< p > < strong > a concord of cadres consensus < /strong > /p >

< p > any enterprise is carrying out the manpower streamlined < a href= "//m.pmae.cn/news/index_p.asp" > Planning < /a > at the same time, the consensus of the internal staff is very important, otherwise, when manpower is streamlined, it may also be the beginning of the collapse of enterprise organization.

As for the way of coagulant employee consensus, we must first proceed from the cadre's "mental model". Enterprises can make the implementation of the manpower reduction requirement through the "cadre consensus camp", let cadres actively participate in and understand, and simplify the original manpower of the enterprise is to reduce the human cost and reduce the loss of the army's demands, and turn it into a positive demand to improve the organizational human quality and enhance the competitiveness of enterprises.

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< p > < strong > two, the use of strategy skills < /strong > < /p >

< p > when the enterprise manpower streamlining plan has been condensed into the plan of adult quality and enterprise physical fitness improvement through the consensus of the internal cadres, usually the "consciousness diffusion effect" will virtually solve the problems and doubts of the grass-roots employees, and under the catalytic effect of "group interest theory" and "common time difficulties", it will also solve the heavy resistance faced by enterprises in implementing the streamlining of manpower and the panic disorder of employees.

然而，如何名正言順且有效的執(zhí)行人力精簡(jiǎn)計(jì)劃，人力精簡(jiǎn)的策略在此一階段就顯得格外非常重要，依經(jīng)驗(yàn)，策略的本身應(yīng)包括：(1)人力精簡(jiǎn)淘汰的評(píng)估工具應(yīng)具有說(shuō)服力，并非主觀性的判斷或是年資等粗糙的考慮(2)留存人員的評(píng)估標(biāo)準(zhǔn)，如核心知識(shí)、能力、技術(shù)經(jīng)驗(yàn)等(3)人力精簡(jiǎn)方式的包裝多樣化，如資遣、優(yōu)退、強(qiáng)制退休、職務(wù)調(diào)動(dòng)、＜a href="//m.pmae.cn/news/index_cj.asp"＞留職停薪＜/a＞、契約型態(tài)的改變等(4)誘因的增加，如附加離退金、保留錄用優(yōu)先權(quán)、原有認(rèn)股權(quán)等之福利保留享用、獎(jiǎng)勵(lì)金等，以吸引員工的同意并降低未來(lái)發(fā)生沖突的機(jī)會(huì)(5)再就業(yè)的協(xié)助，如代尋工作，代登履歷、外包人力公司協(xié)助精簡(jiǎn)人員就業(yè)等(6)失業(yè)救濟(jì)金領(lǐng)取及職業(yè)訓(xùn)練的協(xié)助等(7)心理諮商輔導(dǎo)、職業(yè)生涯規(guī)劃、安家計(jì)劃等。

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< p > < strong > three, preparation before interview < /strong > < /p >

< p > enterprises in the process of manpower reduction are like the two armies fighting, fighting and fighting. After all, there are many things that can not be solved by "money", and even more difficult when dealing with people's problems. Therefore, when enterprises plan to carry out manpower simplification interviews, they must be prepared beforehand, otherwise the impact of labor disputes that may arise in the future may not be expected or undertaken by enterprises.

一般而言，人力精簡(jiǎn)面談前的準(zhǔn)備包括：(1)面談?dòng)?jì)劃的擬訂，如主談?wù)摺⒚嬲剬?duì)象、時(shí)間、地點(diǎn)、執(zhí)行期限、面談?wù)叩臋?quán)限、協(xié)助單位或人員等(2)主要證據(jù)的準(zhǔn)備，如請(qǐng)假紀(jì)錄、出缺勤紀(jì)錄、考核報(bào)告、工作紀(jì)錄、勞動(dòng)契約、履歷表等(3)現(xiàn)場(chǎng)書表的備置，如資遣費(fèi)計(jì)算明細(xì)、同意書、離職申請(qǐng)書、移交清冊(cè)、推薦函、失業(yè)津貼申請(qǐng)單等(4)執(zhí)行單位或人員的勤前訓(xùn)練，如公司的目標(biāo)策略、勞工法令、面談溝通技巧、受精簡(jiǎn)當(dāng)事人的身理與心理的反應(yīng)演變過(guò)程、自我保護(hù)措施、爭(zhēng)議的處理等(5)面談環(huán)境的設(shè)定，如面談的地點(diǎn)、時(shí)間、座位安排、燈光照明等(6)面談議題的設(shè)定，如公司業(yè)務(wù)虧損或緊縮、公司業(yè)務(wù)性質(zhì)變更必須減少員額、當(dāng)事人的績(jī)效表現(xiàn)或健康不佳，或當(dāng)事人不能勝任工作、考核不及格、工作態(tài)度不好、出勤狀況不佳、不接受職務(wù)調(diào)動(dòng)因素等(7)其它的準(zhǔn)備

Such as recording equipment, question and answer instruction manual, etc. (8) the physical and mental adjustment and self stress relief of the interviewer (9) the necessary first-aid supplies.

