people, and if we're going to be effective, it's not just what we're trying to say. But you mentioned who was saying that when we're going to play How are not there? And so on the kind of socio side of communication, brilliant. So challenges you face as HR managers, you've mentioned that really it's work life balance. Work life balance is what you're talking about. Andrea when you
发言人 7 1:08:02 所以时间真的会出错。这不是问题的关键，但事情就是这样。我们必须传递信息。我们是社会人，如果我们要有效地工作，就不仅仅是我们想说什么。但你提到谁说过，当我们去玩的时候，怎么会不在那里？所以，在沟通的社交方面，很精彩。作为人力资源经理，你们面临的挑战是如何平衡工作和生活。工作与生活的平衡就是你所说的。Andrea when you

Speaker 1 1:08:31 say, Yeah, because it never stops. No, a lot managers. But I think, I think interestingly, the Finnish culture, the whole kind of Ding culture, they seem to have a better angle life and others to stop we very often find when they go on holiday, they go on holiday. They have in Finland, they have this big holiday in summer. Always, that's culturally what they do. And we in the UK find that or found that out there, but it's strange. Oh, nice, you know. But that's what they do. And they also make sure that they have lunch time, which which we don't do. We pick a family job. Carry on with you. We've had for that in the UK. And so I think they have got a culture of managing investors. They don't necessarily take their films on holiday, because you will get a message say, I must film this until next day. And basically it can come to her husband in August, when they've all gone holidays for weeks.
发言人 1 1:08:31 说，是的，因为它从未停止过。不，很多管理者都是这样。但我认为，我认为有趣的是，芬兰的文化，整个一种丁文化，他们似乎有一个更好的角度生活和其他人停止，我们经常发现，当他们去度假，他们去度假。在芬兰，他们在夏天有一个大假期。这就是他们的文化。我们在英国发现了这一点，或者说在那里发现了这一点，但这很奇怪。哦，不错，你知道的。但他们就是这么做的。他们还确保自己有午餐时间，而我们没有。我们选的是家庭工作继续吧我们在英国就是这样。所以我认为他们有一种管理投资者的文化。他们不一定会把自己的电影放假，因为你会得到一个消息说，我必须拍这个，直到第二天。八月份的时候，她的丈夫就会收到这样的信息，因为他们都已经放假好几周了。

Unknown Speaker 1:09:20 You should do it as well business. Yeah, we should adopt
未知发言人 1:09:20 你们也应该这样做。是的，我们应该采用

Speaker 1 1:09:23 our policy. Definitely, we should protection is different because of the culture that we come from. Yeah,
发言人 1 1:09:23 我们的政策。当然，由于我们来自不同的文化背景，我们应该提供不同的保护。是啊、

Speaker 7 1:09:29 I was, I worked aboard a lot, so when it came to the summer, it was actually leaving the place of working, coming maybe at the UK, or going to another place completely. And it was a great cut off. And I felt, I felt very refreshed on that, yeah, but since I've been working the UK, it's just being on and on and on and on and on one year, blended to the next one the same time. Yeah, how are we doing? Is there any more questions from the floor? Very nice chat here. Anyway,
Speaker 7 1:09:29 我经常在船上工作，所以到了夏天，实际上就是离开工作的地方，也许去英国，也许完全去另一个地方。这是一个很好的假期。我觉得，这让我神清气爽，是的，但自从我在英国工作以来，我就一直在不停地工作，不停地工作，不停地工作，一年又一年，同一时间，我又要去下一个地方。是的，我们做得怎么样？大家还有什么问题吗？大家聊得很开心。无论如何

Speaker 8 1:09:55 I was just asking, How do they manage, like HR as an. Into your documentation. How do you measure your own
发言人 8 1:09:55 我只是想问，他们是如何管理人力资源部门的。到你的文件中。你们如何衡量自己的

