中國(guó)培訓(xùn)易(aokangtiyu.cn)
人力資源公開(kāi)課
主辦單位：廣州必學(xué)企業(yè)管理咨詢有限公司
中國(guó)培訓(xùn)易（aokangtiyu.cn）
中國(guó)培訓(xùn)易（aokangtiyu.cn）
舉辦時(shí)間：
| 上海 2014年7月11日 |
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內(nèi)容提示
對(duì)于大多數(shù)企業(yè)而言，用工成本的損失很大部分出現(xiàn)在同員工解除合同的環(huán)節(jié)。然，萬(wàn)事“謀”為先。HR處理爭(zhēng)議事件時(shí)應(yīng)掌握“攻心為上”的技巧——巧借東風(fēng)，化險(xiǎn)為夷。如何巧妙抓住員工在解除合同不同時(shí)期的心理與行為特點(diǎn)？如何進(jìn)行不同方向的溝通？如何幫助業(yè)務(wù)部門妥善解決勞動(dòng)爭(zhēng)議？這些都已然成為新一代人力資源業(yè)務(wù)伙伴所需要掌握的重要技能。
培訓(xùn)目標(biāo)
§ 了解勞動(dòng)爭(zhēng)議的五大階段及特點(diǎn)Understand five major stages and features of labor disputes§ 掌握溝通技巧Master communication skills§ 掌握各階段中員工的心理特點(diǎn)與行為模式分析方法Grasp how to analyze the psychological characteristics and behavioral patterns of employees during all stages§ 學(xué)會(huì)制訂HR處理策略Learn how to formulate HR handling tactics§ 了解員工行為分析案例Learn about analysis cases of employee behaviors
課程詳情
勞動(dòng)爭(zhēng)議的五大階段
Five Stages of Labor Disputes
試探階段
Stage of Tentative Gestures
訴求明確期
Stage of Making Demands Clear
等待與觀望
Stage of Observing and Waiting
施壓與沖突
Stage of Pressures and Conflicts
妥協(xié)期
Stage of Compromises
HR的三個(gè)溝通方向——向上、平行與向下的溝通
HR’s Three Communication Direction-Upward, Parallel & Downward Communication
處理勞動(dòng)爭(zhēng)議的第一步：重視向上溝通
First step in dealing with labor disputes: importance of upward communication
細(xì)分領(lǐng)導(dǎo)要求
Break-down of the re-quirements of higher leadership
風(fēng)險(xiǎn)提示
Risk warning
成本預(yù)算
Cost budget
爭(zhēng)取授權(quán)
Seek authorization
確定立場(chǎng)
Determine your standpoint
明確目標(biāo)
Clarify your objectives
強(qiáng)調(diào)價(jià)值
Emphasize the value
處理勞動(dòng)爭(zhēng)議第二步：與業(yè)務(wù)部門的平行溝通
Second step in dealing with labor disputes: parallel communication with business departments
明確流程
Clarify the procedures
明確舉證責(zé)任
Determine the burden of proof
審核證據(jù)及指導(dǎo)取證方法
Verify the evidences and provide guidance in evidence-obtaining methods
在交流中發(fā)現(xiàn)施壓方法
Discover proper pressure exerting approaches in communication
引導(dǎo)業(yè)務(wù)部門一起面對(duì)員工或其家屬
Guide the business departments to confront employees and/or their relatives
試探階段的員工心理特點(diǎn)與行為模式分析以及HR處理策略
Analysis of Employees' Psychological Characteristics and Behavioral Patterns during the Stage of Tentative Gestures and HR’s Handling Tactics
員工心理特點(diǎn)
Employees’ Psychological Characteristics
確定方向
Determining the general direction
法律規(guī)定及公司慣例形成員工心理預(yù)期
Employees’ psychological expectations shaped by legal provisions and corporate practices
警惕性與自我保護(hù)意識(shí)上升，對(duì)公司的信任度下降，對(duì)抗意識(shí)形成
Vigilance and self-protection awareness rises while trust in the company declines, thus a confrontational consciousness is formed
員工行為模式
Employees’ Behavioral Patterns
隱性傳達(dá)訴求
Subtly convey the demands
訴求一般較高
The demands are usually quite high
嚴(yán)格遵守公司規(guī)章制度
Strict compliance with company rules and regulations
工作效果度極差
The work results are usually very poor
HR處理策略
HR’s Handling Tactics
對(duì)員工進(jìn)行個(gè)性化分析----年齡、性別、籍貫、家庭基本情況、工資收入、工作內(nèi)容等
A personalized analysis of the employees ---- age, sex, place of origin, basic family information, wage level, job desc-riptions, etc.
