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如何有效證明員工“不能勝任工作”及合法調崗調薪操作實務技巧
 
講師:講師團 瀏覽次數:885

課程描述INTRODUCTION

不勝任員工管理培訓課程

· 人事總監· 人事經理· 人事專員

培訓講師:講師團    課程價格:¥元/人    培訓天數:1天   

日程安排SCHEDULE

課程大綱Syllabus

不勝任員工管理培訓課程
介 紹 
2016年12月,媒體報道將某研討會上的專家觀點概括為“不能勝任解除在北京已死,在上海茍活”,從而引爆2016年勞資領域的*強爭議話題。在人力資源管理中,“不能勝任工作”已然成為HR管理員工的常用方法。在員工不能勝任工作的情況下,企業根據需要進行調崗、調薪甚至解雇等相應處理,都屬于人力資源管理和用工自主權的范疇。但在勞動法領域,認定員工不能勝任工作,卻有著嚴格的判定基礎和法律意義。在司法實踐中,因企業缺乏客觀的衡量標準,在認定員工不能勝任工作時具有“單方性”和“隨意性”等特點而得不到法律支持的案例大量存在,北京、上海、廣州等地的企業敗訴率高達95%以上。本次講座將結合具體案例就“不能勝任工作”的證明及處理事務進行分享與溝通,幫助企業更好地規范人力資源管理,以期防范員工關系管理中的法律風險,避免勞資沖突,建立和諧勞動關系。
In December 2016, the media reported that the expert point of view at a seminar was summarized as "not capable of lifting the death in Beijing,living in Shanghai," thus detonating the strongest controversial topic in the field of labor in 2016.In human resources management, "can not do the job" has become HR management staff commonly used method. In the case of employees can not do the job, the enterprise according to the needs of the transfer, salary or even dismissal and other corresponding treatment,are human resources management and labor autonomy in the category. But in the field of labor law, that employees can not work, but has a strict basis for judging and legal significance. In the judicial practice, due to the lack of objective measurement of enterprises, in the identification of employees can not do the job with "unilateral" and "arbitrary" and other characteristics of the case without legal support exists, Beijing,Shanghai, Guangzhou and other places Of the enterprise lost the rate of up to 95% or more.This seminar will share and communicate with the specific cases on "proof of work" and deal with services to help enterprises better regulate human resources management, in order to prevent legal risks in employee relationship management, to avoid labor conflicts, to establish a harmonious labor relationship.

課程收益:
參加本次講座,您將收獲:To participate in this lecture, you will gain:
1、了解認定不能勝任工作的法律風險
2、制定不能勝任工作的量化標準、認定方法
3、熟悉不能勝任工作調崗調薪的方式
4、掌握不能勝任工作的解除技巧與法定程序
5、其他崗位調整的方法
1 To understand the legal risk that can not be qualified
2 The development of qualified work can not be quantified standards, identify methods
3 Familiar with the work can not do the job adjustment of the way
4 To master the work of the lifting of skills and legal procedures
5 Other post adjustment method

講座提綱Lecture Outline 
一、“不能勝任工作”的法律判定I "Can not do the job" legal judgment
1、案例分析
(1)企業規章制度對員工產生約束力的法定條件及認定員工“嚴重失職,造成重大損失”
(2)如何證明員工工作能力不勝任?
(3)試用期內員工不勝任工作能隨意解雇么?
2、“不能勝任工作”認定引申的法律問題
(1)工作職責、工作流程
(2)嚴重失職
(3)工作標準
(4)不勝任工作、不符合錄用條件 
3、“不能勝任工作”的判定基礎及法律意義
(1)“工作內容”與“工作崗位”
(2)“不勝任工作”的判定基礎
(3)“不勝任工作”的法律意義
1 Case Analysis
(1) The enterprise rules and regulations of the binding conditions of the statutory conditions and employees that "serious dereliction of duty, causing significant losses"
(2) How to prove that employees are incapable of working ability?
(3) The staff during the probationary job is free to dismiss it?
2 "Can not do the job" that the extension of the legal issues
(1) Job responsibilities, work processes
(2) Serious dereliction of duty  
(3) Working standards
(4) Incompetent work, do not meet the hiring conditions
3 "Not competent work" to determine the basis and legal significance
(1) "Work content" and "job"
(2) The basis of the determination of "incompetence"
(3) The legal meaning of "incompetence"

