人力资源调配流动ppt课件

1、经主管部门决议而改动人员的任务岗位职务、任务单位或隶属关系的人事变动。人员调配人员调配n实现组织目的n人尽其才n实施人力资源方案n鼓励员工n改善组织气氛人员调配人员调配意意 义义因事设人用人所长协商一致照顾差别性别、年龄、才干、气质、兴趣等人员调配人员调配原原 那么那么 任务需求 调整优化 照顾困难 落实政策人员调配人员调配原原 因因n德才兼备原那么n时机均等原那么n民主监视原那么n“阶梯提升与“破格提拔相结合n有方案替补和提升原那么人员职务升降人员职务升降原原 那么那么nResignation/Quit 辞职辞职nDismissal解雇解雇nLayoff暂时解雇暂时解雇朗讯朗讯通用电气通用电

2、气戴姆勒戴姆勒克莱斯勒克莱斯勒摩托罗拉摩托罗拉施乐施乐英特尔英特尔思科思科宝洁宝洁爱立信爱立信DelphiDelphi北电网络北电网络迪斯尼迪斯尼爱华爱华大宇大宇康柏康柏1.6万7.5万未来2年2.6万3年内曾经裁减1.2万520050005500至80009600330011,50015,0004000(3%)50%65005000lPre-turnover costslSeparation costslVacancy costslRecruiting and new-hire processing costslPre-turnover costs 离任前本钱离任前本钱lslower wor

3、k pace 任务效率降低任务效率降低lincreased absenteeism 缺勤添加缺勤添加lSeparation costs 分别本钱分别本钱lseverance pay 离任工资离任工资lunemployment costs 事业本钱事业本钱llitigation fees 诉讼费用诉讼费用lVacancy costs 空缺本钱空缺本钱llost opportunities in sales and service 销售与效力时机的流失销售与效力时机的流失lovertime pay for employees who pick up the slack 有关人员的加班工有关人员的加

4、班工资资lRecruiting and new-hire processing costs 重新雇佣本钱重新雇佣本钱lthe direct cost of advertisement and promotional materials, referral bonuses, relocation expenses, sign-on bonuses, background checkslthe wages of employees who recruit, process paperwork, conduct interviews and tours, give tests, train and

5、conduct orientationlthe wages of support staff who hook up computers and phones, process identification badgesFACTORS AFFECTING SURVIVORS REACTIONS影响幸存者反响的要素影响幸存者反响的要素nPerceived Fairness 公平感nChanged Working Conditions 变化的任务条件Perceived Fairnessz IS THE LAYOFF JUSTIFIED?z IS THE LAYOFF CONGRUENT WITH

6、CORPORATE CULTURE?z DID THE ORGANIZATION PROVIDE AMPLE ADVANCED NOTICE?z IN IMPLEMENTING THE LAYOFF, HOW WELL DID THE ORGANIZATION ATTEND TO THE DETAILS?z DID MANAGEMENT PROVIDE A CLEAR AND ADEQUATE EXPLANATION OF THE REASONS FOR THE LAYOFFS?z WERE CUTBACKS SHARED AT HIGHER MANAGERIAL LEVELS?z WHAT

7、DECISION RULE WAS USED TO DETERMINE WHICH EMPLOYEES WOULD BE LAID OFF VERSUS CHOSEN TO REMAIN?z DID THE ORGANIZATION PROVIDE TANGIBLE CARETAKING SERVICES TO HELP SOFTEN THE BLOW FOR THOSE LAID OFF?z DID THE ORGANIZATION INVOLVE ITS EMPLOYEES IN THE LAYOFF DECISION PROCESS?Changed Working Conditionsz

8、 HOW MUCH SHOULD I WORRY ABOUT THE POSSIBILITY OF FURTHER LAYOFFS?z HOW DOES MY JOB COMPARE TO THE ONE THAT I HAD BEFORE THE LAYOFFS?z WHAT IS MY FUTURE HERE?z WHAT ARE THE REACTIONS OF MY FELLOW SURVIVORS?Before the layoff, managers should:n Evaluate the relationship between the layoff and corporat

9、e strategy and culturen Provide ample advanced noticen Identify key people and solicit their commitment to the new organizationn Prepare Supervisors and managers for the layoffsDuring the layoff, managers should: Give full information Provide assistance to those laid off, including severance pay and

10、 outplacement counseling Treat victims and survivors with dignity and respect Use ceremony to facilitate the transitionAfter the layoff, managers should: Solicit employee input Do away with unnecessary work Enrich jobs as much as possible Make sure that survivors recognize new opportunities Have sur

11、vivors 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.l Plan the interview carefully.l Schedule the meeting on a day early in the weekl Make sure the employee keeps the appointment time.l Neve

12、r inform an employee over the phone.l Allow ten minutes as sufficient time for notification in the interview.l Avoid Fridays, preholidays, and vacation times when possible.l Use a neutral site, never your own office.l Have employee agreements, human resources file, and release announcement ( interna

13、l and external) prepared in advance.l Be available at a time after notification after the interview in case questions or problems arise.l Have phone numbers ready for medical or security emergencies.l Get to the point.l Describe the situation.l Listen.l Carefully review all elements of the severance package.l Identify the next step.v If you were a consultant to the company what could you tell me