017人力资源的调配和流动ppt课件

1、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。人员调配人员调配n实现组织目标n人尽其才n实施人力资源计划n激励员工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异性别、年龄、才干、气质、兴趣等）人员调配人员调配原原 那么那么 工作需要 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德才兼备原则n机会均等原则n民主监督原则n“阶梯晋升与“破格提拔相结合n有计划替补和晋升原则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临时解雇）临时解雇）TURNOV

2、ER TURNOVER 人员流动人员流动裁员风暴裁员风暴朗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）已经裁减1.2万520050005500至80009600330011,50015,0004000(3%)50%65005000 Turnover CostslPre-turnover costslSeparation costslVacancy costslRecruiting and new-hire p

3、rocessing costslPre-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 service 销售与服务机会的流失销售与服务机会的流失lovertim

4、e pay for employees who pick up the slack 有关人员的加班工有关人员的加班工资资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 employees who recruit, process paperwo

5、rk, conduct interviews and tours, give tests, train and conduct orientationlthe wages of support staff who hook up computers and phones, process identification badges Turnover CostsManaging the Effects of Layoffs on SurvivorsFACTORS AFFECTING SURVIVORS REACTIONS影响幸存者反应的因素影响幸存者反应的因素nPerceived Fairnes

6、s 公平感nChanged Working Conditions 变化的工作条件Perceived Fairnessz IS THE LAYOFF JUSTIFIED?z IS THE LAYOFF CONGRUENT WITH 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

7、 AND ADEQUATE EXPLANATION OF THE REASONS FOR THE LAYOFFS?z WERE CUTBACKS SHARED AT HIGHER MANAGERIAL LEVELS?z WHAT 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 THO

8、SE LAID OFF?z DID THE ORGANIZATION INVOLVE ITS EMPLOYEES IN THE LAYOFF DECISION PROCESS?FACTORS AFFECTING SURVIVORS REACTIONSChanged Working Conditionsz 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 FU

9、TURE HERE?z WHAT ARE THE REACTIONS OF MY FELLOW SURVIVORS?FACTORS AFFECTING SURVIVORS REACTIONSBefore the layoff, managers should:n Evaluate the relationship between the layoff and corporate strategy and culturen Provide ample advanced noticen Identify key people and solicit their commitment to the

10、new organizationn Prepare Supervisors and managers for the layoffsManaging the Effects of Layoffs on SurvivorsDuring the layoff, managers should: Give full information Provide assistance to those laid off, including severance pay and outplacement counseling Treat victims and survivors with dignity a

11、nd respect Use ceremony to facilitate the transitionManaging the Effects of Layoffs on SurvivorsAfter 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 survivors work at achievab

12、le goals and tasks. Publicize the rewards provided to survivors for the new behavior you wish to encourage. Make new career paths explicit.Managing the Effects of Layoffs on SurvivorsTermination Interviewl Plan the interview carefully.l Schedule the meeting on a day early in the weekl Make sure the

13、employee keeps the appointment time.l Never 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 resource

14、s file, and release announcement ( internal 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 abo