確定事件處理的目標(biāo)
Determine the ideal objectives in the dispute
尋找協(xié)商的切入點(diǎn)
Find a breakthrough point for a negotiation
訴求明確期的員工心理特點(diǎn)與行為模式分析以及HR處理策略
Analysis of Employees' Psychological Characteristics and Behavioral Patterns during the Stage of Making Demands Clear and HR’s Handling Tactics
員工心理特點(diǎn)
Employees’ Psychological Characteristics
員工對(duì)公司的期望愈加成形和固化
Employees’ expectations for the company are formed and consolidated
員工立場(chǎng)堅(jiān)定
Firm stance of the employees
員工情緒激昂飽滿
Energetic and heightened emotional status of the employees
員工行為模式
Employees’ Behavioral Patterns
溝通中的拒絕
Rejections in communication
提出很多輔助性理由
Present many supporting reasons
提出很多施壓措施
Present many pressure exerting measures
很少出現(xiàn)主動(dòng)刺激公司的行為
Rarely take the initiatives to provoke the company
出現(xiàn)第一波沖突
The first wave of conflicts occurs
HR處理策略
HR’s Handling Tactics
明確公司的立場(chǎng)及態(tài)度
Make clear the company's position and attitude
視情況拋出公司初步補(bǔ)償方案，設(shè)立錨定基準(zhǔn)點(diǎn)
Propose the company’s preliminary compensation plan as the case may be and set the reference point
平穩(wěn)處理第一波沖突
Smoothly handle the first wave of conflicts
為進(jìn)入第三階段做好鋪墊
Pave the way for e the third stage
等待與觀望期員工心理特點(diǎn)、行為模式與HR處理策略
Analysis of Employees' Psychological Characteristics and Behavioral Patterns during the Stage of Observing and Waiting and HR’s Handling Tactics
員工心理特點(diǎn)
Employees’ Psychological Characteristics
患得患失心理的形成
A psychological hesitation over the consideration of gains and losses is formed
不穩(wěn)定性增加
Instability is increased
情緒趨向激化
Emotions tend to be intensified
進(jìn)攻性增加
Offensiveness is increased
員工行為模式分析
Employees’ Behavioral Patterns
員工施壓方式成形
Pressure exerting tactics on the employees is formed
員工開(kāi)始自我救濟(jì)，如找領(lǐng)導(dǎo)
Employees begin to look for help from such persons as a higher leadership member
員工極其堅(jiān)持訴求
An extremely obstinate stance on their demands
HR處理策略
HR’s Handling Tactics
設(shè)定轉(zhuǎn)移矛盾策略
Set a strategy of conflict transfer
尋求撫慰方式
Seek ways for emotional comfort
堅(jiān)守公司立場(chǎng)
Stick to corporate position
保持溝通渠道的唯一性
Maintain the exclusiveness of one single communication channel
施壓與沖突階段員工心理特點(diǎn)、行為模式與HR處理策略
Analysis of Employees' Psychological Characteristics and Behavioral Patterns during the Stage of Pressures and Conflicts and HR’s Handling Tactics
員工心理特點(diǎn)
Employees’ Psychological Characteristics
員工抗壓力前銳后脆
Employees’ response to pressure is intense in the beginning yet fragile in the end
員工心理調(diào)整期特點(diǎn)
Characteristics of employees' psychological adjustment period
員工的混亂心態(tài)
Confusion of mind of employee
員工行為模式
Employees’ Behavioral Patterns
員工行為趨于激化
Employees’ behaviors tend to be intensified
員工做出傷害性行為
Employees start to have nociceptive behaviors
員工開(kāi)始大吵大鬧
Employees start to yell and scream
出現(xiàn)第二波沖突
A second wave of conflicts occurs
HR尋找與推進(jìn)施壓方式
HR Finds & Promotes Pressure Exerting Tactics
