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[培训] 并购,重组,搬家,裁员背景下的群体争仪预防与实务处理技巧(中文授课) Group Labor Dispute Prevention and Handling Skills in These Following Situations: Mergers and Acquisitions, Restructuring, Moving, Layoffs

October 18 @ 9:00 am - 5:00 pm

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Member Price RMB 2800

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Non-Member Price RMB 3500

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Dear Members and Friends of SwissCham,

课程背景:
• 随着中国经济下行压力和国际市场疲软,众多国内企业迎来内部调整期,或通过业务转移、公司合并分立重组提升效率,或通过组织架构调整部门并削减成本支出,上述调整都必然涉及”人员裁减和整合”,近年来被整合员工不仅关注裁员补偿高低,更开始关注裁员方案的公平性和透明性,加之各地劳动法差异和司法实践的变动,企业裁减特别是规模裁减是风险较高的一项人力资源活动。企业如何平稳快速推进结构调整和人员安置,不仅关系到企业的成本和风险,更关乎企业长期的经营效率。
• With the downturn pressure on Chinese economy and international sluggish market, many domestic enterprises enter into the period of internal adjustment, through business transfer, combination (recombinant), separation of company to improve efficiency, or adjusts departments and cuts costs through organizational structure, the above adjustments all will be inevitably involved with “personnel cutback and integration”; in recent years the staffs integrated not only has paid attention to the layoff compensation level, but also began to attach more importance to fairness and transparency of redundancy packages, coupled with different labor law of various places and changes in legal practice, the company’s cutback on employees, especially the scale, which is a human resources activity of higher risk. How the company promotes the structure adjustment and personnel placement stably and rapidly, not only concerns the cost and risk of the company, but also the long-term business efficiency of company.
•EFC Link将邀请在裁员领域有丰富实践经验的法律专家洪律师,通过步骤的分析与案例解读,为企业提供流程性的解决方案。
•EFC Link will invite legal expert Lawyer Hong who has a wealth of practical experience in the field of layoff, through the steps analysis and case interpretation of the five cores to provide the systematic solution for enterprises.

课程对象: 总经理、人力资源总监/经理/主管/专员、法务顾问、其他高层管理者
Participants: General manager, Human Resources Director / Manager / Supervisor / Commissioner, Legal adviser, and other senior managers.

Outline/活 动 纲 要
一、实践中常见的企业客观变化
1、组织机构调整,员工岗位消失
案例:工作职能与地点发生变化,引发仲裁
2、部门裁撤
3、部门合并,岗位不足,需要减员
4、职能吸收
5、公司出售,主体发生变化
6、公司合并,岗位不足
7、业务转型,岗位取消
8、区域调整
9、岗位相对应的工作内容发生变化
10、公司搬家
案例:52人团队因为搬家流失
11、关店
案例:天津关店与深圳关店的司法实践
12、法律环境的变化
案例:月薪五万员工的岗位价值消失
二、司法实践中认定为客观情形发生重大变化的四大要素
1、变化发生的原因
2、变化发生的程度是否达到了重大的程度
3、变化发生之后的决策以及变化与决策之间的关系
4、是否有过协商以及协商的两个方向
三、实践中公司的处理措施
1、吸收
案例:人多于岗时,如何界定吸收标准?
2、调整岗位
客观情形变化下的两种不同的调岗权利:单方VS双方
3、变动工作地点
案例:六人对抗公司案
四、员工对抗行为与行为的定性
1、可否认定为旷工?
2、可否认定为不服从公司管理?
3、可否认定为不服从公司工作分配?
4、可否直接解除?
5、可否予以警告+警告=严重违纪解除?
五、员工的面谈技巧
1、合规性分析
2、路径选择与目标确定
3、方案设计
4、文本设计与话术设计
5、员工行为分析与诉求判断
六、群体争议预防与实务处理技巧
1、一起面谈还是一个个谈?
2、如何保持方案的统一性?
3、遇到25人不到齐不谈的员工怎么办?
4、遇到员工投诉HR,要求换人怎么办?
5、遇到员工闹事/语言攻击怎么办?
6、遇到员工跳楼怎么办?

