017人力資源的調(diào)配和流動(dòng)ppt課件

1、經(jīng)主管部門決定而改變?nèi)藛T的工作崗位職務(wù)、工作單位或隸屬關(guān)系的人事變動(dòng)。人員調(diào)配人員調(diào)配n實(shí)現(xiàn)組織目標(biāo)n人盡其才n實(shí)施人力資源計(jì)劃n激勵(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)人用人所長協(xié)商一致照顧差異性別、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 工作需要 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)湓瓌tn機(jī)會(huì)均等原則n民主監(jiān)督原則n“階梯晉升與“破格提拔相結(jié)合n有計(jì)劃替補(bǔ)和晉升原則人員職務(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臨時(shí)解雇）臨時(shí)解雇）TURNOV

2、ER TURNOVER 人員流動(dòng)人員流動(dòng)裁員風(fēng)暴裁員風(fēng)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(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)）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 p

3、rocessing costslPre-turnover costs 離職前成本離職前成本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 分離成本分離成本lseverance pay 離職工資離職工資lunemployment costs 事業(yè)成本事業(yè)成本llitigation fees 訴訟費(fèi)用訴訟費(fèi)用lVacancy costs 空缺成本空缺成本llost opportunities in sales and service 銷售與服務(wù)機(jī)會(huì)的流失銷售與服務(wù)機(jī)會(huì)的流失lovertim

4、e pay for employees who pick up the slack 有關(guān)人員的加班工有關(guān)人員的加班工資資lRecruiting and new-hire processing costs 重新雇傭成本重新雇傭成本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影響幸存者反應(yīng)的因素影響幸存者反應(yīng)的因素nPerceived Fairnes

6、s 公平感nChanged Working Conditions 變化的工作條件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