人力资源的调配与流动

人力资源的调配与流动经主管部门决定而改变人员的工作岗位职务、工作单位或隶属关系的人事变动。人员调配实现组织目标人尽其才实施人力资源计划激励员工改善组织气氛人员调配意义因事设人用人所长协商一致照顾差异（性别、年龄、能力、气质、兴趣等）人员调配原则工作需要调整优化照顾困难落实政策人员调配原因德才兼备原则机会均等原则民主监督原则“阶梯晋升”与“破格提拔”相结合有计划替补和晋升原则人员职务升降原则人员流动Resignation/Quit（辞职）Dismissal（解雇）Layoff（临时解雇）TURNOVER人员流动裁员风暴朗讯通用电气戴姆勒·克莱斯勒摩托罗拉施乐英特尔思科宝洁爱立信Delphi北电网络迪斯尼爱华大宇康柏1.6万7.5万（未来2年）2.6万（3年内）已经裁减1.2万520050005500至80009600330011,50015,0004000(3%)50%65005000TurnoverCostsPre-turnovercostsSeparationcostsVacancycostsRecruitingandnew-hireprocessingcostsPre-turnovercosts离职前成本slowerworkpace工作效率降低increasedabsenteeism缺勤增加Separationcosts分离成本severancepay离职工资unemploymentcosts事业成本litigationfees诉讼费用Vacancycosts空缺成本lostopportunitiesinsalesandservice销售与服务机会的的流失overtimepayforemployeeswhopickuptheslack有关人员的加班工工资Recruitingandnew-hireprocessingcosts重新雇佣成本thedirectcostofadvertisementandpromotionalmaterials,referralbonuses,relocationexpenses,sign-onbonuses,backgroundchecksthewagesofemployeeswhorecruit,processpaperwork,conductinterviewsandtours,givetests,trainandconductorientationthewagesofsupportstaffwhohookupcomputersandphones,processidentificationbadgesTurnoverCostsManagingtheEffectsofLayoffsonSurvivorsFACTORSAFFECTINGSURVIVORS'REACTIONS影响幸存者反应的的因素PerceivedFairness公平感ChangedWorkingConditions变化的工作条件PerceivedFairnessISTHELAYOFFJUSTIFIED?ISTHELAYOFFCONGRUENTWITHCORPORATECULTURE?DIDTHEORGANIZATIONPROVIDEAMPLEADVANCEDNOTICE?INIMPLEMENTINGTHELAYOFF,HOWWELLDIDTHEORGANIZATIONATTENDTOTHEDETAILS?DIDMANAGEMENTPROVIDEACLEARANDADEQUATEEXPLANATIONOFTHEREASONSFORTHELAYOFFS?WERECUTBACKSSHAREDATHIGHERMANAGERIALLEVELS?WHATDECISIONRULEWASUSEDTODETERMINEWHICHEMPLOYEESWOULDBELAIDOFFVERSUSCHOSENTOREMAIN?DIDTHEORGANIZATIONPROVIDETANGIBLECARETAKINGSERVICESTOHELPSOFTENTHEBLOWFORTHOSELAIDOFF?DIDTHEORGANIZATIONINVOLVEITSEMPLOYEESINTHELAYOFFDECISIONPROCESS?FACTORSAFFECTINGSURVIVORS'REACTIONSChangedWorkingConditionsHOWMUCHSHOULDIWORRYABOUTTHEPOSSIBILITYOFFURTHERLAYOFFS?HOWDOESMYJOBCOMPARETOTHEONETHATIHADBEFORETHELAYOFFS?WHATISMYFUTUREHERE?WHATARETHEREACTIONSOFMYFELLOWSURVIVORS?FACTORSAFFECTINGSURVIVORS'REACTIONSBeforethelayoff,managersshould:EvaluatetherelationshipbetweenthelayoffandcorporatestrategyandcultureProvideampleadvancednoticeIdentifykeypeopleandsolicittheircommitmenttotheneworganizationPrepareSupervisorsandmanagersforthelayoffsManagingtheEffectsofLayoffsonSurvivorsDuringthelayoff,managersshould:GivefullinformationProvideassistancetothoselaidoff,includingseverancepayandoutplacementcounselingTreatvictimsandsurvivorswithdignityandrespectUseceremonytofacilitatethetransitionManagingtheEffectsofLayoffsonSurvivorsAfterthelayoff,managersshould:SolicitemployeeinputDoawaywithunnecessaryworkEnrichjobsasmuchaspossibleMakesurethatsurvivorsrecognizenewopportunitiesHavesurvivorsworkat"achievable"goalsandtasks.Publicizetherewardsprovidedtosurvivorsforthenewbehavioryouwishtoencourage.Makenewcareerpathsexplicit.ManagingtheEffectsofLayoffsonSurvivorsTerminationInterviewPlantheinterviewcarefully.SchedulethemeetingonadayearlyintheweekMakesuretheemployeekeepstheappointmenttime.Neverinformanemployeeoverthephone.Allowtenminutesassufficienttimefornotificationintheinterview.AvoidFridays,preholidays,andvacationtimeswhenpossible.Useaneutralsite,neveryourownoffice.Haveemployeeagreements,humanresourcesfile,andreleaseannouncement(internalandexternal)preparedinadvance.Beavailableatatimeafternotificationaftertheinterviewincasequestionsorproblemsarise.Havephonenumbersreadyformedicalorsecurityemergencies.Gettothepoint.Describethesituation.Listen.Carefullyreviewallelementsoftheseverancepackage.Identifythenextstep.Ifyouwereaconsultanttothecompanywhatcouldyoutellme