EFCLink举办《辞退员工面谈技巧和离职员工的情绪管理》

2015年9月10日 8:00 至 18:00 ，EFCLink在 上海·上海金茂大厦·世纪大道88号举办《辞退员工面谈技巧和离职员工的情绪管理》。

会议通知

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辞退、裁减员工是HR必须处理，又是最难处理的实际工作，被辞退的员工往往情绪激动，难以控制。如果HR人士处理不好，不仅影响双方心理健康，严重者可能会威胁企业运营及员工的人身安全。所以，HR与员工的谈判技巧显得尤为重要。

Dismissal, reduction of staff is the work that HR must dearl with which is also the most difficult; Dismissed employees are always emotional, difficult to control. If HR handled properly, not only affect their mental health, In severe cases, it may threaten business operations and employee safety. Therefore, HR's negotiation skills with employees is particularly important.

面谈是企业降低用工风险，减少经济损失的有效途径，特别是在辞退员工的程序中表现的尤为突出。在日常工作中，企业因经济状况、项目工程的变动，或是员工本人的工作能力而裁掉中上层的员工，这也是企业最不想而又不得不做的决定。相比普通员工来说，中上层的员工已经处在一定的社会位置，有很强的社会认知力，与他们进行辞退面谈，就不能简单的只考虑其性别、年龄、家庭、经济状况等，对此刘昊斌律师就为我们列举出了几个案例，通过案例分析出在辞退高管面谈中，还有哪些最重要的考虑因素。

Interviews are an effective way for enterprises to reduce the risk of employment and reduce economic losses, particularly in the dismissal of the staff. In their daily work, enterprises dismissing pelagic staff because of economic conditions, changes in project engineering, or employee's own ability , and this situation is brute which the company do not want to see, but the company ususlly do not have other choice which they have to make the most difficult decision. Compared to ordinary employees, pelagic staff already in a certain social position which has a strong social cognition. Conduct interviews and dismiss them that can not simply consider their gender, age, family, economic status . And Liuhao Bin lawyer cited several cases for us, analysis what are the most important considerations of the dismissal of senior executives in the interview by cases.

 

企业解除劳动合同是一项艰巨的工作,对人力资源人员有很强的挑战性,在实施过程中,人力资源人员往往因为沟通问题导致谈判陷入僵局,甚至导致双方情绪失控矛盾激化,进而产生劳动纠纷,使前期工作成果付之一炬。沟通技巧和情绪控制技巧是人力资源人员重要的技能之一。

Corporate labor contracts is a difficult task, it's a great challenge for HRs,  In the implementation process,HR often make an  impasse in negotiations because of communication problems, even lose control emotionlly and lead to bigger conflicts which make a labor dispute.So, communication skills and emotional control skills are important skills of the human resources staff.

 

本次培训EFC Link邀请到了刘昊斌律师,将结合大量案例与律师实际应对方案, 帮助提高人力资源人员的面谈沟通能力与沟通中情绪控制能力,从而提高劳动争议的事前预防能力及事中控制能力。

Liuhao Bin lawyer will combine with the large number of cases and the actual solutions which lawyer deal with these problems to help improve communication skills and emotional control skills of HR in this training. Improve the prevention skills of labor dispute and control skills in process.

 

活动时间：2015年9月10日

活动地点：上海金茂大厦

主办单位：EFC Link

会议日程 （最终日程以会议现场为准）

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活动纲要/Outline：

一、辞退员工的风险点及细节把控

A、The risk of dismissal of employees and details of the control point

1、员工离职的五大形态

1, The five forms of employee turnover

（1）员工辞职

(1) An employee resigns

●个人原因辞职风险低

● Low risk for personal reasons

●公司过错辞职风险高

● High risk for company fault

（2）合同到期终止

(2) The termination of the contract expires

●单位不愿意续签风险高

● High risk for company unwilling to renew

●员工不愿意续签风险低

● Low risk for staff unwilling to renew

（3）协商离职

(3) Separation by mutual agreement

●风险低

● Low risk

（4）员工无过错公司解除

(4) Dismiss employees without fault

●医疗期满风险高

● High risk for Medical expires

●不胜任工作风险高

● High risk for incompetence

●客观情形发生重大变化风险高

● High risk for significant changes in the objective situation

●试用期不符合录用条件风险高

● High risk for probation failure

●集体裁员风险高

● High risk for collective redundancies

（5）员工有过错公司解除

(5) The employee is at fault for termination

●严重违纪解除风险极高

● High risk for serious disciplinary lift

 

2、辞退员工的风险后果

2, Risk consequences for dismissal employees

（1）双倍赔偿

(1) Double Indemnity

●工龄时间长

● Seinor Staff

●基层员工

● Junior staff

（2）继续履行

(2) Continue to perform

●高管

● Executives

●三期女职工

● Female Employees in Special Period

●医疗期员工

● Medical Period

（3）如何控制继续履行的发生概率

(3) How to control the probability of continue performence

●提高协商成功率

● Improve the success rate negotiation

●提高解除合规性

● Improve lift Compliance

●提高仲裁技巧

● Improve arbitration skills

-解除时间与仲裁时间的间隔

- Lifting and arbitration time interval

-继续履行是否还有现实性

- Continue to perform if there is reality

-员工现在是否已经有了工作

- Whether employees have a work now

-矛盾的尖锐程度

- Contradictory sharpness

-支付2N的意愿

- Willingness to pay a 2N

 

二.为解除合同做好基础性工作

B、 For the termination of the contract to do the basic work

1.HR在合规认知的基础与现状

1.HR basis of compliance with the status quo in cognitive

-测一下HR对合法性的理解程度

- Measuring about HR's understanding of legitimacy

（1）一年期限劳动合同，试用期最长是 A、一个月；B、两个月？

(1) Year term labor contract, the probation period is A, one month; B, two months?

