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1、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 义义第1页/共23页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)人员调配人员调配原原 则则第2页/共23页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 因因第3页/共23页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 则则第4页/共23页第5页/共23页nResignation/Quit(辞职)nDismissal(解雇)nLayoff(临时解雇)TURNOVER TURNOVER 人员流动人员流
2、动人员流动人员流动第6页/共23页裁员风暴裁员风暴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第7页/共23页 Turnover Costs Turnover CostslPre-turnover costslSeparation costslVacancy c
3、ostslRecruiting and new-hire processing costs第8页/共23页lPre-turnover costs 离职前成本离职前成本slower work pace 工作效率降低increased absenteeism 缺勤增加lSeparation costs 分离成本分离成本severance pay 离职工资unemployment costs 事业成本litigation fees 诉讼费用lVacancy costs 空缺成本空缺成本lost opportunities in sales and service 销售与服务机会的流失overtime
4、 pay for employees who pick up the slack 有关人员的加班工资lRecruiting and new-hire processing costs 重新雇佣成本重新雇佣成本the direct cost of advertisement and promotional materials,referral bonuses,relocation expenses,sign-on bonuses,background checksthe wages of employees who recruit,process paperwork,conduct interv
5、iews and tours,give tests,train and conduct orientationthe wages of support staff who hook up computers and phones,process identification badges Turnover Costs Turnover Costs第9页/共23页Managing the Effects of Layoffs on SurvivorsManaging the Effects of Layoffs on SurvivorsFACTORS AFFECTING SURVIVORS RE
6、ACTIONS影响幸存者反应的因素影响幸存者反应的因素nPerceived Fairness 公平感nChanged Working Conditions 变化的工作条件第10页/共23页Perceived FairnesszIS THE LAYOFF JUSTIFIED?zIS THE LAYOFF CONGRUENT WITH CORPORATE CULTURE?zDID THE ORGANIZATION PROVIDE AMPLE ADVANCED NOTICE?zIN IMPLEMENTING THE LAYOFF,HOW WELL DID THE ORGANIZATION ATTEN
7、D TO THE DETAILS?zDID MANAGEMENT PROVIDE A CLEAR AND ADEQUATE EXPLANATION OF THE REASONS FOR THE LAYOFFS?zWERE CUTBACKS SHARED AT HIGHER MANAGERIAL LEVELS?zWHAT DECISION RULE WAS USED TO DETERMINE WHICH EMPLOYEES WOULD BE LAID OFF VERSUS CHOSEN TO REMAIN?zDID THE ORGANIZATION PROVIDE TANGIBLE CARETA
8、KING SERVICES TO HELP SOFTEN THE BLOW FOR THOSE LAID OFF?zDID THE ORGANIZATION INVOLVE ITS EMPLOYEES IN THE LAYOFF DECISION PROCESS?FACTORS AFFECTING SURVIVORS REACTIONSFACTORS AFFECTING SURVIVORS REACTIONS第11页/共23页Changed Working ConditionszHOW MUCH SHOULD I WORRY ABOUT THE POSSIBILITY OF FURTHER L
9、AYOFFS?zHOW DOES MY JOB COMPARE TO THE ONE THAT I HAD BEFORE THE LAYOFFS?zWHAT IS MY FUTURE HERE?zWHAT ARE THE REACTIONS OF MY FELLOW SURVIVORS?FACTORS AFFECTING SURVIVORS REACTIONSFACTORS AFFECTING SURVIVORS REACTIONS第12页/共23页Before the layoff,managers should:nEvaluate the relationship between the
10、layoff and corporate strategy and culturenProvide ample advanced noticenIdentify key people and solicit their commitment to the new organizationnPrepare Supervisors and managers for the layoffsManaging the Effects of Layoffs on SurvivorsManaging the Effects of Layoffs on Survivors第13页/共23页During the
11、 layoff,managers should:Give full informationProvide assistance to those laid off,including severance pay and outplacement counselingTreat victims and survivors with dignity and respectUse ceremony to facilitate the transitionManaging the Effects of Layoffs on SurvivorsManaging the Effects of Layoff
12、s on Survivors第14页/共23页After the layoff,managers should:Solicit employee inputDo away with unnecessary workEnrich jobs as much as possibleMake sure that survivors recognize new opportunitiesHave survivors work at achievable goals and tasks.Publicize the rewards provided to survivors for the new beha
13、vior you wish to encourage.Make new career paths explicit.Managing the Effects of Layoffs on SurvivorsManaging the Effects of Layoffs on Survivors第15页/共23页Termination InterviewTermination InterviewlPlan the interview carefully.KSchedule the meeting on a day early in the weekKMake sure the employee k
14、eeps the appointment time.KNever inform an employee over the phone.KAllow ten minutes as sufficient time for notification in the interview.KAvoid Fridays,preholidays,and vacation times when possible.KUse a neutral site,never your own office.KHave employee agreements,human resources file,and release
15、announcement(internal and external)prepared in advance.KBe available at a time after notification after the interview in case questions or problems arise.KHave phone numbers ready for medical or security emergencies.lGet to the point.lDescribe the situation.lListen.lCarefully review all elements of
16、the severance package.lIdentify the next step.第16页/共23页vIf you were a consultant to the company what could you tell me about it?vWhat did you like most about working here?vWhat did you like least?vWhat can we do to make this a better place?vWhat kind of job are you going to?(which might tell you abo
17、ut a competitors plans).Termination InterviewTermination Interview第17页/共23页战略与培训结合:从培训角度概观竞争性战略的含义一 引言:四大主要战略及伴随的主要问题二 文章主体:详细介绍九个主要问题和人力资源开发、管理及培训在其中所能起到的作用三 结论第18页/共23页一 引言:四大主要战略及伴随的主要问题主要战略 伴随的主要问题1、在一个大的市场中竞争 a.提高市场占有份额 产品质量 b.降低运营成本 生产率2、在市场中建立一个特殊 顾客化、产品革新 领域(market niche)3、成长战略 全球扩张、文化合并 领导层
18、、人事管理4、节省开支或转向战略 组织变化 第19页/共23页二 文章主体主要问题 及人力资源管理及培训的作用质量:招聘标准、培训、报酬、激励、提升;全面质量管理(TQM);质量环(主要通过培训)生产率:R&D人员的再培训、招聘新员工;专业知识和谈判技巧;重新考虑工作心理学和管理者的功能;个人补贴顾客化:培训和人力资源开发可加强公司niche的地位产品革新:培训有助于团队成员间、子母公司间的合作全球扩张:培训可提高员工在国外工作成功的机会 第20页/共23页二 文章主体主要问题 及人力资源管理及培训的作用文化合并:有效的人力资源管理可减少文化间的冲突 促成文化融合领导层:承担并履行责任以减少冲突人事管理:应建立新的报酬体系和工作保障以适应合并组织变化:需要组织文化的相应变化,而人力资源管理 的一些技巧有助于重新定位组织文化第21页/共23页三 结论培训和人力资源管理是实现组织战略目标所不可或缺的第22页/共23页感谢您的观赏!第23页/共23页