從工作屬性出發(fā)，尋找施壓方式
Look for ways to exert pressure from the particular nature of job position
從工作狀態(tài)尋找施壓方式
Look for ways to exert pressure from the particular job status
直接對(duì)抗式施壓
Direct adversarial pressure measures
HR處理策略
HR’s Handling Tactics
HR需要學(xué)會(huì)抗壓
HR needs to learn how to cope with pressure
注意控制員工心理調(diào)整期
Attention to control the employees’ psychological adjustment period
注意調(diào)動(dòng)業(yè)務(wù)部門的支持和部門領(lǐng)導(dǎo)的理解
Attention to mobilize the support of all business departments and understanding of all departmental executives
妥協(xié)期員工心理特點(diǎn)、行為模式與HR處理策略
Analysis of Employees' Psychological Characteristics and Behavioral Patterns during the Stage of Compromises and HR’s Handling Tactics
員工心理特點(diǎn)
Employees’ Psychological Characteristics
脆弱的妥協(xié)性
Vulnerable compromises
反復(fù)性
Repeatability
潛在的尖銳性
Potential antagonism
員工行為模式
Employees’ Behavioral Patterns
在意細(xì)節(jié)
Attention to details
爭(zhēng)取邊緣利益
Seek for fringe benefits
排斥節(jié)外生枝
Avoid further complications
HR處理策略
HR’s Handling Tactics
做好文本
Formulate written words
不要畫(huà)蛇添足
Do not overdo it
隨機(jī)應(yīng)變，控制員工反復(fù)性
Good ability to make immediate response to control regret behaviors of the employees
員工行為分析案例
Analysis Cases of Employee Behaviors
16年工作員工的解除
Discharge the contract of an employee with 16 years of working age
如何處理員工對(duì)管理措施變更的對(duì)抗
How to deal with confrontation of the employees against changes of management measures
拒絕視頻溝通如何處理，發(fā)生意外受傷的員工
How to deal with employee who suffers accident injury yet refuses any video communication
員工為什么忽然索要終止合同證明
Why the employee suddenly asks for written certification of termination of labor contract
企業(yè)搬遷時(shí)對(duì)員工行為模式的引導(dǎo)
Guidance on behavioral patterns of the employees during corporate relocation
Five Stages of Labor Disputes
試探階段
Stage of Tentative Gestures
訴求明確期
Stage of Making Demands Clear
等待與觀望
Stage of Observing and Waiting
施壓與沖突
Stage of Pressures and Conflicts
妥協(xié)期
Stage of Compromises
HR的三個(gè)溝通方向——向上、平行與向下的溝通
HR’s Three Communication Direction-Upward, Parallel & Downward Communication
處理勞動(dòng)爭(zhēng)議的第一步：重視向上溝通
First step in dealing with labor disputes: importance of upward communication
細(xì)分領(lǐng)導(dǎo)要求
Break-down of the re-quirements of higher leadership
風(fēng)險(xiǎn)提示
Risk warning
成本預(yù)算
Cost budget
爭(zhēng)取授權(quán)
Seek authorization
確定立場(chǎng)
Determine your standpoint
明確目標(biāo)
Clarify your objectives
強(qiáng)調(diào)價(jià)值
Emphasize the value
處理勞動(dòng)爭(zhēng)議第二步：與業(yè)務(wù)部門的平行溝通
Second step in dealing with labor disputes: parallel communication with business departments
明確流程
Clarify the procedures
明確舉證責(zé)任
Determine the burden of proof
審核證據(jù)及指導(dǎo)取證方法
Verify the evidences and provide guidance in evidence-obtaining methods
在交流中發(fā)現(xiàn)施壓方法
Discover proper pressure exerting approaches in communication
引導(dǎo)業(yè)務(wù)部門一起面對(duì)員工或其家屬