Unknown Speaker 1:10:02 performance? Okay, so there
未知发言人 1:10:02 表演？好吧，那么有

Speaker 4 1:10:04 is actually what's called the HR satisfaction survey, which, again, it comes from how thinking? Well, it's a survey that is sent out to all people managers. So those managers have an opportunity to give feedback on how we are performing in certain areas. So it will be things like, how are we helping them with recruitment? How do they feel about helping them change? There's probably about eight different topics that they can actually feedback on, and they can also comment on where they think we need to improve. And that is done annually, and we get results on that annually. And it has HR as a whole, globally, throughout the company. But then it is also broken down by country level as well. So we can see us as the UK and Irish team. We can see how we are actually performing in terms of the global HR team as well. So that is how it's measured in the company.
发言人 4 1:10:04 事实上，这就是所谓的人力资源满意度调查，同样，它是如何产生的？这是一项发给所有人事经理的调查。因此，这些经理有机会就我们在某些方面的表现提出反馈意见。比如，我们在招聘方面是如何帮助他们的？他们对帮助他们改变有何感想？他们大概可以就八个不同的主题提供反馈，还可以就他们认为我们需要改进的地方发表意见。这项工作每年进行一次，我们每年都会得到结果。人力资源部门作为一个整体，在全公司范围内进行反馈。此外，它还按国家细分。因此，我们可以看到英国和爱尔兰团队的情况。我们还可以看到我们在全球人力资源团队中的实际表现。这就是公司的衡量标准。

Speaker 7 1:10:47 Can I ask a question? Which are you sitting in water? Further? Are you somewhere else? Yeah,
发言人 7 1:10:47 我可以问一个问题吗？你坐在哪个水里？更进一步？你在别的地方吗？你在别的地方吗？

Unknown Speaker 1:10:56 I'm like half Irish.
1:10:56 我有一半爱尔兰血统。

Speaker 7 1:11:00 Yeah. Not that far away from the
发言人 7 1:11:00 是的。离

Unknown Speaker 1:11:05 eastern County. Yeah, next door.
未知发言人 1:11:05 东部郡。对，就在隔壁。

Speaker 7 1:11:08 So it's great. What we have is a very fascinating company. It's really good in a way that the student has meant that we've been able to draw in, not just the crew in in wedge road, but do as well. You know, so close to it. And it seems that going forward, if we were, if we're doing this again, and we got it on the bus and went and to visit the world of Wedgewood, it would be great if we could, if we could find the technology to sort of draw you in as well, and passes the net a bit wider. It's interesting to meet somebody you know, talking about one of the the operations in in Finland or in Denmark or something as well, fascinating. So it's becoming more cross cultural and representative of the company. So yesterday,
发言人 7 1:11:08 所以这很棒。我们有一个非常迷人的公司。从某种程度上说，学生的加入意味着我们能够吸引到更多的人，不仅仅是楔形路的工作人员，还能吸引到更多的人。你知道，如此接近它。看来，今后，如果我们再这样做，我们把它搬上巴士，去参观韦奇伍德的世界，如果我们能找到技术，把你也吸引进来，把网撒得更大一些，那就太好了。在芬兰、丹麦或其他地方遇到一个你认识的人，谈论他们的业务，也是一件非常有趣的事情，令人着迷。因此，它变得越来越具有跨文化性和公司代表性。所以昨天

Speaker 1 1:11:48 didn't we the group? We were saying that yesterday, but because the way the organization's got to know it would be, it would be good to have somebody from the country on
发言人 1 1:11:48 我们不是小组吗？我们昨天也这么说过，但因为本组织了解的情况是，如果能有一个来自国内的人参加会议就好了。

Speaker 7 1:11:57 the call, yeah, and you can blend it, and the technology allows you to blend it, so you can have somebody on a link, they can be seeing what's going on face to face and so on. So those possibilities open up thanks to zoom and such questions we're in not all good, but something limited. Okay, so any other
发言人 7 1:11:57 通话，是的，你可以将其融合，技术允许你将其融合，因此你可以让某人在链接上看到面对面发生的事情，等等。因此，这些可能性的打开要归功于变焦等问题，我们所处的环境并不全是好事，但也是有限的。好的，还有其他问题吗？

Speaker 2 1:12:20 questions? No, I think we can close the session. I want to thank you all again to our colleagues from the physical groups, especially communication with our students. I think it will be very helpful for their assignment as well as for their career development as early HR practitioners to think about how HR practitioners I want to thank you all, and if our students have any questions and when they work on their assignments, so if they send the questions to me, is that okay, if I pass it over to an Heather, and then you can share it with the team to get our students and also have a kind of follow up? Do.
发言人 2 1:12:20 有问题吗？没有，我想我们可以结束会议了。我想再次感谢物理组的各位同事，特别是与我们学生的交流。我想这对他们的作业以及作为早期人力资源从业者的职业发展都会很有帮助，让他们思考人力资源从业者是如何工作的，我想感谢大家，如果我们的学生有任何问题，当他们做作业时，如果他们把问题发给我，可以吗？可以

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转录自 https://otter.ai