Methods and precautions of persuading employees in enterprises

Methods and precautions of persuading employees in enterprises

Do you know the methods and precautions of persuading employees in enterprises? In the workplace, many times, enterprise personnel will dissuade some employees according to their personal performance and the company's development prospects. Below I will share with you the methods and precautions for enterprises to persuade employees, and interested friends will learn about it.

Methods and precautions for enterprises to persuade employees 1 First, conduct targeted interviews.

The object of persuasion is different, and the work is different.

We can grasp the actual situation and make our conversation with the "dismissed" employees more targeted and the work results more clear.

1. The employee is at fault and cares about it.

Now is an era of information symmetry, and many employees know as much about labor law as HR.

To convince such employees, HR should control the pace of conversation and make all his reactions predictable. Employees should understand the labor law, HR should be more professional, and beat him in his most proud way.

At the same time, prepare several sets of plans before HR talks, and take some psychological tactics appropriately to avoid getting out of control due to unexpected situations.

2. Employees are at fault and enterprises have evidence.

This is the easiest thing to deal with. Employees are at fault first, and enterprises have evidence. It can be said that this persuasion does not require strong skills, because the evidence is sufficient.

3. Changes in objective circumstances caused by persuasion.

In many cases, the dismissal of employees is not only due to cost considerations, but also due to changes in objective conditions, such as major changes in office addresses and job changes. Persuasion needs enough skill at this time.

HR can start with employee's career planning. Staying in the company on time is not helpful for personal development. At the same time, we should put ourselves in the other's shoes, consider problems from the perspective of employees and senior management of enterprises, and achieve mutual understanding.

Second, how to do a persuasive interview

During the whole interview, HR should face the customer with sincere attitude, concise words and professional image, so that he can feel that you are exercising the company's resolutions, not your own intentions. It is necessary to reduce the pain and complaints of employees through communication.

1. Affirm the advantages of dismissed employees.

Just because an employee is fired doesn't mean he is useless. Most of the time, it's just because his personality, ability and position don't match, and some of them are caused by the employer's own management.

When the employer first recruited employees, it must have seen many bright spots at that time, so when persuading employees, it must start with praising and affirming the work performance and efforts of others.

2. Objectively analyze the occupational advantages and disadvantages of the dismissed employees and help them.

For dismissed employees, many times, they may fall into the predicament of life or employment.

At this time, if we can make use of our own expertise, stand in the position of friends, and help employees who want to change jobs from a professional point of view, analyze the objective reasons why they are not suitable for their current units, and help them sort out the direction or occupation that suits their career development.

That is to help him do a simple career planning and career trend analysis. If you can recommend him, it would be better for him to find a suitable new job quickly.

3, conscience communication, empathy

Although I stand on the side of the enterprise, I still have to do things like empathy. Before the interview officially begins, I must explain to the employees that the company has made such a decision. I'm just the executor. Now I just represent the company. After talking, we are still friends.

Most employees accept this kind of dialogue. After all, many friends have many ways, and under the premise of not hurting everyone's friendliness, everyone will not refuse this way.

Next, there will be one-on-one sessions, which will clarify work performance, clarify work situation and point out problems. And said that he would try his best to get the economic compensation he deserved.

After the talk, if everyone is in a good mood, you can ask employees to leave a resume for themselves and borrow their own HR platform to help them send resumes.

Three. Matters needing attention in persuasion

In addition, it is difficult for most employees to digest and accept the notice of sudden dismissal. Self-protection will be their first reaction, to understand the provisions of the Labor Law on dismissing employees, the amount of dismissal compensation, and how to win more compensation.

If HR is not familiar with the relevant provisions of the labor law, especially when employees put forward n, N+ 1, 2N, it is difficult to refute the excessive demands of employees in the interview.

Before you know the salary, you need to know the following basic work in advance to deeply understand the meaning expression of each salary.

The meaning of N+ 1, where n represents the working years in this unit, and 1 represents the payment in lieu of notice.

Calculation of economic compensation The economic compensation is paid to the laborer according to the number of years the laborer has worked in this unit and the standard of paying one month's salary for each full year. For more than six months but less than one year, it shall be counted as one year; If it is less than six months, economic compensation of half a month's salary shall be paid to the workers.

