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标题: 如何削减人员？ [打印本页]

作者: anyqy 时间: 2011-10-17 08:49
标题: 如何削减人员？
本帖最后由温州小兵哥于 2011-10-20 07:36 编辑

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！

作者: qd991 时间: 2011-10-17 09:02
裁员还是开除？

作者: anyqy 时间: 2011-10-17 09:53

qd991 发表于 2011-10-17 09:02
& a" R. _! Y0 ^裁员还是开除？

领导的意思是把多余的“间接人员”变成作业的“直接人员”，不愿意的就裁掉，算是裁员吧。

作者: yintianxue 时间: 2011-10-17 09:55
为什么要削减人员？
是业务不繁忙了，订单不够，不需要那么多人了。
还是本来有些人就是闲置的？这问题需要搞清楚。
我们HR不能做不请不楚的侩子手。

作者: jjzx_jjzx 时间: 2011-10-17 10:12
恩，根本原因要弄清楚

作者: dmluo 时间: 2011-10-17 14:27
在现在的经济时代下，有很多企业都受到影响，我们公司现在也是正处在精减状态，其实裁员对于员工来说并不是坏事，侩子手------在我们公司来说，如果要精减人员，会通报给各部门经理，预计减百分几，那么就会有一些员工申请裁员，可能大家会说，裁员不就是惨事吗？怪现象就出现在我们公司，裁员对于公司员工来说，那可是喜事呢，裁掉了有钱赔，谁不愿意呀！有的员工在这里做几年存的钱都没有裁掉时赔得多，拿着这笔钱回去可以做些生意，那此不是好事？就算是暂时不做事，出去找工作并非那么难的事呀！

作者: 容含 时间: 2011-10-18 10:00

dmluo 发表于 2011-10-17 14:27 5 ]& C$ I' E. R: c! U$ ]* Z- Y
在现在的经济时代下，有很多企业都受到影响，我们公司现在也是正处在精减状态，其实裁员对于员工来说并不是 ...

你好，想问一下，裁员赔偿的标准是什么？想学习一下，谢谢

作者: junren0618 时间: 2011-10-19 14:41
从你提供的讯息来看，应该不是“裁员”的性质（因为一线人员没有变动，还是有稳定的产量保障的），企业应当是想从结构优化角度来避免间接人数总量的“臃肿”。基于上述的判断，我个人认为可以从以下几个HR专业角度来考虑：
1) 首先，需要特别关注人力编制的控制。至少现在开始需要对招聘、合同到期人员续签都进行严格控制，“只出不进”。凡是有人员离职的或是增补的，都需要事先经过严格的审批流程。
2) 结合部门职责及业务战略目标，一一重新审核部门的组织架构图以及岗位说明书。并对员工采取胜任度的360度考核。对不合格/不胜任的人员进行淘汰处理。
3) 必要时，可以借助于最高管理层的手，需要他们开一个动员大会（公布该项目的决心），在组织架构和招聘申请等流程中增加必要的签字批准环节，等等。
4) 需要与高层商讨后，给到各部门一个削减额度/比例（否则上述种种将会是一纸空谈）。先不管该比例或额度的合理性与否，只是HR可以借此与部门开展上述的削减要求。
除此，HR必须要对各部门的业务及情况比较熟悉，“知己知彼”才能不被各部门忽悠。当然，与各部门的有效沟通也是很重要的一点，因为毕竟项目的成败与否与他们直接相关。

作者: 菲妮莎 时间: 2011-11-14 18:01
什么理由可以让业务部门和人力资源部一起削减冗员呢？

作者: brainbow123 时间: 2011-11-16 17:14
最近我们公司也是裁员,这是一件棘手的事情.

作者: ftjxlsj 时间: 2011-11-21 14:07
考核啊按各部门的实际要求进行考核，合格者留

作者: 秒月 时间: 2011-12-1 08:36
只是先调岗，后裁员，调岗是裁员的借口，和员工协商不成还是要经济补偿的。

作者: 国源 时间: 2011-12-9 14:33
竞聘上岗！裁员用的老办法了

作者: yuemingyue 时间: 2011-12-9 16:29
还是学学丰田吧呵呵，我觉得目的就是提升劳动生产率

作者: redstard 时间: 2011-12-12 16:28
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。

作者: gao741852 时间: 2011-12-13 15:47

yintianxue 发表于 2011-10-17 09:55 : |) v# D/ C& s- s: K
为什么要削减人员？, z1 F! H. i1 |6 @# Z
是业务不繁忙了，订单不够，不需要那么多人了。$ z, b" E3 f. c$ Z, P& |7 w; Y4 l
还是本来有些人就是闲置的？这问题需要 ...

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。

作者: ojf61aojk9 时间: 2011-12-14 17:23
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作者: gao741852 时间: 2011-12-19 17:22
”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）
1、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。
2、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）
3、要制定裁员规划（策划案）要严谨、步步为赢。
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。
5、要充分发动部门负责人和你共同完成（领到尚方宝剑）

作者: 祥浩蕾XF 时间: 2011-12-23 12:05
提示: 作者被禁止或删除内容自动屏蔽

作者: 晓义 时间: 2012-1-23 21:02
18楼的分析很简明扼要，也很透彻！是经验之谈。
顶

作者: tengo 时间: 2012-2-10 08:43
這些都是高管們的變相裁员手法.

作者: susie.liang 时间: 2012-3-13 10:56
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

作者: home_in_sky 时间: 2012-5-4 11:54
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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