Unit 1 The objective changes of enterprises in practice
1. Organization adjustment, staff post disappearance
Case: changes in job functions and locations, which caused arbitration
2. Department abolition
3. The Department is merged, the post is insufficient and the staff need to be reduced.
4. Function absorption
5. The company is sold, the main body changes
6. Company merger, lack of post
7. Business transformation, job cancellation
8. Regional adjustment
9. Changes in the job content corresponding to the post
10. Company relocation
Case: 52 people leave a team because of relocation
11. Shut up shop
Case: judicial practice of shutting up shops in Tianjin and Shenzhen
12. Changes in the legal environment
Case: the job value of a monthly salary of fifty thousand employees disappears
Unit 2 Four key elements that have been identified as objective changes in judicial practice.
1. The cause of the change
2. Whether the degree of change is too serious?
3. The decision-making after change and the relationship between change and decision-making.
4. Whether there have been a negotiation and the two directions for negotiation.
Unit 3 The treatment measures of the company in practice
1. Absorption
Case: when people are more than posts, how do we define the standard of absorption?
2. Post adjustment
Two different rights to change posts under objective circumstances: unilateral VS both sides
3. Change of work place
Case: six people be against the company
Unit 4 The qualitative analysis of employee’s antagonism and behaviors
1. Can it be identified as absenteeism?
2. Can it be identified as disobedient to the company’s management?
3. Can it be identified as disobeying the distribution of the company’s work?
4. Can it be dismissed directly?
5. Is it legitimate that warning + warning = serious violation of discipline?
Unit 5 The interview skills of employees
1. Compliance analysis
2. Path selection and target determination
3. Scheme design
4. Text design and communication script design
5. Employee behavior analysis and appeal judgment
Unit 6 Group dispute prevention and practice treatment skills
1. Communicate together or communicate with each other?
2. How to maintain the unity of the scheme?
3. How to deal with the situation that the employees refuse to communicate until the 25 people are all on the scene?
4. How to deal with the situation that employees complain about HR, and require to change someone instead of the HR?
5. How to deal with the employee disturbances / language attacks?
6. How to deal with the employees’ jumping off a building?

About the Trainer 

洪老师——知名公司法、劳动法专家,知名律师事务所合伙人
Famous company law, Labor law expert, Partner of famous law firm
洪老师专长于公司法、劳动法与争议解决,同时熟知人力资源管理与用工成本实践(社保/财税),在跨区域员工关系治理、高管治理、竞业限制及商业秘密等领域有丰富的执业经验。2013年曾参与《劳动合同法修正案》《劳务派遣规定》《上海市工伤保险实施办法(修订)》等多部法规的立法专家讨论与建议工作,洪老师同时具有丰富的授课经验,培训客户包括甲骨文、法国空客、壳牌石油、强生、联合利华、杜邦、拜耳、施耐德、宝马、米其林、大陆、耐克、宜家、日立、联想、万科、腾讯、中欧管理工商学院、苏格兰皇家银行等多家世界500强、跨国企业及境内知名公司。
Lawyer Hong specializes in company law, labor law and dispute settlement, also familiar with human resource management and practice of labor costs (social security /finance and tax), and has a wealth of experience in management of cross-regional employee relationship, management of senior
executive, competitive restriction and trade secrets and other fields. In 2013, he participated in the specialist discussion and put forward suggestion for the “Amendment for Labor Contract Law “, ” Regulations for Labor Dispatch “, ” Implementation Method for Shanghai Employment Injury Insurance “(Amendment)” and other laws and regulations, and provided a comprehensive solution for labor relations for many world’s top 500 companies in China. His training clients include Oracle, Airbus, Johnson & Johnson, Unilever, DuPont, Bayer, Shell Oil, Sodexo, BMW, Kraft Foods, Nike, Auchan, Hitachi, Baosteel, Suning shares, CEIBS , Bank of Communications, China Construction Bank, Scotland Royal Bank and a large number of world’s top 500 companies, multinational companies and domestic well-known companies.

经验
成功为世界500强公司在华4000余人提供劳动关系规模转移安置综合解决方案
成功为某行业领先企业提供10000余人的劳务派遣综合解决方案
Experience:
Successfully provided a comprehensive solution for labor relations’ scale transfer and placement of more than 4000 people in the world’s top 500
companies in China. Successfully provided comprehensive solution for labor dispatch of more than 10000 of the leading company in its industry.
媒体采访:
曾接受上海电视台新闻综合频道、上海东方卫视、环球时报(英文版)、上海日报(英文版)、中国经营报、解放日报、上海人民广播电台、新金融观察、东方早报、新闻晨报等多家媒体采访就劳动关系热点问题发表专家意见。
Media Interview:
Lawyer Hong accepts the well-known media interviews containing the news comprehensive channel, Oriental TV station, China Business Journal on the hot issues of labor relations and express his expert opinion annually.

Date & Time 日期&时间

Friday, October 18th, 2019 09:00- 17:00
2019年10月18日,上午九点至下午五点

Language 培训语言: Chinese(中文)

Prices 价格
Member: RMB 2,800/person 会员价
Non-Member: RMB 3,500/person 非会员价

RSVP Deadline 报名截止日期
Please register by October 16 请于2019年10月16日前登记报名


Cancellation of RSVP

In case you need to cancel your attendance to the event, please write an email to: [email protected]
at least 24 hours prior to the event. Failure to cancel your RSVP timely will require the payment of a
“no show bill” of the full amount stated in this invitation.  You can contact Nini Qi by telephone:
021 5368 1237. For third-party events, the event terms and conditions of the event organizer apply.
如果您要取消出席活动,请在活动开始前24小时写邮件给 [email protected]。如未能及时取消,我们视同默认付款. 若非瑞士商会主办的活动,取消规则请参照活动主办发布的条款。

 

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