从未来需要谁的角度确定裁员标准(Who will determine the level of layoffs in the future).docVIP

从未来需要谁的角度确定裁员标准(Who will determine the level of layoffs in the future).doc

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从未来需要谁的角度确定裁员标准(Who will determine the level of layoffs in the future)

从未来需要谁的角度确定裁员标准(Who will determine the level of layoffs in the future) In the practice of many layoffs, how to determine the reasonable standard of layoffs and communicate with employees sincerely, plays an important role in minimizing the negative impact of downsizing. Discrimination bias At present, unless the whole business team is cut off from the strategic business transformation, the focus of most companies on identifying layoffs is identifying employees who do not want to retain and want to cut them. Therefore, this work has become at all levels managers look for worst employee hard work, dare not to judge the manager can only rely on the results of performance evaluation have been carried out to sort, and no assessment of historical data manager in desperation will even organize all back-to-back scoring to determine. The latter obviously is irrational, but the former may also be a major deviation, the main reason for two: First, the performance appraisal results itself may not be reasonable Taking performance appraisal results as the only standard of downsizing, it puts forward high requirements for the fairness, rationality and effectiveness of performance appraisal results. But most domestic companies are still in the stage of exploration and improvement in performance management and assessment, and it is difficult to come up with convincing historical data. To be more backward, even the successful companies in performance management are not necessarily used by the latter because of the different starting point and purpose of the performance management system and the downsizing. The former is the implementation of the strategic track management tool, it should be set a reasonable goal, determine the action plan, follow up the implementation and regular review to ensure that the adjustment to achieve the overall goal, finally according to employee performance to achieve the goal to give the corresponding recognition (i.e. the assessment results of the dynam

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