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员工调岗调薪及调整工作地点中,万万不能犯的N个错误

来源:本站时间:2017年04月01日浏览615次


· 地点:北京珀丽酒店 出行:地铁14号线将台站

· 时间:2017-10-20 星期四 9:00-17:00

· 地点:上海福朋喜来登由由酒店 出行:地铁4号线塘桥站3号出口

· 时间:2017-11-09 星期四 9:00-17:00



活动纲要/Outline

一、劳动关系的变更情形

1、公司组织架构调整

2、岗位缩编

3、职能吸收

4、关店

5、业务出售

6、员工不胜任工作

7、员工医疗期满

8、员工违纪失职

9、员工与同事结婚

10、员工提出辞职后,但尚未离职前

First, The Change of Labor Relations

1, The Organization Structure Adjustment of the Company
2, Post Downsizing
3, Function Absorbing
4, Store Closed
5, Business Sold
6, Staff Not Competent
7, Staff’s Medical Period Expiration.
8, Staff’s Discipline Dereliction of Duty
9, Staff Married with his/her colleague
10, The Staff Resigned, but has not Left

 

二、调整工作岗位与薪水中,万万不能犯的错误

1、双方协商变更工作岗位的基本要求

2、对于三期前台协商调整工作岗位的操作方法

3、对于三期不胜任商务经理协商调整工作岗位的操作方法

4、对于借调整之机意图逼迫员工离职的司法实务态度

5、员工继续履行胜诉回来后,公司是否有权单方调整员工工作岗位?

6、员工不服从岗位调动,能否按旷工处理?

7、司法实践对于“客观情形”的认定标准是什么?

8、项目消失,公司是否有权暂时让员工待岗?

9、原岗位期限届满,公司是否有权不再安排员工工作岗位?

10、业务合并,员工拒绝前往新职位,如何处理?

11、员工工作过失,克扣员工薪水有何要求?

12、对员工进行罚款是否可行?

Second, Mistakes that cannot be done when Adjusting Salary and Position

1, Basic Requirements for both Sides when Talking over Changes of Jobs.
2, Operation Method for the third phase to change jobs at the front desk

3, operation method for the third phase of incompetent business manager to change jobs 
4, Judicial attitude toward pushing staffs to leave striding on the adjustment.
5, Does the company have the right to change the staff’s position unilaterally when the staff continue to perform the victory back.
6, Can the company handle the staffs according to absenteeism processing if they do not obey the job transfer.
7, What is the standard of “objective” for judicial practice.
8, If project disappears, does the company have the right to temporarily keep staff waiting?
9, At the original post expiration date, does the company have the right not to arrange the staff to work?
10, On the condition of business combination, the staff refused to travel to a new position, how to deal with it?
11, If the staff has wrongful acts, is there any requirement when skimping on staff salaries?
12, Is it feasible to fine staffs?

 

三、调整工作地点中,万万不能犯的错误

1、原合同约定北京市,将员工工作地点从朝阳调整到顺义,是否可行?

2、公司搬迁,员工不愿意跟随,如何处理?

3、如何设计公司搬迁方案?

4、劳动合同中对工作地点应该如何约定?

5、如何理解工作地点的永久变更与临时变更?

Third, Mistakes cannot be made when adjusting the workplace

1, If the original contract inBeijing, is it feasible to adjust employees work from sun to shunyi?
2, Employees are not willing to follow company relocation, how to deal with it?
3, How to design company relocation plan?
4, How to stipulate work site in the labor contract?
5, How to understand the permanent work site change and temporary work site change?

费用及优惠/Fee and Discount

费用:3500元/人(2人或2人以上报名,可享8.5折优惠,2975元/人)

Fee:RMB 3500/one person(More than 2 people sign up can enjoy 15% off discount, RMB 2975/one person)

培训对象:企业人力资源总经理、副总经理、人力资源总监、人力资源经理、员工关系经理、法务总监、法务经理、及人力资源部相关人员

联系人:张莉艳

电话:010-51657152-626

手机:13520597041

邮箱:zhangliyan@ulaw.biz


讲师介绍/Lecturer

刘老师

Mr.Liu

北京市联拓律师事务所主任 、 中央电视台东方名家特邀讲师

Extension of Law Office in Beijing, famous CCTV Orient Guest Lecturer


工作经历:

Work experience:

多次受中国教育电视台邀请,登台讲授《劳动合同法》、《劳动合同法实施条例》

Invited by the China Education Television  on stage to teach the "Labor Contract Law", "Labor Contract Law" many times.


受北京电视台邀请,讲授、跟踪解析劳动合同法在司法实践中的运用和变迁

Invited by the Beijing TV , make a Lecture of the use and change of tracking resolve labor contract law in the judicial practice.


曾任北京仲裁委、中国国土资源航空物探遥感中心、安泰科技集团、诺和诺德、托普索、德国默克、博士伦、中国金融在线、成都索贝、德国GFK等国内多家大型企业的常年性劳动关系顾问

Used to be the labor relations consultant of Beijing Arbitration Commission, China Aero Geophysical Survey and Remote Sensing Center for Land and Resources, Advanced Technology Group, Novo Nordisk, Topsoe, Merck, Bausch & Lomb, China Finance Online, Chengdu Sobey, German GFK number of large domestic enterprises.


服务的公司里,包括德国、丹麦、日本、美国等大型外企,亦有事业单位、大型国有企业集团公司和民企集团公司。

The company which he serviced, including Germany, Denmark, Japan, the United States and other large foreign companies, there are also institutions, large state-owned enterprise group and private company.


为约翰迪尔、百威、德国科隆、中海油、飞利浦和联想集团等多家大型公司进行过内训,三大补偿与九大施压措施的原创培训体系,广受欢迎。

Make internal training for John Deere, Budweiser, Cologne, Germany, CNOOC, Philips and Lenovo Group and many other large companies conducted, Create Three Compensation and nine pressure measures training system.


作为劳动法支持团队,参与了华润旗下千人安置方案的制订实施和多家公司裁员项目,具有丰富的非诉服务经验。

As labor law support team, he participated in the formulation of the implementation of CRC's resettlement program and the thousands of companies downsizing projects, with a wealth of experience in non-litigation services.