人力资源的调动与流动.ppt

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 65005000 TurnoverCosts Pre turnovercostsSeparationcostsVacancycostsRecruitingandnew hireprocessingcosts Pre 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销售与服务机会的流失overtimepayforemployeeswhopickuptheslack有关人员的加班工资Recruitingandnew hireprocessingcosts重新雇佣成本thedirectcostofadvertisementandpromotionalmaterials referralbonuses relocationexpenses sign onbonuses backgroundchecksthewagesofemployeeswhorecruit processpaperwork conductinterviewsandtours givetests trainandconductorientationthewagesofsupportstaffwhohookupcomputersandphones processidentificationbadges TurnoverCosts ManagingtheEffectsofLayoffsonSurvivors FACTORSAFFECTINGSURVIVORS REACTIONS影响幸存者反应的因素 PerceivedFairness公平感ChangedWorkingConditions变化的工作条件 PerceivedFairness ISTHELAYOFFJUSTIFIED ISTHELAYOFFCONGRUENTWITHCORPORATECULTURE DIDTHEORGANIZATIONPROVIDEAMPLEADVANCEDNOTICE INIMPLEMENTINGTHELAYOFF HOWWELLDIDTHEORGANIZATIONATTENDTOTHEDETAILS DIDMANAGEMENTPROVIDEACLEARANDADEQUATEEXPLANATIONOFTHEREASONSFORTHELAYOFFS WERECUTBACKSSHAREDATHIGHERMANAGERIALLEVELS WHATDECISIONRULEWASUSEDTODETERMINEWHICHEMPLOYEESWOULDBELAIDOFFVERSUSCHOSENTOREMAIN DIDTHEORGANIZATIONPROVIDETANGIBLECARETAKINGSERVICESTOHELPSOFTENTHEBLOWFORTHOSELAIDOFF DIDTHEORGANIZATIONINVOLVEITSEMPLOYEESINTHELAYOFFDECISIONPROCESS FACTORSAFFECTINGSURVIVORS REACTIONS ChangedWorkingConditions HOWMUCHSHOULDIWORRYABOUTTHEPOSSIBILITYOFFURTHERLAYOFFS HOWDOESMYJOBCOMPARETOTHEONETHATIHADBEFORETHELAYOFFS WHATISMYFUTUREHERE WHATARETHEREACTIONSOFMYFELLOWSURVIVORS FACTORSAFFECTINGSURVIVORS REACTIONS Beforethelayoff managersshould EvaluatetherelationshipbetweenthelayoffandcorporatestrategyandcultureProvideampleadvancednoticeIdentifykeypeopleandsolicittheircommitmenttotheneworganizationPrepareSupervisorsandmanagersforthelayoffs ManagingtheEffectsofLayoffsonSurvivors Duringthelayoff managersshould GivefullinformationProvideassistancetothoselaidoff includingseverancepayandoutplacementcounselingTreatvictimsandsurvivorswithdignityandrespectUseceremonytofacilitatethetransition ManagingtheEffectsofLayoffsonSurvivors Afterthelayoff managersshould SolicitemployeeinputDoawaywithunnecessaryworkEnrichjobsasmuchaspossibleMakesurethatsurvivorsrecognizenewopportunitiesHavesurvivorsworkat achievable goalsandtasks Publicizetherewardsprovidedtosurvivorsforthenewbehavioryouwishtoencourage Makenewcareerpathsexplicit ManagingtheEffectsofLayoffsonSurvivors TerminationInterview Plantheinterviewcarefully SchedulethemeetingonadayearlyintheweekMakesuretheemployeekeepstheappointmenttime Neverinformanemployeeoverthephone Allowtenminutesassufficienttimefornotificationintheinterview AvoidFridays preholidays andvacationtimeswhenpossible Useaneutralsite neveryourownoffice Haveemployeeagreements humanresourcesfile andreleaseannouncement internalandexternal preparedinadvance Beavailableatatimeafternotificationaftertheinterviewincasequestionsorproblemsarise Havephonenumbersreadyformedicalorsecurityemergencies Gettothepoint Describethesituation Listen Carefullyreviewallelementsoftheseverancepackage Identifythenextstep Ifyouwereaconsultanttothecompanywhatcouldyout