【Training Background|培訓(xùn)背景】：
隨著中國(guó)經(jīng)濟(jì)下行壓力和國(guó)際市場(chǎng)疲軟，眾多國(guó)內(nèi)企業(yè)迎來內(nèi)部調(diào)整期，或通過業(yè)務(wù)轉(zhuǎn)移、公司合并分立重組提升效率，
或通過組織架構(gòu)調(diào)整部門撤并削減成本支出，上述調(diào)整都必然涉及"人員裁減和整合"，近年來被整合員工不僅關(guān)注裁員補(bǔ)
償高低，更開始關(guān)注裁員方案的公平性和透明性，加之各地勞動(dòng)法差異和司法實(shí)踐的變動(dòng)，企業(yè)裁減特別是規(guī)模裁減是風(fēng)
險(xiǎn)較高的一項(xiàng)人力資源活動(dòng)。企業(yè)如何平穩(wěn)快速推進(jìn)結(jié)構(gòu)調(diào)整和人員安置，不僅關(guān)系到企業(yè)的成本和風(fēng)險(xiǎn)，更關(guān)乎企業(yè)長(zhǎng)
期的經(jīng)營(yíng)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.
【Training Content|培訓(xùn)內(nèi)容】：
第一步：情景分析（7種）
StepⅠ: Situational analysis (7 types)
（一）股權(quán)收購(gòu)Share acquisition
人員盡職調(diào)查注意事項(xiàng)Note for investigating personnel's due diligence
"積極"買斷工齡"Positively" buy off the service years
"消極"買斷工齡"Negatively" buy off the service years
（二）資產(chǎn)業(yè)務(wù)收購(gòu) Business acquisition of assets
賣方：解除與轉(zhuǎn)移風(fēng)險(xiǎn)The selling party: get rid of and transfer risk
買方：隱性人力成本控制The buying party: cost control in hidden human resources
（三）合并分立( Merger and division
合同與社保操作Contract and social insurance operation
員工工作內(nèi)容的剝離Analysis on employee's work
（四）部門撤并 Merger and removal of department
（五）公司解散和撤銷 Dissolution and abolition of the company
外資/內(nèi)資差異Difference of foreign capital/ domestic capital
獨(dú)立法人/非獨(dú)立法人差異Difference of Independent legal entity / no separate legal entity
（六）公司搬遷 Removal of the company
如何避免集體爭(zhēng)議How to avoid collective disputes
如何確保員工"隨遷" How to ensure that employees'" follow the removal"
（七）關(guān)聯(lián)企業(yè)用工整合Employment management of related enterprises
第二步：策略選擇（4種）
StepⅡ: Strategy selection (4)
（一）裁減方案 Reduction plan
經(jīng)濟(jì)性裁員操作Operation for economic cuts
情勢(shì)變更操作Operation for situation change
終止合同操作Operation for terminating contract
協(xié)商解除裁員操作Operation for negotiable layoff
（二）變更方案 Change schemes
履行調(diào)崗/單方調(diào)崗/協(xié)商調(diào)崗To perform transfer-position / unilateral transfer-position / negotiable transfer-position
調(diào)整考核辦法/調(diào)整獎(jiǎng)金方案Adjust the assessment method / adjust bonus scheme
（三）過渡方案 Transitional scheme
停工放假Shutdown and holiday
內(nèi)退、合同中止Early retirement, termination of the contract
（四）轉(zhuǎn)移方案 Transfer scheme
業(yè)務(wù)外包轉(zhuǎn)移Transfer of business outsourcing
關(guān)聯(lián)公司轉(zhuǎn)移Transfer of associate company
勞務(wù)派遣轉(zhuǎn)移Transfer of labor dispatch
實(shí)際案例及經(jīng)典案例的分享The sharing of actual case and classic case
第三步：權(quán)益計(jì)算（5項(xiàng)）Step Ⅲ
: The Calculation of rights and interests (5 types)
（一）經(jīng)濟(jì)補(bǔ)償金與分段計(jì)算Economic compensation and sectional calculation
（二）賠償金計(jì)算（違法解除風(fēng)險(xiǎn)評(píng)估）The calculation of compensation (risk assessment for the illegal dismissal)
（三）恢復(fù)勞動(dòng)關(guān)系損失Recovery of loss of labor relations
（四）醫(yī)療補(bǔ)助費(fèi)Medical benefit
（五）代通知金計(jì)算Calculation of wages in lieu of notice
（六）各項(xiàng)社保待遇計(jì)算The calculation of various social security benefits
典型案例與各地差異Typical case and local differences
第四步：文本設(shè)計(jì)（5類）Step Ⅳ: Text Design (5 classes)
（一）方案類Program class
（二）報(bào)告類Report class
（三）通知類Notice class
（四）協(xié)議類Protocol class
（五）表單類Table class
第五步：爭(zhēng)議解決（3種）Step Ⅴ: The dispute settlement (3 kinds)
（一）特殊行為 Special behavior
消極怠工等違紀(jì)行為Slack working and other disorderly conduct
績(jī)效欠佳的處理Treatment for poor performance
"泡病假"的應(yīng)對(duì)Response for "immerse in sick leave"
（二）特殊群體 Special groups
三期、工傷員工處理Treatment for third-level occupational injury
高管處理注意事項(xiàng)Attention for managing senior executives
勞務(wù)派遣員工處理注意事項(xiàng)Attention for outsourcing labor
其他特殊群體（工會(huì)委員等）注意事項(xiàng)Note for other special groups (trade unions committees, etc.)
（三）特殊爭(zhēng)議 Special disputes
群體性爭(zhēng)議的預(yù)防Prevention for mass disputes
群體性爭(zhēng)議的干預(yù)Intervention of mass disputes
危機(jī)公關(guān)與媒體管理Crisis public relations and media management
【About Trainer |講師簡(jiǎn)介】:
洪桂彬 律師 知名勞動(dòng)法和公司法專家
匯業(yè)律師事務(wù)所合伙人律師；洪桂彬律師專長(zhǎng)于公司法、勞動(dòng)法與爭(zhēng)議解決，同時(shí)熟知人力資源管理與用工成本實(shí)踐（社保
/財(cái)稅），在跨區(qū)域員工關(guān)系治理、高管治理、競(jìng)業(yè)限制及商業(yè)秘密等領(lǐng)域有豐富的執(zhí)業(yè)經(jīng)驗(yàn)。2013年曾參與《
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徐周
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李良德
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