Applicable conditions of 1 and "n" (dissolution by negotiation)

Under normal circumstances, the economic compensation is N. No matter what kind of labor contract, there is no need for any conditions, so it can be dissolved through consultation.

2. Applicable conditions of "n+1"

In three cases, the employer fails to notify the employee in writing 30 days in advance to terminate the labor contract.

Article 40 of the Labor Contract Law stipulates that in any of the following circumstances, the employer may terminate the labor contract after notifying the employee in writing 30 days in advance or paying the employee an extra month's salary.

(1) The employee is sick or injured non-work-related, and cannot engage in the original job or other jobs arranged by the employer after the prescribed medical treatment period expires;

(two) the laborer is not competent for the job, and he is still not competent for the job after training or adjusting his post;

(3) The objective conditions on which the labor contract was concluded have changed greatly, which makes it impossible to perform the labor contract, and the employer and the employee cannot reach an agreement on changing the contents of the labor contract through consultation.

3. Applicable conditions of "2n"

The employing unit dissolves or terminates the labor contract illegally. Article 48 of the Labor Contract Law stipulates that if the employer terminates or terminates the labor contract in violation of the provisions of this law and the employee requests to continue to perform the labor contract, the employer shall continue to perform it;

If the laborer does not request to continue to perform the labor contract or the labor contract cannot be continued, the employer shall pay compensation in accordance with the provisions of Article 87 of this Law. ?

Article 87 stipulates that if an employer dissolves or terminates a labor contract in violation of the provisions of this law, it shall pay compensation to the laborer at twice the economic compensation standard stipulated in Article 47 of this law.

What is "the employer violates the provisions of this law", specifically,

1) It was the employer who proposed to terminate the labor relationship, not the employee, and the two sides did not reach a consensus (that is, the employee was unwilling to terminate it).

2) The employer proposes to terminate the labor relationship, but it does not meet the conditions stipulated in Articles 39, 40 and 41 of the Labor Contract Law.

Description of 4.2N+ 1 and 2(N+ 1)

Many dismissed employees are misled by a large amount of information on the Internet, so Zhangkou needs compensation of 2N+ 1 or 2(N+ 1), and firmly believes that this is a legal provision, but this compensation provision has no legal basis. Of course, it is reasonable if the company is willing to compensate this amount.

5. No compensation conditions

Article 39 of the Labor Law, where the probation period does not meet the employment conditions; Serious violation of discipline; Serious dereliction of duty, graft, causing great damage to the employer;

Part-time job has a serious impact on the work or refuses to correct it after it is put forward; Concluding a labor contract by means of fraud or coercion or taking advantage of a person's danger; Be investigated for criminal responsibility. (Remarks, difficulties in proof)

Methods and precautions of persuading employees in enterprises II. Steps and skills of persuading employees.

I. Reasons for persuasion

There must be a reason for enterprises to persuade employees to leave their jobs. I can't say I like you today. If I don't like you tomorrow, I will persuade them to leave. Persuade employees to give them an objective, fair and just statement and tell them that it is inappropriate and does not match their current position. Although the facts are ugly, they are of great significance. As an HR, you should pay attention to this in your work.

If an employee is dismissed because of office politics, HR must pay attention to this point at work, because the boss would rather leave some right-hand men, and naturally lose the interests of others. Never label others. We still need flexible means to deal with problems.

Second, the position of persuasion

Don't argue too much with employees, just state your position. What you are doing now is not bargaining with him, what you are doing now is implementing the company's decision. At this time, you don't need to argue with him about who is right or wrong, who is capable and who is not. You just need to tell him that you have been persuaded to quit. If he asks why he was laid off, you can tell him: it is because of institutional adjustment, company performance decline and so on.

Third, the feeling of persuasion.

Persuading feelings is not HR feelings, but should pay more attention to employees' feelings and reality. Listen to his feelings calmly, while accepting the feelings of the other party, show that you are very sad. When we talk about listening here, we don't mean that you are above, but that employees are crying like students below. You should sit in the same position with him, look into his eyes and talk. You should repeat his feelings and reality: "You have worked for so many years, and it is really difficult to leave now, but it is true, and I feel sorry for you. It's really hard ... "

This is to make him accept the fact that nothing can change.