二、績效考核管理對證明不勝任的影響
II The performance appraisal management to prove the incompetence of the impact
1、案例分析
(1)末位淘汰制是否適用于不勝任工作?
(2)以員工績效考核結果認定不能勝任工作合法么?
(3)年終獎金爭議
2、如何設計績效考核制度?
(1)績效考核的法律意義
(2)考核方法的選擇
(3)考核指標的設計
(4)考核周期及流程
(5)值得注意的八大要點
3、對特殊員工(懷孕、工傷、患病等)考核的注意事項?
(1)懷孕女職工的考核
(2)工傷職工的考核
(3)患病職工的考核
(4)對解除勞動合同的限制
4、績效考核方案范本
(1)職工手冊范本
(2)績效管理制度范本
(3)績效考核表范本
(4)目標管理考核表范本
1 Case
Analysis
(1) Is the final elimination system applicable to incompetence?
(2) To employees performance appraisal results that can not be qualified work law?
(3) Year-end bonus dispute
2 How to design performance appraisal system?
(1) The legal significance of performance appraisal
(2) The choice of assessment methods
(3) The design of assessment indicators
(4) Assessment cycle and process
(5) Worth noting the eight points
3 The special staff (pregnancy, work injury, sick, etc.) assessment of the Notes?
(1) Pregnant women workers assessment
(2) The assessment of workers injured
(3) The assessment of sick workers
(4) Restrictions on the lifting of labor contracts
4 Performance appraisal program template
(1) Staff Manual Template
(2) The model of performance management system
(3) Performance appraisal form template
(4) Target management assessment form template

三、對不勝任的處理-調崗調薪
III The handling of incompetence –Job position and pay adjustment
1、案例
(1)員工報名競聘并同意服從調劑,調崗是否有效?
(2)勞動合同中關于公司有權調動工作崗位的約定是否有效?
(3)調崗后勞動者拒絕到崗,單位是否有權解除勞動關系?
2、如何進行調崗?
(1)合法性角度
(2)合理性角度
3、員工拒不接受調崗該如何處理?
(1)常見類型
(2)處理流程
4、調崗必然調薪嗎?
(1)調崗的誤區
(2)崗變薪變的誤區
(3)如何崗變薪變
1 Case Analysis
(1) Employee registration and agree to obey the swap, transfer Kong is valid?
(2) Whether the agreement in the labor contract on whether the company has the right to transfer a job is valid?
(3) After the transfer of workers refused to post, the unit has the right to lift the labor relations?
2 How to adjust the guard?
(1) Legitimacy point of view
(2) The point of view of reasonableness
3 Employees refused to accept how to deal with the transfer of the guard?
(1) Common types
(2) Processing flow
4 Is it a must to adjust salary after change of job position?
(1) The transfer of the misunderstanding
(2) Common error of job and salary change
(3) How to change wages change

四、對不勝任的處理-培訓管理
IV The handling of incompetence -training management
1、如何設計培訓內容?
(1)績效改進計劃
(2)培訓內容的關聯性
2、如何選擇培訓方式?
(1)脫產培訓
(2)在職培訓
(3)網絡培訓
3、員工不接受培訓如何處理?
(1)培訓通知
(2)給予行政處分
(3)調整工作崗位
(4)如再次考核不能勝任工作,單方解除勞動合同
4、如何證明員工已經接受過培訓?
(1)培訓通知
(2)培訓合同
(3)培訓簽到表
(4)會議紀要
5、如何證明培訓后仍不能勝任工作?
1 How to design training content?
(1) Performance improvement plan
(2) The relevance of the training content
2 How to choose the training method?
(1) Full-time training
(2) On-the-job training
(3) Network training
3 Employees do not accept training how to deal with?
(1) Training notice
(2) To give administrative sanctions
(3) To adjust the job
(4) If the re-assessment can not do the job, unilaterally terminate the labor contract
4 How to prove that employees have received training?
(1) Training notice
(2) Training contract
(3) Training to sign the table
(4) Minutes of the meeting
5 How to prove that training is still not competent after work?

五、工作調整的其他方式V The work of other ways to adjust
1、崗位調整合法的案例分析
2、如何合法行使企業用工自主權?
3、如何協商一致調整工作?
4、臨時性工作調整是否需要協商一致?
5、客觀情況發生重大變化之工作調整是否需要協商一致?
6、醫療期滿后不能從事原工作之調整?
1 Job adjustment legal case analysis
2 How to legally exercise the autonomy of enterprises
3 How to adjust the work of consensus?
4 The need for temporary adjustment of the need for consultation?
5 The objective situation of major changes in the work of the need to adjust the need for consensus?
6 After the expiration of medical work can not be adjusted to the original work?