Guide the business departments to confront employees and/or their relatives
試探階段的員工心理特點(diǎn)與行為模式分析以及HR處理策略
Analysis of Employees' Psychological Characteristics and Behavioral Patterns during the Stage of Tentative Gestures and HR’s Handling Tactics
員工心理特點(diǎn)
Employees’ Psychological Characteristics
確定方向
Determining the general direction
法律規(guī)定及公司慣例形成員工心理預(yù)期
Employees’ psychological expectations shaped by legal provisions and corporate practices
警惕性與自我保護(hù)意識(shí)上升，對(duì)公司的信任度下降，對(duì)抗意識(shí)形成
Vigilance and self-protection awareness rises while trust in the company declines, thus a confrontational consciousness is formed
員工行為模式
Employees’ Behavioral Patterns
隱性傳達(dá)訴求
Subtly convey the demands
訴求一般較高
The demands are usually quite high
嚴(yán)格遵守公司規(guī)章制度
Strict compliance with company rules and regulations
工作效果度極差
The work results are usually very poor
HR處理策略
HR’s Handling Tactics
對(duì)員工進(jìn)行個(gè)性化分析----年齡、性別、籍貫、家庭基本情況、工資收入、工作內(nèi)容等
A personalized analysis of the employees ---- age, sex, place of origin, basic family information, wage level, job desc-riptions, etc.
確定事件處理的目標(biāo)
Determine the ideal objectives in the dispute
尋找協(xié)商的切入點(diǎn)
Find a breakthrough point for a negotiation
訴求明確期的員工心理特點(diǎn)與行為模式分析以及HR處理策略
Analysis of Employees' Psychological Characteristics and Behavioral Patterns during the Stage of Making Demands Clear and HR’s Handling Tactics
員工心理特點(diǎn)
Employees’ Psychological Characteristics
員工對(duì)公司的期望愈加成形和固化
Employees’ expectations for the company are formed and consolidated
員工立場(chǎng)堅(jiān)定
Firm stance of the employees
員工情緒激昂飽滿
Energetic and heightened emotional status of the employees
員工行為模式
Employees’ Behavioral Patterns
溝通中的拒絕
Rejections in communication
提出很多輔助性理由
Present many supporting reasons
提出很多施壓措施
Present many pressure exerting measures
很少出現(xiàn)主動(dòng)刺激公司的行為
Rarely take the initiatives to provoke the company
出現(xiàn)第一波沖突
The first wave of conflicts occurs
HR處理策略
HR’s Handling Tactics
明確公司的立場(chǎng)及態(tài)度
Make clear the company's position and attitude
視情況拋出公司初步補(bǔ)償方案，設(shè)立錨定基準(zhǔn)點(diǎn)
Propose the company’s preliminary compensation plan as the case may be and set the reference point
平穩(wěn)處理第一波沖突
Smoothly handle the first wave of conflicts
為進(jìn)入第三階段做好鋪墊
Pave the way for e the third stage
等待與觀望期員工心理特點(diǎn)、行為模式與HR處理策略
Analysis of Employees' Psychological Characteristics and Behavioral Patterns during the Stage of Observing and Waiting and HR’s Handling Tactics
員工心理特點(diǎn)
Employees’ Psychological Characteristics
患得患失心理的形成
A psychological hesitation over the consideration of gains and losses is formed
不穩(wěn)定性增加
Instability is increased
情緒趨向激化
Emotions tend to be intensified
進(jìn)攻性增加
Offensiveness is increased
員工行為模式分析
Employees’ Behavioral Patterns
員工施壓方式成形
Pressure exerting tactics on the employees is formed
員工開(kāi)始自我救濟(jì)，如找領(lǐng)導(dǎo)
Employees begin to look for help from such persons as a higher leadership member
