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[案例讨论] 如何削减人员?

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anyqy 中人网电话实名   

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发表于 2011-10-17 08:49:45 |只看该作者 |正序浏览
本帖最后由 温州小兵哥 于 2011-10-20 07:36 编辑 1 Y/ y$ O7 e. h2 }0 }+ |

7 K. z7 }1 d1 q5 H$ u    最近几个月公司在推行一个项目———削减间接人员(除开一线作业人员的人员,但是包含品检作业人员),3个多月下来,效果并不明显。从人力资源角度考虑,如何能把人员持续削减下去?请教各位HR指点方法!
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发表于 2012-5-4 11:54:32 |只看该作者
先给他们涨一倍的工资,然后塞很多很多活干,能活下来的就继续,活不下来就算了
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发表于 2012-3-13 10:56:44 |只看该作者
持续三个月效果不明显,楼主要的是什么效果,持续削减人员
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tengo 中人网电话实名  HR9万友 

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发表于 2012-2-10 08:43:53 |只看该作者
這些都是高管們的變相裁员手法.
有個新發現
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发表于 2012-1-23 21:02:26 |只看该作者
18楼的分析很简明扼要,也很透彻!是经验之谈。# p; u0 T( Z) {
珍惜身边人、做好眼下事。
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发表于 2011-12-23 12:05:54 |只看该作者
提示: 作者被禁止或删除 内容自动屏蔽
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发表于 2011-12-19 17:22:31 |只看该作者
”优化“人员环节说罢了就是要学会折腾————-能折腾、会折腾:(这对于HR也是没办法的办法)
2 [& M$ f+ J6 s2 i1、最好不要迅速进行,你干的越快,越漂亮你越与你的职业目标和职业道德相背离。干好了10个,还有30、50人等你裁,你的老板欲壑难填的,不信你试试,那样你越来越不好干。
5 L' h/ K  X0 v7 a" d/ k2、要遵循员工离职规律:向你的老板要必要的时间,争取必要的条件;(谁都知道不花钱办事是最好,但你要长远的和他分析)9 l1 L2 A& l4 @$ L* G- _2 }
3、要制定裁员规划(策划案)要严谨、步步为赢。5 q% Q* `, n' T% s- T
4、要手段多样化:考核、培训、换岗、劝退、到期解除、试用不符合等等,要分类明晰。( s( e3 h% C9 j' i' Y
5、要充分发动部门负责人和你共同完成(领到尚方宝剑)
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发表于 2011-12-14 17:23:16 |只看该作者

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发表于 2011-12-13 15:47:58 |只看该作者
yintianxue 发表于 2011-10-17 09:55 : d# ^/ H! a: F7 b; v
为什么要削减人员?. o9 [  e6 u" e8 b
是业务不繁忙了,订单不够,不需要那么多人了。
, a* b6 N( ?1 U5 {( a* v还是本来有些人就是闲置的?这问题需要 ...
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赞同你的观点。在大是大非的问题上,HR不要做任何实质性让步,否则,你猪八戒照镜子,杯具。
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发表于 2011-12-12 16:28:03 |只看该作者
请老板出面开会宣导下裁员的必要性及紧迫性并当众授权给你,人事部宣布冻结或者减少直接工作人员招聘,尽全力搞定各部门铁别是裁员部门老大,把具体的裁员指标下放到各部门,由部门负责裁员主体工作,人力资源部重点处理顽固分子及疑难杂症的善后工作。
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