Practice in many layoffs, how to determine a reasonable standard of job cuts and open communication with employees to maximize the decrease of the negative effects of layoffs has a pivotal role.
聽聽聽聽聽聽聽聽聽聽聽聽聽聽聽聽聽聽聽聽聽聽聽 銆?br />Whether the company employed a staff in the final analysis is based on the staff can determine the value for the company, the reduction of an employee and because he expected the value to the company is relatively small. But the staff's performance in previous years and his contribution to the future size of the company are not equivalent between. In other words, a good employee performance last year does not necessarily explain his ability to good, but does not mean he can adapt to future corporate strategy and culture and the produce can contribute to.
Changing perspective
So how can we determine the relative round of job cuts and reasonable standard? Let us look at a different angle. Of the company, made the decision to cut or retained in order to better play to the best use of human resources, including the play to the maximum value of individual employees and the entire staff team integration effect. Therefore, we can focus from the original "What people should lay off" to "The future and what kind of talent," up, determine what kind of staff that we want to maintain, the concrete can be judged from three perspectives: performance, capacity and personnel differences.
Point one: the past performance of employees
Although the above mentioned employee performance standards as the only layoffs are inappropriate, but after all examination results are still considered an important point of view of employees, especially in a systematic manner the work of the Division performance appraisal. In the use of past performance evaluation results to determine the possible future performance of employees, the need to focus on two points:
(1) the stability of performance. Those highs and lows of the assessment scores is likely to be affected by the causal factors of great influence, or explain the employee's work status is not stable enough. Thus, in conditions as far as reference years or more of the performance assessment.
(2) performance goals and action program implementation efforts. Unless it is unified performance goals, or performance management system in terms of how to design scientific and rigorous, Du Nanyibimian between different departments and job goals to achieve ease of differences, not simply Genju assessment scores Qu Shibiezhenzheng Gao performance of employees. High-performance employees striking feature is the ability to set performance goals under the reasonable course of action, strict enforcement and higher full communication plan and determine action based on the actual situation of the need for adjustments, if necessary adjustments are carried out with a new higher level round of planning, implementation, review cycle. Therefore, managers in assessing whether the high-performance junior staff employees, but also should pay attention to his / her efforts and timely implementation of the plan to correct deviations of the reaction rate, the specific period from the regular performance appraisal interview records to obtain the relevant information. In other words, pay more attention to staff in the process of dynamic performance, not as the end result figure.
Point 2: staff capacity and future business needs match
In human capital increasingly important market for the competitive environment, the establishment of a business development capacity with matching talent is very important. In short, that is, according to corporate strategy and business development needs of the Zongti determine the capacity needs of personnel (to the company what the most important skills, such as: learning and innovation capacity, or is the customer Guanxi ability to establish and Wei Hu and so on, depending on strategic positioning of different companies) and the ability to post series of specific requirements (for example: Project Manager jobs on the required project management capacity, and identification with, or close to capacity with such persons, on the right position, and make ongoing training and development. If the work in the layoffs are shown below:
Identification with the future status based on capacity needs of the staff needs the ability to manage a good foundation and a more ample time to prepare more suitable for optimization or to active implementation of Liu Cheng Ye Wu gradual change positions and Ren Yuan Er Shi structural Tiaozhengchengwei to the company. For these companies due to layoffs caused by the structural adjustment has ample time to prepare and manage the needs of more detailed, but also provides an opportunity to better manage change. For those of economic and market pressures forced layoffs in the company, most do not prepare for a long time to consider the matter and stressed that "cut the Gordian knot." Thus, only has established a competency model for the daily management of the company can better perspective from the ability to retain staff reductions or judgments.
Point 3: to maintain the difference of the future workforce
Utility maximization of human resources staff ultimately care about is creating a whole benefits, so lay off the list in the formulation of appropriate attention should be preserved if there is sufficient staff to ensure the diversity of the overall team dynamic and efficient. In general, most companies often focus on in addition to working background, age, knowledge structure, it can also be considered from two aspects of the diversity of staff development:
(1) according to their individual decisions, often in the role of the team. The team often needs to work in the form of companies, employees of the team work ability is important, but if the remaining employees are Shuyu team leadership talents, while the team is also very difficult to be successful, because a successful team needs a different role . According to meredith
belbin PhD research, a successful team usually has the following roles exist: the perpetrators, the Chairman / coordinator, shaper, growers, compatible with those resources, monitoring and evaluation by team collaborators, mopping, etc.. In the team (especially the team size is large enough) as to what the role is usually caused by certain employees of acquired character traits and training decisions, therefore, in determining when the remaining staff, to consider which employees can take the team of that, or what role, if a temporary lack of a role, which employees to train for those who could be the role of temporary absence.
(2) According to the career development of staff to locate a company there are always different types of employees, according to 鎵橀┈鏂痉鏈?(thomas j.delong) and 缁村凹濉旂淮鏉?Yalajiafan (vinneta vijayaraghavan) study, employees can be divided into a, b, c angle: the former is like the big stars on stage, usually the company's "star employees", the ambitious and the capacity for excellence, is to obtain rapid promotion of a corner, they constitute the top 10 staff %; which is struggling to keep their jobs and the c angle, form the lowest level of 10%; and most are in the middle of the b angle, they "will never get the most of the income or gain the greatest customers, but is unlikely to make the company into an awkward position or eliminated. " b angle of the formation may be due to "unwilling to arouse the attention of others", "attaches great importance to work-life balance" or "the limits or lack of entrepreneurial spirit and be where the generation," and other reasons, but their role is not ignore - "because they are always subjective to stay there stable, objectively by the outside world than little power within the lure or the impact of the change, have gone through many changes and considerable poise, a time of economic hardship ''ballast'', the fastest time to adapt and re-establish confidence in the people who help, and in the management of new and old transition process played an important role in the balance. "
As a company leader, in determining the makeup of the future, other than to try to retain proven talent, full of momentum but more likely a loss of or into the extreme angle, but also the need to retain a significant proportion of the b angle to keep the team stable and loyal and sustainability, create a check and balance each other, mutually reinforcing dynamic equilibrium. Large-scale layoffs, retaining only if the team had a good angle, it is conceivable that in the next days, the team's Zhengti combat Hui Yin 鑰?greatly reduced internal friction will eventually be a short-term there may be Bucuo show, but the long years look very unstable team.
Above proposed cuts should be considered in three dimensions, if the results of the three conflicts, should be mainly the result of capacity analysis, performance second, and finally staff diversity. Thus, the ability to establish a reasonable quality of models, the ability to carry out good management is very important for business, not only to achieve rapid development of energy on the recruitment, training, staff support for the development assessment role in business transformation, strategic retreat phases are also able to re-staff a reasonable play a decisive role.
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