人力資源的調(diào)配和流動(dòng)ppt課件

1、：t./ ；:；2經(jīng)主管部門決議而改動(dòng)人員的任務(wù)崗位職務(wù)、任務(wù)單位或隸屬關(guān)系的人事變動(dòng)。人員調(diào)配人員調(diào)配n實(shí)現(xiàn)組織目的n人盡其才n實(shí)施人力資源方案n鼓勵(lì)員工n改善組織氣氛人員調(diào)配人員調(diào)配意意 義義因事設(shè)人用人所長(zhǎng)協(xié)商一致照顧差別性別、年齡、才干、氣質(zhì)、興趣等人員調(diào)配人員調(diào)配原原 那么那么 任務(wù)需求 調(diào)整優(yōu)化 照顧困難 落實(shí)政策人員調(diào)配人員調(diào)配原原 因因n德才兼?zhèn)湓敲磏時(shí)機(jī)均等原那么n民主監(jiān)視原那么n“階梯提升與“破格提拔相結(jié)合n有方案替補(bǔ)和提升原那么人員職務(wù)升降人員職務(wù)升降原原 那么那么nResignation/Quit 辭職辭職nDismissal解雇解雇nLayoff暫時(shí)解雇暫時(shí)解雇朗訊

2、朗訊通用電氣通用電氣戴姆勒戴姆勒克萊斯勒克萊斯勒摩托羅拉摩托羅拉施樂施樂英特爾英特爾思科思科寶潔寶潔愛立信愛立信DelphiDelphi北電網(wǎng)絡(luò)北電網(wǎng)絡(luò)迪斯尼迪斯尼愛華愛華大宇大宇康柏康柏1.6萬7.5萬未來2年2.6萬3年內(nèi)曾經(jīng)裁減1.2萬520050005500至80009600330011,50015,0004000(3%)50%65005000lPre-turnover costslSeparation costslVacancy costslRecruiting and new-hire processing costslPre-turnover costs 離任前本錢離任前本錢ls

3、lower work pace 任務(wù)效率降低任務(wù)效率降低lincreased absenteeism 缺勤添加缺勤添加lSeparation costs 分別本錢分別本錢lseverance pay 離任工資離任工資lunemployment costs 事業(yè)本錢事業(yè)本錢llitigation fees 訴訟費(fèi)用訴訟費(fèi)用lVacancy costs 空缺本錢空缺本錢llost opportunities in sales and service 銷售與效力時(shí)機(jī)的流失銷售與效力時(shí)機(jī)的流失lovertime pay for employees who pick up the slack 有關(guān)人員的

4、加班工有關(guān)人員的加班工資資lRecruiting and new-hire processing costs 重新雇傭本錢重新雇傭本錢lthe direct cost of advertisement and promotional materials, referral bonuses, relocation expenses, sign-on bonuses, background checkslthe wages of employees who recruit, process paperwork, conduct interviews and tours, give tests, t

5、rain and conduct orientationlthe wages of support staff who hook up computers and phones, process identification badgesFACTORS AFFECTING SURVIVORS REACTIONS影響幸存者反響的要素影響幸存者反響的要素nPerceived Fairness 公平感nChanged Working Conditions 變化的任務(wù)條件Perceived Fairnessz IS THE LAYOFF JUSTIFIED?z IS THE LAYOFF CONGRU

6、ENT 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 AND ADEQUATE EXPLANATION OF THE REASONS FOR THE LAYOFFS?z WERE CUTBACKS SHARED AT HIGHER MANAGERIAL LEVEL

7、S?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 THOSE LAID OFF?z DID THE ORGANIZATION INVOLVE ITS EMPLOYEES IN THE LAYOFF DECISION PROCESS?Changed Working Co

8、nditionsz 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 FUTURE HERE?z WHAT ARE THE REACTIONS OF MY FELLOW SURVIVORS?Before the layoff, managers should:n Evaluate the relationship between the layoff and

9、 corporate strategy and culturen Provide ample advanced noticen Identify key people and solicit their commitment to the new organizationn Prepare Supervisors and managers for the layoffsDuring the layoff, managers should: Give full information Provide assistance to those laid off, including severanc

10、e pay and outplacement counseling Treat victims and survivors with dignity and respect Use ceremony to facilitate the transitionAfter 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

11、 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.l Plan the interview carefully.l Schedule the meeting on a day early in the weekl Make sure the employee keeps the appointment ti

12、me.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 resources file, and release announcement

13、( 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