Four. Persuade mines

Don't mess with him when he is persuaded in the mine!

No matter what his mood is, we should pay attention to one principle: never provoke him, and there should be no provocation or stimulation. If you show, "Don't you realize this? What's the point of letting you go and staying here? How hateful ... "The result can be imagined. We often say: "There is no love for no reason, and there is no hate for no reason", so don't provoke the parties. Don't try to reason or argue, it's useless. You just need to tell the customer, "This is the company's decision, and I'm sorry."

Don't talk to him about too many details, such as: "Manager Wang wants you to stay, but Manager Zhao wants you to go ..." Don't think that this will show your sympathy, and the anger of the parties will be forwarded to Manager Zhao, or even revenge, even if it is a sentence: "I will never forget you!" It's enough for manager Zhao.

Verbs (short for verb) persuade not to compromise.

Never compromise in the process of persuasion. When he complains, you can tell him: "The company knows that you have been wronged, so it will give you some compensation." Then you can say how to compensate, even the figures. In the process of elaboration, the language you speak should be very familiar, very clear, very specific, and have a basis, even psychological basis. You should be professional, because your task is to communicate clearly and effectively, not to do psychological counseling.

No matter how unfair and noisy the parties are, you should never confront them, and you must never compromise. Never show the attitude of "I'll talk to the leader again", even if you think so in your heart. Even if the dismissal is wrong, you shouldn't let him go, but you have told him to let him go when he leaves. As a quitter, you can't go back on your word. Otherwise, once it is known by other dismissed workers, the consequences will be unimaginable.

If you have to, you need to use the power of security. But I think calling security is a sign of incompetence. This method is very bad. The harm to a person is not over when he goes home-he will always remember you.

Sixth, discourage and comfort.

During the whole resignation conversation, you must give the parties some time to deal with their emotions. When necessary, it will be very effective to help him release his emotions with paper towels, warm water and cigarettes. At the same time, words full of sympathy and understanding will heal his inner wounds, and he will never deny each other's psychological feelings stiffly, as just said: "What's there to cry about?" ! "That hurtful words.

When a person encounters a sad thing, he must be given a place and time to release. Why do women usually live longer than men? Because women are better at expressing their emotions. Therefore, when his emotions pass, he will calmly deal with what to do next.

Finally, you can say to him, "If you need it, you can talk to a counselor. Maybe it will be better. "

Seven, convince affirmation.

When dismissing an employee, affirm the advantages and advantages of the employee and praise his work performance during this period, because people are often not suitable for this position and may be more suitable for other positions. Whether the position is suitable is also closely related to the talent allocation of the unit. There are many units that cannot allocate human resources.

In the process of persuasion, you should be a friend and never give others a condescending feeling. Actually, we are all colleagues. There is no need to go too far. The world is really small. Today you come to interview others, and tomorrow you may be interviewed by others. It happens all the time.

Eight, discourage communication

HR should never try to "over-communicate" with employees. This is also to give quitters more initiative. There is an old saying in China that "talking too much will lead to losing", especially when laid-off workers are extremely fragile and sensitive, they should be given time to vent their emotions. Let him feel that you just respect his feelings, not have any room for manoeuvre.

I believe that by using these interview skills, you can certainly hurt the laid-off workers as little as possible. For psychology, it is not to eliminate pain, but to minimize it.

Nine, discourage the handover

After dismissing employees, employees may have resistance, so we must pay attention to the subsequent work handover, data handover and customer handover. It is very important to do this well. Because this has caused unnecessary losses to the company, it is not worth the loss. In addition, the wages and compensation must be paid in place. Remember to pay attention.

People still communicate with their friends regularly. They, like former employees, deserve the attention of enterprises and improve their bad aspects. Promote the rapid development of enterprises. In fact, many well-managed enterprises still pay more attention to the management of the relationship between resigned employees, which is very popular at present.

X. persuasion and recommendation

If necessary, HR knows many people and can recommend other suitable units and positions to persuade employees to leave. Because human resources are mobile, it is also conducive to the construction of talent echelon in our own enterprise and maintains good cooperative relations with other enterprises.

As a qualified quitter, you must complete this process and show your concern and protection for life. But no matter how sympathetic and soft-hearted you are, you must never compromise. At this time, he won't push you any more.