員工極其堅(jiān)持訴求
An extremely obstinate stance on their demands
HR處理策略
HR’s Handling Tactics
設(shè)定轉(zhuǎn)移矛盾策略
Set a strategy of conflict transfer
尋求撫慰方式
Seek ways for emotional comfort
堅(jiān)守公司立場(chǎng)
Stick to corporate position
保持溝通渠道的唯一性
Maintain the exclusiveness of one single communication channel
施壓與沖突階段員工心理特點(diǎn)、行為模式與HR處理策略
Analysis of Employees' Psychological Characteristics and Behavioral Patterns during the Stage of Pressures and Conflicts and HR’s Handling Tactics
員工心理特點(diǎn)
Employees’ Psychological Characteristics
員工抗壓力前銳后脆
Employees’ response to pressure is intense in the beginning yet fragile in the end
員工心理調(diào)整期特點(diǎn)
Characteristics of employees' psychological adjustment period
員工的混亂心態(tài)
Confusion of mind of employee
員工行為模式
Employees’ Behavioral Patterns
員工行為趨于激化
Employees’ behaviors tend to be intensified
員工做出傷害性行為
Employees start to have nociceptive behaviors
員工開(kāi)始大吵大鬧
Employees start to yell and scream
出現(xiàn)第二波沖突
A second wave of conflicts occurs
HR尋找與推進(jìn)施壓方式
HR Finds & Promotes Pressure Exerting Tactics
從工作屬性出發(fā)，尋找施壓方式
Look for ways to exert pressure from the particular nature of job position
從工作狀態(tài)尋找施壓方式
Look for ways to exert pressure from the particular job status
直接對(duì)抗式施壓
Direct adversarial pressure measures
HR處理策略
HR’s Handling Tactics
HR需要學(xué)會(huì)抗壓
HR needs to learn how to cope with pressure
注意控制員工心理調(diào)整期
Attention to control the employees’ psychological adjustment period
注意調(diào)動(dòng)業(yè)務(wù)部門的支持和部門領(lǐng)導(dǎo)的理解
Attention to mobilize the support of all business departments and understanding of all departmental executives
妥協(xié)期員工心理特點(diǎn)、行為模式與HR處理策略
Analysis of Employees' Psychological Characteristics and Behavioral Patterns during the Stage of Compromises and HR’s Handling Tactics
員工心理特點(diǎn)
Employees’ Psychological Characteristics
脆弱的妥協(xié)性
Vulnerable compromises
反復(fù)性
Repeatability
潛在的尖銳性
Potential antagonism
員工行為模式
Employees’ Behavioral Patterns
在意細(xì)節(jié)
Attention to details
爭(zhēng)取邊緣利益
Seek for fringe benefits
排斥節(jié)外生枝
Avoid further complications
HR處理策略
HR’s Handling Tactics
做好文本
Formulate written words
不要畫(huà)蛇添足
Do not overdo it
隨機(jī)應(yīng)變，控制員工反復(fù)性
Good ability to make immediate response to control regret behaviors of the employees
員工行為分析案例
Analysis Cases of Employee Behaviors
16年工作員工的解除
Discharge the contract of an employee with 16 years of working age
如何處理員工對(duì)管理措施變更的對(duì)抗
How to deal with confrontation of the employees against changes of management measures
拒絕視頻溝通如何處理，發(fā)生意外受傷的員工
How to deal with employee who suffers accident injury yet refuses any video communication
員工為什么忽然索要終止合同證明
Why the employee suddenly asks for written certification of termination of labor contract
企業(yè)搬遷時(shí)對(duì)員工行為模式的引導(dǎo)
Guidance on behavioral patterns of the employees during corporate relocation
講師簡(jiǎn)介
劉昊斌 老師
