人力資源的調(diào)配與流動

1、經(jīng)主管部門決定而改變?nèi)藛T的工作崗位職務、工作單位或隸屬關系的人事變動。人員調(diào)配人員調(diào)配n實現(xiàn)組織目標n人盡其才n實施人力資源計劃n激勵員工n改善組織氣氛人員調(diào)配人員調(diào)配意意 義義因事設人用人所長協(xié)商一致照顧差異（性別、年齡、能力、氣質(zhì)、興趣等）人員調(diào)配人員調(diào)配原原 則則 工作需要 調(diào)整優(yōu)化 照顧困難 落實政策人員調(diào)配人員調(diào)配原原 因因n德才兼?zhèn)湓瓌tn機會均等原則n民主監(jiān)督原則n“階梯晉升”與“破格提拔”相結合n有計劃替補和晉升原則人員職務升降人員職務升降原原 則則nResignation/Quit （辭職）nDismissal（解雇）nLayoff（臨時解雇）TURNOVER TURNOVER

2、 人員流動人員流動裁員風暴裁員風暴朗訊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)絡北電網(wǎng)絡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)）已經(jīng)裁減1.2萬520050005500至80009600330011,50015,0004000(3%)50%65005000 Turnover CostslPre-turnover costslSeparation costslVacancy costslRecruiting and new-hire processing

3、 costslPre-turnover costs 離職前成本離職前成本 slower work pace 工作效率降低 increased absenteeism 缺勤增加lSeparation costs 分離成本分離成本 severance pay 離職工資 unemployment costs 事業(yè)成本 litigation fees 訴訟費用lVacancy costs 空缺成本空缺成本 lost opportunities in sales and service 銷售與服務機會的流失 overtime pay for employees who pick up the slack

4、 有關人員的加班工資lRecruiting and new-hire processing costs 重新雇傭成本重新雇傭成本 the direct cost of advertisement and promotional materials, referral bonuses, relocation expenses, sign-on bonuses, background checks the wages of employees who recruit, process paperwork, conduct interviews and tours, give tests, trai

5、n and conduct orientation the wages of support staff who hook up computers and phones, process identification badges Turnover CostsManaging the Effects of Layoffs on SurvivorsFACTORS AFFECTING SURVIVORS REACTIONS影響幸存者反應的因素影響幸存者反應的因素nPerceived Fairness 公平感nChanged Working Conditions 變化的工作條件Perceived

6、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 AND ADEQUATE EXPLANATION OF THE REASONS FOR THE L

7、AYOFFS?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 THOSE LAID OFF?z DID THE ORGANIZATION INVOLVE ITS EMP

8、LOYEES 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 FUTURE HERE?z WHAT ARE THE REACTIONS OF MY FELLOW SU

9、RVIVORS?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 new organizationn Prepare Supervisors and managers

10、 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 and respect Use ceremony to facilitate the transiti

11、onManaging 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 achievable goals and tasks. Publicize the rewards provided

12、 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.K Schedule the meeting on a day early in the weekK Make sure the employee keeps the appointment time.K Never inform

13、 an employee over the phone.K Allow ten minutes as sufficient time for notification in the interview.K Avoid Fridays, preholidays, and vacation times when possible.K Use a neutral site, never your own office.K Have employee agreements, human resources file, and release announcement ( internal and ex

14、ternal) prepared in advance.K Be available at a time after notification after the interview in case questions or problems arise.K 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 about