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辞退员工面谈沟通技巧与离职员工情绪控制

来源:本站时间:2017年03月23日浏览571次


· 地点:深圳富苑皇冠假日酒店 出行:地铁龙岗线老街站

· 时间:2017-04-28 星期五 9:00-17:00 

· 地点:上海福朋喜来登由由酒店 出行:地铁4号线塘桥站3号出口

· 时间:2017-05-12 星期四 9:00-17:00


· 地点:北京珀丽酒店 出行:地铁14号线将台站

· 时间:2017-09-14 星期四 9:00-17:00


概述/Overview


    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.


    本次培训刘昊斌律师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.


活动纲要/Outline

一、辞退员工的风险点及细节把控
1、员工离职的五大形态
(1)员工辞职
●个人原因辞职风险低
●公司过错辞职风险高
(2)合同到期终止
●单位不愿意续签风险高
●员工不愿意续签风险低
(3)协商离职
●风险低
(4)员工无过错公司解除
●医疗期满风险高
●不胜任工作风险高
●客观情形发生重大变化风险高
●试用期不符合录用条件风险高
●集体裁员风险高
(5)员工有过错公司解除
●严重违纪解除风险极高
A、The risk of dismissal of employees and details of the control point
1, The five forms of employee turnover
(1) An employee resigns
● Low risk for personal reasons
● High risk for company fault
(2) The termination of the contract expires
● High risk for company unwilling to renew
● Low risk for staff unwilling to renew
(3) Separation by mutual agreement
● Low risk
(4) Dismiss employees without fault
● High risk for Medical expires
● High risk for incompetence
● High risk for significant changes in the objective situation
● High risk for probation failure
● High risk for collective redundancies
(5) The employee is at fault for termination
● High risk for serious disciplinary lift


2、辞退员工的风险后果
(1)双倍赔偿
●工龄时间长
●基层员工
(2)继续履行
●高管
●三期女职工
●医疗期员工
(3)如何控制继续履行的发生概率
●提高协商成功率
●提高解除合规性
●提高仲裁技巧
-解除时间与仲裁时间的间隔
-继续履行是否还有现实性
-员工现在是否已经有了工作
-矛盾的尖锐程度
-支付2N的意愿
2, Risk consequences for dismissal employees
(1) Double Indemnity
● Seinor Staff
● Junior staff
(2) Continue to perform
● Executives
● Female Employees in Special Period
● Medical Period
(3) How to control the probability of continue performence
● Improve the success rate negotiation
● Improve lift Compliance
● Improve arbitration skills
- Lifting and arbitration time interval
- Continue to perform if there is reality
- Whether employees have a work now
- Contradictory sharpness
- Willingness to pay a 2N


二.为解除合同做好基础性工作
1.HR在合规认知的基础与现状
-测一下HR对合法性的理解程度
(1)一年期限劳动合同,试用期最长是 A、一个月;B、两个月?
(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?
(3)合法二胎且是晚婚晚育的,产假天数是 A、98天;B、128天
(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
(5)未休年假天数折现时,是再给 倍现金?A、2倍;B、3倍
-合法性上存在的问题
(1)隔膜感
(2)滞后性
-由合法性到因果关系的过渡

B、 For the termination of the contract to do the basic work
1.HR basis of compliance with the status quo in cognitive
- Measuring about HR's understanding of legitimacy
(1) Year term labor contract, the probation period is A, one month; B, two months?
(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) The legitimate second child and is delayed marriage and childbearing, the number of days of maternity leave is A, 98; B, 128
(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) Days of unused annual leave when the discount is to give times cash? A, 2 times; B, 3 times
- Exist on the legality
(1) Diaphragm sense
(2) lag
- The legality of the transition to a causal relationship


2.规章制度的可操作性——匹配性要求

-HR选取规章制度的三阶段:
(1)直接相关的;
(2)间接相关的;
(3)模糊性或者兜底性的规定
-提高匹配性的方法:从员工工作职责出发,增加合理性

2. The regulations operability - matching requirements

-HR Three-stage selection rules:
(1) directly related;
(2) indirectly related;
(3) ambiguity or reveal all the details of the provisions

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



3.做好流程化建设

该签的文件,是否都签了?

A.劳动合同
B.员工手册
C.各类通知书


3. Construction

The signed document, whether all signed?
A. Labor Contract
B. Employee Handbook
C. all kinds of notice


4.该要的文件,是否都要了?

A.离职证明
案例:负有竞业限制的员工入职,且无离职证明的
(1)寻找可以代替离职证明的证据
(2)合规性与用工需求性之间的冲突
(3)风险的内控与外控之分
(4)HR对事件的持续关注性


4. The important file , it's all?

A. resignation proof
Case: bears employee non-competition entry, and no leaving certificate
(1) Looking for evidence to prove the place of departure
(2) Compliance with the conflict between labor demand
(3) Internal Control Risk and external control of the points
(4) Sustained attention of HR for events


5.该规制的流程,是否都规制了?

