如何做好人员的调动学习教案

1、如何做好人员如何做好人员(rnyun)的调动的调动第一页，共20页。经主管部门决定而改变人员的工作岗位职务、工作单位(dnwi)或隶属关系的人事变动。人员人员(rnyun)调调配配第1页/共19页第二页，共20页。n实现组织目标n人尽其才n实施人力资源计划(jhu)n激励员工n改善组织气氛人员人员(rnyun)调调配配意意 义义第2页/共19页第三页，共20页。因事设人用人所长协商一致照顾差异（性别、年龄、能力、气质(qzh)、兴趣等）人员人员(rnyun)调调配配原原 则则第3页/共19页第四页，共20页。工作需要(xyo)调整优化照顾困难落实政策人员人员(rnyun)调调配配原原 因因第4

2、页/共19页第五页，共20页。n 德才兼备原则(yunz)n 机会均等原则(yunz)n 民主监督原则(yunz)n “阶梯晋升”与“破格提拔”相结合n 有计划替补和晋升原则(yunz)人员人员(rnyun)职职务升降务升降原原 则则第5页/共19页第六页，共20页。第6页/共19页第七页，共20页。n Resignation/Quit （辞职）（辞职）n Dismissal（解雇（解雇(ji g)）n Layoff（临时解雇（临时解雇(ji g)）TURNOVER TURNOVER 人员人员(rnyun)(rnyun)流流动动第7页/共19页第八页，共20页。裁员裁员(ciyun)风暴风暴朗

3、讯朗讯通用电气通用电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(wnglu)(wnglu)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(wili)2年）2.6万（3年内）已经裁减1.2万520050005500至80009600330011,50015,0004000(3%)50%65005000第8页/共19页第九页，共20页。 Turnover Costsl Pre-turnover costsl Separation costsl Vacancy costsl Recruiting

4、and new-hire processing costs第9页/共19页第十页，共20页。lPre-turnover costs 离职前成本离职前成本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 分离成本分离成本lseverance pay 离职工资离职工资lunemployment costs 事业成本事业成本llitigation fees 诉讼费用诉讼费用lVacancy costs 空缺成本空缺成本llost opportunities in sales and servi

5、ce 销售与服务机会的流失销售与服务机会的流失(lish)lovertime pay for employees who pick up the slack 有关人员的加班有关人员的加班工资工资lRecruiting and new-hire processing costs 重新雇佣成本重新雇佣成本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页/共19页第十一页，共20页。Managing the Effects of Layoffs on SurvivorsFACTORS AFFECTING S

7、URVIVORS REACTIONS影响影响(yngxing)幸存者反应的因素幸存者反应的因素nPerceived Fairness 公平感nChanged Working Conditions 变化(binhu)的工作条件第11页/共19页第十二页，共20页。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页/共19页第十三页，共20页。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页/共19页第十四页，共20页。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页/共19页第十五页，共20页。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页/共19页第十六页，共20页。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页/共19页第十七页，共20页。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页/共19页第十八页，共20页。vIf you were a consultant to the company what could you tell me about it?v What did you like mos