清华大学：《人力资源管理》课程教学资源（PPT课件）第十二章 人员流动（曲庆）

人员流动 TURNOV三R

TURNOVER

730y ■ Resignation/Quit(辞职) ■ Dismissal|(解雇) ■ Layoff(临时解雇)

◼ Resignation/Quit （辞职） ◼ Dismissal（解雇） ◼ Layoff（临时解雇） TURNOVER

员风暴 朗讯 6万 通用电气7.5万(未来2年) 戴姆勒克莱斯勒2.6万(3年内) 摩托罗拉已经裁减12万 施乐5200 英特尔5000 思科5500至8000 宝洁9600 爱立信3300 De I ph i 11.500 北电网络15,000 迪斯尼40003%) 爱华50% 大宇6500 康柏5000

裁员风暴 朗讯 通用电气 戴姆勒·克莱斯勒 摩托罗拉 施乐 英特尔 思科 宝洁 爱立信 Delphi 北电网络 迪斯尼 爱华 大宇 康柏 1.6万 7.5万（未来2年） 2.6万（3年内） 已经裁减1.2万 5200 5000 5500至8000 9600 3300 11,500 15,000 4000(3%) 50% 6500 5000

Turnover cosis ○ Pre-turnover costs ● Separation costs o Vacancy costs O Recruiting and new-hire processing costs

Turnover Costs ⚫ Pre-turnover costs ⚫ Separation costs ⚫ Vacancy costs ⚫ Recruiting and new-hire processing costs

Turnover cosis ●Pre- turnover costs slower work pace k increased absenteeism ● Separation costs 豪 severance pay 豪 unemployment costs i* litigation fees o Vacancy costs lost opportunities in sales and service overtime pay for employees who pick up the slack Recruiting and new-hire processing costs i the direct cost of advertisement and promotional materials referral bonuses relocation expenses, sign-on bonuses, background checks the wages of employees who recruit, process paperwork, conduct interviews and tours, give tests, train and conduct orientation w the wages of support staff who hook up computers and phones, process identification badges

⚫ Pre-turnover costs  slower work pace  increased absenteeism ⚫ Separation costs  severance pay  unemployment costs  litigation fees ⚫ Vacancy costs  lost opportunities in sales and service  overtime pay for employees who pick up the slack ⚫ Recruiting and new-hire processing costs  the direct cost of advertisement and promotional materials, referral bonuses, relocation expenses, sign-on bonuses, background checks  the wages of employees who recruit, process paperwork, conduct interviews and tours, give tests, train and conduct orientation  the wages of support staff who hook up computers and phones, process identification badges Turnover Costs

Managing the Eirecis of Layoirs on Survivors FACTORS AFFECTING SURVIVORS REACTIONS ■ Perceived Fairness Changed Working Conditions

Managing the Effects of Layoffs on Survivors FACTORS AFFECTING SURVIVORS' REACTIONS ◼Perceived Fairness ◼Changed Working Conditions

FACTORS AFFECTING SURVIVORS REACTIONS Perceived Fairness 86 IS THE LAYOFF JUSTIFIED? 96 IS THE LAYOFF CONGRUENT WITH CORPORATE CULTURE? 8 DID THE ORGANIZATION PROVIDE AMPLE ADVANCED NOTICE? ae IN IMPLEMENTING THE LAYOFF HOW WELL DID THE ORGANIZATION ATTEND TO THE DETAILS? 9 DID MANAGEMENT PROVIDE A CLEAR AND ADEQUATE EXPLANATION OF THE REASONS FOR THE LAYOFFS? 9 WERE CUTBACKS SHARED AT HIGHER MANAGERIAL LEVELS? 9B WHAT DECISION RULE WAS USED TO DETERMINE WHICH EMPLOYEES WOULD BE LAID OFF VERSUS CHOSEN TO REMAIN? 9B DID THE ORGANIZATION PROVIDE TANGIBLE CARE TAKING SERVICES TO HELP SOFTEN THE BLOW FOR THOSE LAID OFF? 96 DID THE ORGANIZATION INVOLVE ITS EMPLOYEES IN THE LAYOFF DECISION PROCESS?

Perceived Fairness  IS THE LAYOFF JUSTIFIED?  IS THE LAYOFF CONGRUENT WITH CORPORATE CULTURE?  DID THE ORGANIZATION PROVIDE AMPLE ADVANCED NOTICE?  IN IMPLEMENTING THE LAYOFF, HOW WELL DID THE ORGANIZATION ATTEND TO THE DETAILS?  DID MANAGEMENT PROVIDE A CLEAR AND ADEQUATE EXPLANATION OF THE REASONS FOR THE LAYOFFS?  WERE CUTBACKS SHARED AT HIGHER MANAGERIAL LEVELS?  WHAT DECISION RULE WAS USED TO DETERMINE WHICH EMPLOYEES WOULD BE LAID OFF VERSUS CHOSEN TO REMAIN?  DID THE ORGANIZATION PROVIDE TANGIBLE CARETAKING SERVICES TO HELP SOFTEN THE BLOW FOR THOSE LAID OFF?  DID THE ORGANIZATION INVOLVE ITS EMPLOYEES IN THE LAYOFF DECISION PROCESS? FACTORS AFFECTING SURVIVORS' REACTIONS

FACTORS AFFECTING SURVIVORS REACTIONS Changed Working Conditions g HOW MUCH SHOULD WORRY ABOUT THE POSSIBILITY OF FURTHER LAYOFFS? 86 HOW DOES MY JOB COMPARE TO THE ONE THAT I HAD BEFORE THE LAYOFFS? 9 WHAT IS MY FUTURE HERE? 86 WHAT ARE THE REACTIONS OF MY FELLOW SURVIVORS?

Changed Working Conditions  HOW MUCH SHOULD I WORRY ABOUT THE POSSIBILITY OF FURTHER LAYOFFS?  HOW DOES MY JOB COMPARE TO THE ONE THAT I HAD BEFORE THE LAYOFFS?  WHAT IS MY FUTURE HERE?  WHAT ARE THE REACTIONS OF MY FELLOW SURVIVORS? FACTORS AFFECTING SURVIVORS' REACTIONS

Managing the Eirecis of Layoirs on Survivors Before the layoff, managers should Evaluate the relationship between the layoff and corporate strategy and culture Provide ample advanced notice Identify key people and solicit their commitment to the new organization Prepare Supervisors and managers for the layoffs

Before the layoff, managers should: ◼ Evaluate the relationship between the layoff and corporate strategy and culture ◼ Provide ample advanced notice ◼ Identify key people and solicit their commitment to the new organization ◼ Prepare Supervisors and managers for the layoffs Managing the Effects of Layoffs on Survivors

Managing the Eirecis of Layoirs on Survivors During the layoff, managers should 中 Give full information t Provide assistance to those laid off, including severance pay and outplacement counseling t Treat victims and survivors with dignity and respect Ep Use ceremony to facilitate the transition

During the layoff, managers should:  Give full information  Provide assistance to those laid off, including severance pay and outplacement counseling  Treat victims and survivors with dignity and respect  Use ceremony to facilitate the transition Managing the Effects of Layoffs on Survivors