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< p > < strong > four, communication skills of interview < /strong > < /p >

＜p＞　　有了人力精簡(jiǎn)面談前的詳細(xì)準(zhǔn)備，并不代表企業(yè)于執(zhí)行人力精簡(jiǎn)的面談過(guò)程就可以平安遂順，保證不出問(wèn)題，因此企業(yè)必須再?gòu)?qiáng)化面談?wù)叩拿嬲劀贤记?，而面談的溝通技巧，依?jù)受談?wù)叩男睦矸磻?yīng)演變過(guò)程，包括：(1)厘清誰(shuí)是主角，您，還是員工當(dāng)事人(2)適時(shí)給與當(dāng)事人心理慰藉(3)透過(guò)積極的關(guān)心，設(shè)法取得當(dāng)事人的信任(4)面談?wù)叩淖晕遗R場(chǎng)情緒控制(5)聆聽當(dāng)事人的抱怨與訴苦，不要顯出不耐煩的表情(6)主動(dòng)引導(dǎo)主題的進(jìn)行，不要被對(duì)方牽著議題走(7)告知當(dāng)事人接受公司解決方案與否的利弊得失(8)適時(shí)說(shuō)服當(dāng)事人同意并加以勉勵(lì)(9)釋放善意與公司的誠(chéng)意，化解當(dāng)事人的敵意(10)釋放誘因，抓住人性的弱點(diǎn)，柔性規(guī)勸當(dāng)事人遵循(11)記住，堅(jiān)持公司的原則，否則其它人的面談將無(wú)法依公司策略進(jìn)行(12)當(dāng)事人猶豫不決時(shí)，應(yīng)適時(shí)給與當(dāng)事人最佳的選擇建議(13)

When the party refuses, do not want to hurry up to finish the interview or make a decision today, {page_break} < /p >

< p > in order to avoid irritating the other party or to fall into the trap of procrastination tactics (14) when the employee agrees, do not forget to sign relevant documents to prevent the parties from going back in the future. (15) for the agreed parties, the interviewer has the right to give a commitment to follow up the services and express gratitude for the company. (16) the parties who insist on disagreeing should choose to interview again.

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When you say "a href=" //m.pmae.cn/pioneer/ "> communication < /a > is invalid, you must: (1) state the company's greatest goodwill and the final solution (2) do not be afraid of possible threats (3) when the time limit responds, (4) wait for the period, try to seek the advice and advice of the friends and relatives of the parties (4) if the response is still refused, you must execute the law according to law, and give it to the client as an excuse for future counterattack (5) the situation of the party is harmful to the company's business interests. Before entering the mediation process, the parties should be asked to leave immediately, so as not to disturb the people's heart (6) the worst psychological preparation for the possibility of future labor disputes. < p > for many times.

Enterprise training < /p >

< p > < strong > five, dispute handling strategy < /strong > < /p >

< p > enterprises are most afraid of labor disputes in the process of implementing manpower streamlining, so as not to affect the company's image or goodwill, and the employees also know the weakness of the company. Therefore, the personnel of the fertilization tend to go through private family visits, telephone harassment, or through the representatives of the Professional Union, the intervention of the social powerful people, or fight directly against the labour disputes, such as applying for the mediation intervention, factory enclosing, self-help, parade and even trail litigation of the labour administrative authority, in an attempt to reverse the employer's decision or ask for a higher legal compensation.

所以，當(dāng)企業(yè)強(qiáng)力進(jìn)行人力精簡(jiǎn)政策后，如有發(fā)生爭(zhēng)議時(shí)，則企業(yè)應(yīng)有的處理策略包括：(1)對(duì)外界哀兵訴求，博得社會(huì)大眾的同情與傳播媒體的聲援(2)不要急著想把爭(zhēng)議問(wèn)題給處理掉，就機(jī)會(huì)成本而言，時(shí)間是站在雇主這一方(3)不拒絕私下溝通或?qū)υ挘膊槐亓⒓醋龀鰶Q定(4)檢視您過(guò)去人力精簡(jiǎn)的行動(dòng)內(nèi)容，是否一切合法(5)拒絕第三者的介入，要求與當(dāng)事人進(jìn)行會(huì)談或溝通，把事件單純化(6)找出突破的關(guān)鑒點(diǎn)所在，然后攻心為上(7)不要亂開支票，冒然允諾做不到的事情(8)適時(shí)指出對(duì)方當(dāng)事人的弱點(diǎn)，讓對(duì)方知難而退(9)嘗試進(jìn)行共識(shí)的建立與協(xié)商空間的保留(10)好聚好散，不要以暴制暴，要以理性訴求取代感性的行為。

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< p > < strong > six, conclusion < /strong > < /p >

< p > manpower simplification is one of the common ways for enterprises to reduce their human resources. However, the process of streamlining human resources in ordinary enterprises only focuses on achieving the goal of human simplification and timeliness, but often ignores the process of consensus building, the use of strategies, the training of communication skills of relevant personnel, the psychological counseling and counseling of remedial personnel, the re planning of career and the gratitude for employees' contributions in the past years. Therefore, the labor disputes arising from the streamlining of manpower also rise with the tide and emerge in an endless stream. It is easy to form the final result of the two failures of enterprises and employees and affect the overall image of enterprises.

This article hopes to provide a strategy and direction for enterprises to implement streamlining of manpower, and to solve the negative effects brought about by the streamlining of enterprises.

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