（2）在原公司办理了待岗手续，来我公司就职的，应当建立 A、劳动关系；B、劳务关系？

(2) In the original company of the waiting list procedures apply to my company office should be established A, labor relations; B, labor relations?

（3）合法二胎且是晚婚晚育的，产假天数是 A、98天；B、128天

(3) The legitimate second child and is delayed marriage and childbearing, the number of days of maternity leave is A, 98; B, 128

（4）试用期内的员工怀孕但确实不符合录用条件的，公司 权单方解除？A、有；B、无

(4) The probation period of pregnancy but does not meet the conditions of employment, the comany have the right to dismiss the staff? A, there; B, no

（5）未休年假天数折现时，是再给 倍现金？A、2倍；B、3倍

(5) Days of unused annual leave when the discount is to give times cash? A, 2 times; B, 3 times

-合法性上存在的问题

- Exist on the legality

（1）隔膜感

(1) Diaphragm sense

（2）滞后性

(2) lag

-由合法性到因果关系的过渡

- The legality of the transition to a causal relationship

2.规章制度的可操作性——匹配性要求

2. The regulations operability - matching requirements

-HR选取规章制度的三阶段：

-HR Three-stage selection rules:

（1）直接相关的；

(1) directly related;

（2）间接相关的；

(2) indirectly related;

（3）模糊性或者兜底性的规定

(3) ambiguity or reveal all the details of the provisions

-提高匹配性的方法：从员工工作职责出发，增加合理性

- Improving matching approach: starting from the employee duties, increase good flow rationality

3.做好流程化建设

3. Construction

1.该签的文件，是否都签了？

The signed document, whether all signed?

A.劳动合同

A. Labor Contract

B.员工手册

B. Employee Handbook

C.各类通知书

C. all kinds of notice

4.该要的文件，是否都要了？

4. The important file , it's all?

A.离职证明

A. resignation proof

案例：负有竞业限制的员工入职，且无离职证明的

Case: bears employee non-competition entry, and no leaving certificate

（1）寻找可以代替离职证明的证据

(1) Looking for evidence to prove the place of departure

（2）合规性与用工需求性之间的冲突

(2) Compliance with the conflict between labor demand

（3）风险的内控与外控之分

(3) Internal Control Risk and external control of the points

（4）HR对事件的持续关注性

(4) Sustained attention of HR for events

5.该规制的流程，是否都规制了？

5. The regulatory process, it's all made?

A.年假休假流程

A. vacation leave process

（1）年假性质：法定年假与社利年假

(1) Annual leave nature: statutory annual leave and social annual leave

（2）年假休假顺序

(2) Annual leave leave order

（3）离职前的年假结算方式

(3) Annual leave settlement before departure

（4）年假争议的高暴发率

(4) Annual leave controversial high outbreak rate

6.处理好与业务部门的关系

6. Handling relations with the business sector

（1）辞退员工时，应该由谁通知员工？

(1) Dismiss employees, who should inform employees?

（2）辞退员工时，证据审核谁来做？

(2) Dismissed employees, who will do the audit evidence?

（3）举证责任谁来承担

(3) Who will bear the burden of proof

（4）对业务部门的日常支持如何体现？

(4) How to reflects the support for the business sector?

 

三、面谈前的准备工作

C、Preparations before the interview

1.为什么辞退员工---确定开局策略

1. Why dismiss employees --- Make start Policy

（1）真正的事实

(1) The true facts

（2）HR习惯的开局策略以及对员工心理期望值的引导效果

(2) HR habitsof start strategy and expectations for employees' psychological guide effect

（3）我们所建议的开局策略

(3) Our proposed strategy start

2.谁去与员工面谈？——指定合适协商代表

2. Who is going to interview with staff? - Specify the appropriate negotiators

（1）谁来主谈？

(1) Who is the chief negotiator?

（2）HR如何切入？

(2) HR how to find the entry point?

（3）感受、感知、发现技术（Feel\Felt\Found）

(3) Feeling, perception, discovery technology (Feel \ Felt \ Found)

3.员工是谁？——分析技术

3. Who are employees? - Analysis Technology

（1）了解员工的基本信息及其意义

(1) Understand the basic information of employees and the significance of these infomations

（2）了解员工的以往工作表现及特殊事件

(2) Understand the past performance of the staff and special events

4.辞退方案有几个——设计协商方案

4. There are several dismissed plan- Design consultation program

（1）快速寻找协商方案的方法

(1) A method to quickly find negotiated solutions

（2）补偿方案的设计方式

(2) Design approach compensation scheme

（3）施压方案的设计方式

(3) Design approach pressure scheme

（4）补偿与施压配合运用的综合技巧

(4) Integrated skills of Compensation and pressure

（5）推进方案落地执行的技巧

(5) Skills to promote the implementation of the program

 

四、员工的十二种心理状态及应对方法

D、Staff's 12 mental state and coping methods

1、心理落差

1, Psychological gap

2、补偿心理

2. Compensation

3、报复心理

3, Retaliation

4、封闭心理

4, Closed

5、从众心理

5, The herd

6、领袖心理

6. Leaders

7、对等心理

7, Opposition

8、逆反心理

8, Reverse

9、反复心理

9, Repeatedly

10、抵触心理

10, Conflict

11、心理失衡

11, Mental imbalance

12、心理调整期

12, Psychological adjustment

会议嘉宾 （最终出席嘉宾以会议现场为准）

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刘昊斌

北京市联拓律师事务所

主任

会议门票

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费用：

1、标准价：3500元/人

2、优惠价1：8月24日前报名：2800元/人（8折）

3、优惠价2：两人以上报名八折

注：优惠价1和优惠价2两种情况不可同时享用。