A.年假休假流程
(1)年假性质:法定年假与社利年假
(2)年假休假顺序
(3)离职前的年假结算方式
(4)年假争议的高暴发率


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

A. vacation leave process
(1) Annual leave nature: statutory annual leave and social annual leave
(2) Annual leave leave order
(3) Annual leave settlement before departure
(4) Annual leave controversial high outbreak rate


6.处理好与业务部门的关系

(1)辞退员工时,应该由谁通知员工?
(2)辞退员工时,证据审核谁来做?
(3)举证责任谁来承担
(4)对业务部门的日常支持如何体现?
6. Handling relations with the business sector
(1) Dismiss employees, who should inform employees?
(2) Dismissed employees, who will do the audit evidence?
(3) Who will bear the burden of proof
(4) How to reflects the support for the business sector?


三、面谈前的准备工作
1.为什么辞退员工---确定开局策略
(1)真正的事实
(2)HR习惯的开局策略以及对员工心理期望值的引导效果
(3)我们所建议的开局策略
2.谁去与员工面谈?——指定合适协商代表
(1)谁来主谈?
(2)HR如何切入?
(3)感受、感知、发现技术(FeelFeltFound)
3.员工是谁?——分析技术
(1)了解员工的基本信息及其意义
(2)了解员工的以往工作表现及特殊事件
4.辞退方案有几个——设计协商方案
(1)快速寻找协商方案的方法
(2)补偿方案的设计方式
(3)施压方案的设计方式
(4)补偿与施压配合运用的综合技巧
(5)推进方案落地执行的技巧
C、Preparations before the interview
1. Why dismiss employees --- Make start Policy
(1) The true facts
(2) HR habitsof start strategy and expectations for employees' psychological guide effect
(3) Our proposed strategy start
2. Who is going to interview with staff? - Specify the appropriate negotiators
(1) Who is the chief negotiator?
(2) HR how to find the entry point?
(3) Feeling, perception, discovery technology (Feel Felt Found)
3. Who are employees? - Analysis Technology
(1) Understand the basic information of employees and the significance of these infomations
(2) Understand the past performance of the staff and special events
4. There are several dismissed plan- Design consultation program
(1) A method to quickly find negotiated solutions
(2) Design approach compensation scheme
(3) Design approach pressure scheme
(4) Integrated skills of Compensation and pressure
(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
1、心理落差
2、补偿心理
3、报复心理
4、封闭心理
5、从众心理
6、领袖心理
7、对等心理
8、逆反心理
9、反复心理
10、抵触心理
11、心理失衡
12、心理调整期
D、Staff's 12 mental state and coping methods
1, Psychological gap
2. Compensation
3, Retaliation
4, Closed
5, The herd
6. Leaders
7, Opposition
8, Reverse
9, Repeatedly
10, Conflict
11, Mental imbalance
12, Psychological adjustment


费用及优惠/Fee and Discount

费用:3500元/人(2人或2人以上报名,可享8.5折优惠,2975元/人)

Fee:RMB 3500/one person(More than 2 people sign up can enjoy 15% off discount, RMB 2975/one person)

培训对象:企业人力资源总经理、副总经理、人力资源总监、人力资源经理、员工关系经理、法务总监、法务经理、及人力资源部相关人员

联系人:张莉艳

电话:010-51657152-626

手机:13520597041

邮箱:zhangliyan@ulaw.biz


讲师介绍/Lecturer

刘老师

Mr.Liu

北京市联拓律师事务所主任 、 中央电视台东方名家特邀讲师

Extension of Law Office in Beijing, famous CCTV Orient Guest Lecturer


工作经历:

Work experience:

多次受中国教育电视台邀请,登台讲授《劳动合同法》、《劳动合同法实施条例》

Invited by the China Education Television  on stage to teach the "Labor Contract Law", "Labor Contract Law" many times.


受北京电视台邀请,讲授、跟踪解析劳动合同法在司法实践中的运用和变迁

Invited by the Beijing TV , make a Lecture of the use and change of tracking resolve labor contract law in the judicial practice.


曾任北京仲裁委、中国国土资源航空物探遥感中心、安泰科技集团、诺和诺德、托普索、德国默克、博士伦、中国金融在线、成都索贝、德国GFK等国内多家大型企业的常年性劳动关系顾问

Used to be the labor relations consultant of Beijing Arbitration Commission, China Aero Geophysical Survey and Remote Sensing Center for Land and Resources, Advanced Technology Group, Novo Nordisk, Topsoe, Merck, Bausch & Lomb, China Finance Online, Chengdu Sobey, German GFK number of large domestic enterprises.


服务的公司里,包括德国、丹麦、日本、美国等大型外企,亦有事业单位、大型国有企业集团公司和民企集团公司。

The company which he serviced, including Germany, Denmark, Japan, the United States and other large foreign companies, there are also institutions, large state-owned enterprise group and private company.


为约翰迪尔、百威、德国科隆、中海油、飞利浦和联想集团等多家大型公司进行过内训,三大补偿与九大施压措施的原创培训体系,广受欢迎。

Make internal training for John Deere, Budweiser, Cologne, Germany, CNOOC, Philips and Lenovo Group and many other large companies conducted, Create Three Compensation and nine pressure measures training system.


作为劳动法支持团队,参与了华润旗下千人安置方案的制订实施和多家公司裁员项目,具有丰富的非诉服务经验。

As labor law support team, he participated in the formulation of the implementation of CRC's resettlement program and the thousands of companies downsizing projects, with a wealth of experience in non-litigation services.