六、證據固定與事后取證VI Evidence of fixed and ex post facto evidence
1、勞動爭議案件的舉證原則
2、什么樣的證據才是有效、具有可操作性的?
(1)勞動爭議案件常見的證據
(2)證據的效力
3、有效證據的收集方法及實操技巧
(1)證據收集貫穿人力資源管理的整個流程
(2)重要的人力資源管理文件應及時取得員工簽名并保留紙質文檔
(3)人事檔案至少在員工離職后保留兩年
4、如何事后取證?
(1)在處理前讓員工書面檢討或陳述事情經過
(2)談話的錄音與錄像
1 The principle of proof of labor dispute cases
2 What kind of evidence is effective, with the operability of the
(1) Common evidence of labor dispute cases
(2) The validity of the evidence
3 The effective evidence of the collection method and practical skills
(1) Evidence is collected throughout the entire process of human resource management
(2) Important human resources management documents should be promptly obtained employee signature and retain paper
documents
(3) Personnel files are retained for at least two years after the employee leaves office
4 How to evidence afterwards?
(1) Let the staff in writing before the review or statement of things through
(2) Recording of the conversation and video

七、不能勝任工作的解除技巧及注意事項
VII Can not do the work of the lifting of skills and precautions
(1)實體合法
(2)程序合法
(3)各階段的證據充分、有效
(4)相關文件有效送達
1 Physical legal
2 The procedure is legal
3 The evidence at all stages is sufficient and effective
4 The relevant documents effective delivery

講師介紹 Lecturer
歐陽鋒 劉小根  郝云峰
歐陽鋒律師、中國著名勞動法及人力資源管理專家、仲裁員
廣東律師事務所創始合伙人、第三屆管理委員會主任。現擔任廣州仲裁委員會仲裁員、廣東省企業維權顧問團顧問、廣州市總工會職工法律服務團顧問、廣州市律師協會規章制度委員會副主任、廣東省及廣州市律師協會勞動法律專業委員會委員、廣州市天河區律師工作委員會委員等社會職務。先后在中國石化、恒大集團人力資源部門擔任*管理職務,從事人力資源管理實務及勞動法律實務逾二十年,熟知大中型企業的管理運行模式及法律需求,能有針對性地制訂切實可行的法律風險防范措施。
歐陽鋒律師擔任了廣東省人民政府國有資產管理監督委員會、中國銀行廣東省分行、捷普電子(廣州)、廣州奧托立夫汽車安全系統等眾多知名企事業單位常年法律顧問;為廣東省廣弘資產管理有限公司、比亞迪股份、廣州醫藥集團、廣州市建筑集團、廣東格蘭仕集團、研祥高科技控股集團、金發科技股份、深圳市中洲投資控股、萬家樂股份、國光電器股份、慧帝科技、漢堡南美、德盈科技、安踏體育用品、恒大地產、越秀地產、萬科、格力電器、雅居樂地產、華為通信、中興通訊、廣東電網等逾千家大中型企業提供了人力資源管理法律風險防范實務培訓;代理仲裁及訴訟案件逾萬宗,保持超過90%的勝訴率。
因專業成就,歐陽鋒律師多次獲得廣東省企業聯合會頒發的“廣東省企業維權*法律顧問”、廣州市律師協會頒發的“業務成果獎”、“維護社會穩定獎”等諸多獎項。歐陽鋒律師的擅長領域:常年法律顧問、并購與重組、勞動法、房地產法、仲裁及訴訟。
劉小根:上海律師事務所合伙人,原長寧區勞動人事爭議仲裁院二庭庭長、*任仲裁員,辦案1千7百余件,復旦大學法律碩士,曾在《中國勞動》、《中國人力資源保障》、《上海法學研究》、《上海勞動保障》等刊物發表過《勞動爭議案件證明責任之我見》、《論勞動爭議案件證明標準的體系化構建》、《仲裁員自由心證的構成要件研究》、《恢復勞動關系的實踐困境與出路》、《以客觀情況發生重大變化解除勞動合同的實務探討》《淺談和諧勞動關系之構建》、《違法解除事實勞動關系有賠償金嗎》、《用人單位一事不再罰初探》、《解除試用期員工攻略》、《營業執照不可轉借他人經營》、《主張錯誤的法律風險》、《有理未必走遍天下》、《仲裁員庭審思路梳理》等多篇勞動法相關論文及案例。劉小根曾在公立學校做過4年專業專業教師,授課技巧及功底扎實,授課風格幽默風趣,深入淺出。
郝云峰律師:勞動法實戰派*律師,北京律師事務所主任、北京市勞動法學會和社會保障法學會理事、北京市律師協會勞動與社會保障法律事務專業委員會副主任、北京市勞動人事爭議仲裁委員會兼職仲裁員、北京企業法治與發展研究會理事、長期從事企業勞動用工法律風險管理與控制的研究與實踐,有著豐富的勞動用工管理實戰經驗。
不勝任員工管理培訓課程


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已開課時間Have start time

2019-08-16 北京
2019-08-07 深圳
2019-07-23 上海
2018-05-29 深圳
2018-05-18 上海

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