企业人员的调动与流动.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,FACTORSAFFECTINGSURVIVORSREACTIONS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?,FACTORSAFFECTINGSURVIVORSREACTIONS,ChangedWorkingConditions,HOWMUCHSHOULDIWORRYABOUTTHEPOSSIBILITYOFFURTHERLAYOFFS?HOWDOESMYJOBCOMPARETOTHEONETHATIHADBEFORETHELAYOFFS?WHATISMYFUTUREHERE?WHATARETHEREACTIONSOFMYFELLOWSURVIVORS?,FACTORSAFFECTINGSURVIVORSREACTIONS,Beforethelayoff,managersshould:,EvaluatetherelationshipbetweenthelayoffandcorporatestrategyandcultureProvideampleadvancednoticeIdentifykeypeopleandsolicittheircommitmenttotheneworganizationPrepareSupervisorsandmanagersforthelayoffs,ManagingtheEffectsofLayoffsonSurvivors,Duringthelayoff,managersshould:,GivefullinformationProvideassistancetothoselaidoff,includingseverancepayandoutplacementcounselingTreatvictimsandsurvivorswithdignityandrespectUseceremonytofacilitatethetransition,ManagingtheEffectsofLayoffsonSurvivors,Afterthelayoff,managersshould:,SolicitemployeeinputDoawaywithunnecessaryworkEnrichjobsasmuchaspossibleMakesurethatsurvivorsrecognizenewopportunitiesHavesurvivorsworkatachievablegoalsandtasks.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.,Ifyouwereaconsultanttothecompanywhatcouldyoutell