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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、能力、气质、兴趣等）人员调配人员调配原原 则则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 则则nResignation/Quit （辞职）nDismissal（解雇）nLayoff（临时解雇）TURNOVER TURNOVER 人员流
2、动人员流动人员流动人员流动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 Turnover Costs Turnover CostslPre-turnover costslSeparation costslVacancy costslRecruit
3、ing and new-hire processing costslPre-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 pay for employees w
4、ho 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 interviews and tours
5、, give tests, train and conduct orientationthe wages of support staff who hook up computers and phones, process identification badges Turnover Costs Turnover CostsManaging the Effects of Layoffs on SurvivorsManaging the Effects of Layoffs on SurvivorsFACTORS AFFECTING SURVIVORS REACTIONS影响幸存者反应的因素影响
6、幸存者反应的因素nPerceived Fairness 公平感nChanged Working Conditions 变化的工作条件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 ATTEND TO THE DETAILS?zDID MANAG
7、EMENT 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 CARETAKING SERVICES TO HELP SOFTE
8、N THE BLOW FOR THOSE LAID OFF?zDID THE ORGANIZATION INVOLVE ITS EMPLOYEES IN THE LAYOFF DECISION PROCESS?FACTORS AFFECTING SURVIVORS REACTIONSFACTORS AFFECTING SURVIVORS REACTIONSChanged Working ConditionszHOW MUCH SHOULD I WORRY ABOUT THE POSSIBILITY OF FURTHER LAYOFFS?zHOW DOES MY JOB COMPARE TO T
9、HE 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 REACTIONSBefore the layoff, managers should:nEvaluate the relationship between the layoff and corporate strategy and culturenPr
10、ovide 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 SurvivorsDuring the layoff, managers should:Give full informationProvide
11、 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 Layoffs on SurvivorsAfter the layoff, managers should:Sol
12、icit 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 behavior you wish to encourage.Make new career paths explicit.M
13、anaging the Effects of Layoffs on SurvivorsManaging the Effects of Layoffs on SurvivorsTermination InterviewTermination InterviewlPlan the interview carefully.KSchedule the meeting on a day early in the weekKMake sure the employee keeps the appointment time.KNever inform an employee over the phone.K
14、Allow 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 announcement ( internal and external) prepared in advance.KBe a
15、vailable 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 the severance package.lIdentify the next step.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 about a competitors plans).Termination InterviewTermination Interview
