如何做好人員的調(diào)動學(xué)習(xí)教案

1、如何做好人員如何做好人員(rnyun)的調(diào)動的調(diào)動第一頁，共20頁。經(jīng)主管部門決定而改變?nèi)藛T的工作崗位職務(wù)、工作單位(dnwi)或隸屬關(guān)系的人事變動。人員人員(rnyun)調(diào)調(diào)配配第1頁/共19頁第二頁，共20頁。n實現(xiàn)組織目標(biāo)n人盡其才n實施人力資源計劃(jhu)n激勵員工n改善組織氣氛人員人員(rnyun)調(diào)調(diào)配配意意 義義第2頁/共19頁第三頁，共20頁。因事設(shè)人用人所長協(xié)商一致照顧差異（性別、年齡、能力、氣質(zhì)(qzh)、興趣等）人員人員(rnyun)調(diào)調(diào)配配原原 則則第3頁/共19頁第四頁，共20頁。工作需要(xyo)調(diào)整優(yōu)化照顧困難落實政策人員人員(rnyun)調(diào)調(diào)配配原原 因因第4

2、頁/共19頁第五頁，共20頁。n 德才兼?zhèn)湓瓌t(yunz)n 機(jī)會均等原則(yunz)n 民主監(jiān)督原則(yunz)n “階梯晉升”與“破格提拔”相結(jié)合n 有計劃替補(bǔ)和晉升原則(yunz)人員人員(rnyun)職職務(wù)升降務(wù)升降原原 則則第5頁/共19頁第六頁，共20頁。第6頁/共19頁第七頁，共20頁。n Resignation/Quit （辭職）（辭職）n Dismissal（解雇（解雇(ji g)）n Layoff（臨時解雇（臨時解雇(ji g)）TURNOVER TURNOVER 人員人員(rnyun)(rnyun)流流動動第7頁/共19頁第八頁，共20頁。裁員裁員(ciyun)風(fēng)暴風(fēng)暴朗

3、訊朗訊通用電氣通用電氣戴姆勒戴姆勒克萊斯勒克萊斯勒摩托羅拉摩托羅拉施樂施樂英特爾英特爾思科思科寶潔寶潔愛立信愛立信DelphiDelphi北電網(wǎng)絡(luò)北電網(wǎng)絡(luò)(wnglu)(wnglu)迪斯尼迪斯尼愛華愛華大宇大宇康柏康柏1.6萬7.5萬（未來(wili)2年）2.6萬（3年內(nèi)）已經(jīng)裁減1.2萬520050005500至80009600330011,50015,0004000(3%)50%65005000第8頁/共19頁第九頁，共20頁。 Turnover Costsl Pre-turnover costsl Separation costsl Vacancy costsl Recruiting

4、and new-hire processing costs第9頁/共19頁第十頁，共20頁。lPre-turnover costs 離職前成本離職前成本lslower work pace 工作效率降低工作效率降低lincreased absenteeism 缺勤增加缺勤增加lSeparation costs 分離成本分離成本lseverance pay 離職工資離職工資lunemployment costs 事業(yè)成本事業(yè)成本llitigation fees 訴訟費(fèi)用訴訟費(fèi)用lVacancy costs 空缺成本空缺成本llost opportunities in sales and servi

5、ce 銷售與服務(wù)機(jī)會的流失銷售與服務(wù)機(jī)會的流失(lish)lovertime pay for employees who pick up the slack 有關(guān)人員的加班有關(guān)人員的加班工資工資lRecruiting and new-hire processing costs 重新雇傭成本重新雇傭成本lthe direct cost of advertisement and promotional materials, referral bonuses, relocation expenses, sign-on bonuses, background checkslthe wages of e

6、mployees who recruit, process paperwork, conduct interviews and tours, give tests, train and conduct orientationlthe wages of support staff who hook up computers and phones, process identification badges Turnover Costs第10頁/共19頁第十一頁，共20頁。Managing the Effects of Layoffs on SurvivorsFACTORS AFFECTING S