10余年從業(yè)經(jīng)歷，曾被中央電視臺(tái)、中國(guó)教育電視臺(tái)、北京電臺(tái)、中國(guó)青年報(bào)、最高人民法院報(bào)、新京報(bào)、北京晨報(bào)、北京晚報(bào)、信報(bào)等各界媒體廣泛采訪和報(bào)導(dǎo)。
多次受中國(guó)教育電視臺(tái)邀請(qǐng)，登臺(tái)講授《勞動(dòng)合同法》、《勞動(dòng)合同法實(shí)施條例》，受北京電視臺(tái)邀請(qǐng)，講授、跟蹤解析勞動(dòng)合同法在司法實(shí)踐中的運(yùn)用和變遷。
承辦多起具有社會(huì)影響的案件，包括全國(guó)首例無(wú)固定期限勞動(dòng)合同解除案、全國(guó)首例人事?tīng)?zhēng)議案、首例違法辭退后繼續(xù)履行案等，受到各界媒體與電視臺(tái)的追蹤報(bào)導(dǎo)。
具有豐富的非訴工作經(jīng)驗(yàn)，先后為北京近千家企業(yè)提供服務(wù)。曾任英大傳媒出版集團(tuán)、諾和諾德、默克雪蘭諾、博士倫、思源集團(tuán)、中國(guó)金融在線等國(guó)內(nèi)百家大型企業(yè)的常年性勞動(dòng)關(guān)系顧問(wèn)。
擅長(zhǎng)培訓(xùn)，培訓(xùn)風(fēng)格以案例為依托，對(duì)案例作深度解讀，立足于詮釋法律與HR之間的關(guān)聯(lián)，在提醒HR法律風(fēng)險(xiǎn)之余，還能解構(gòu)HR所接觸的管理風(fēng)險(xiǎn)和職業(yè)風(fēng)險(xiǎn)。
聯(lián)拓成立以來(lái)，培養(yǎng)了一批勞動(dòng)法律師和講師，構(gòu)建了聯(lián)拓的律師團(tuán)隊(duì)、市場(chǎng)團(tuán)隊(duì)與銷售團(tuán)隊(duì)，基本使聯(lián)拓成長(zhǎng)為了北京一家小有名氣的勞動(dòng)法專業(yè)律師所，對(duì)企業(yè)實(shí)際運(yùn)營(yíng)具有深刻的理解。
Kevin Liu
More than 10 years’ experience and has been extensively interviewed and reported by CCTV, China Education Television, Radio Beijing, China Youth Daily, the Supreme People’s Court Newspaper, Beijing News, Beijing Morning News, Beijing Evening Newspaper and other medias.
Repeatedly invited by the China Education Television to give the lecture on Labor Contract Law and Labor Contract Law Implementation Regulations, and invited by Beijing TV to lecture and track analysis of the use and change in judicial practice of Labor Contract Law.
Undertook many social impact cases, including the country’s first case, non-fixed-term labor contract determination, the country’s first personnel disputes and the first case of continuing to perform after violated dismissal etc., have been track-reported by all media and television.
He has many rich experience in non-litigation work, has provided the service for thousands enterprises in Beijing. He worked as the perennial labor relationship consultant for hundreds of large domestic enterprises, such as: British Media Publish Group, Novo Nordisk, Merk Serono, Bausch & Lomb, Siyuan Group and China Finance Online etc..
Specialized in training, the training style is relying on the case study, has the depth interpretation on case, taken hold in the interpretation the relevance between legal and HR, not only remind HR the legal risks, but also deconstruction the management risk and occupational risk contacted by HR.
Since Liantuo founded, cultivated a number of labor law attorney and lecture, constructed Liantuo’s Lawyer team, Marketing team and Sales team, basically make liantuo grow for a small famous labor law professional lawyers in Beijing, and have a deep understanding on enterprise practical operation.
課程對(duì)象
總經(jīng)理、人力資源總監(jiān)／經(jīng)理／主管／專員、法務(wù)顧問(wèn)、人力資源業(yè)務(wù)伙伴及部門經(jīng)理/主管
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課程名稱：基于員工心理與行為模式分析的勞動(dòng)合同解除技巧
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