7、URVIVORS REACTIONS影響影響(yngxing)幸存者反應(yīng)的因素幸存者反應(yīng)的因素nPerceived Fairness 公平感nChanged Working Conditions 變化(binhu)的工作條件第11頁/共19頁第十二頁，共20頁。Perceived FairnesszIS THE LAYOFF JUSTIFIED?zIS THE LAYOFF CONGRUENT WITH CORPORATE CULTURE?zDID THE ORGANIZATION PROVIDE AMPLE ADVANCED NOTICE?zIN IMPLEMENTING THE LAYOF

8、F, HOW WELL DID THE ORGANIZATION ATTEND TO THE DETAILS?zDID MANAGEMENT PROVIDE A CLEAR AND ADEQUATE EXPLANATION OF THE REASONS FOR THE LAYOFFS?zWERE CUTBACKS SHARED AT HIGHER MANAGERIAL LEVELS?zWHAT DECISION RULE WAS USED TO DETERMINE WHICH EMPLOYEES WOULD BE LAID OFF VERSUS CHOSEN TO REMAIN?zDID TH

9、E ORGANIZATION PROVIDE TANGIBLE CARETAKING SERVICES TO HELP SOFTEN THE BLOW FOR THOSE LAID OFF?zDID THE ORGANIZATION INVOLVE ITS EMPLOYEES IN THE LAYOFF DECISION PROCESS?FACTORS AFFECTING SURVIVORS REACTIONS第12頁/共19頁第十三頁，共20頁。Changed Working ConditionszHOW MUCH SHOULD I WORRY ABOUT THE POSSIBILITY O

10、F FURTHER LAYOFFS?z HOW DOES MY JOB COMPARE TO THE ONE THAT I HAD BEFORE THE LAYOFFS?zWHAT IS MY FUTURE HERE?z WHAT ARE THE REACTIONS OF MY FELLOW SURVIVORS?FACTORS AFFECTING SURVIVORS REACTIONS第13頁/共19頁第十四頁，共20頁。Before the layoff, managers should:nEvaluate the relationship between the layoff and co

11、rporate strategy and culturenProvide ample advanced noticenIdentify key people and solicit their commitment to the new organizationnPrepare Supervisors and managers for the layoffsManaging the Effects of Layoffs on Survivors第14頁/共19頁第十五頁，共20頁。During the layoff, managers should:Give full informationP

12、rovide assistance to those laid off, including severance pay and outplacement counselingTreat victims and survivors with dignity and respectUse ceremony to facilitate the transitionManaging the Effects of Layoffs on Survivors第15頁/共19頁第十六頁，共20頁。After the layoff, managers should:Solicit employee input

13、Do away with unnecessary work Enrich jobs as much as possibleMake sure that survivors recognize new opportunities Have survivors work at achievable goals and tasks.Publicize the rewards provided to survivors for the new behavior you wish to encourage.Make new career paths explicit.Managing the Effec

14、ts of Layoffs on Survivors第16頁/共19頁第十七頁，共20頁。Termination InterviewlPlan the interview carefully.K Schedule the meeting on a day early in the weekK Make sure the employee keeps the appointment time.K Never inform an employee over the phone.K Allow ten minutes as sufficient time for notification in th

15、e interview.K Avoid Fridays, preholidays, and vacation times when possible.K Use a neutral site, never your own office.K Have employee agreements, human resources file, and release announcement ( internal and external) prepared in advance.K Be available at a time after notification after the intervi

16、ew in case questions or problems arise.K Have phone numbers ready for medical or security emergencies.lGet to the point.lDescribe the situation.lListen.lCarefully review all elements of the severance package.lIdentify the next step.第17頁/共19頁第十八頁，共20頁。vIf you were a consultant to the company what could you tell me about it?v What did you like mos