Business Face-To-Face Communication Skills

< p > < strong > a concord of cadres consensus < /strong > /p >

< p > any enterprise is carrying out the manpower streamlined < a href= "//www.sjfzxm.com/news/index_p.asp" > Planning < /a > at the same time, the consensus of the internal staff is very important, otherwise, when manpower is streamlined, it may also be the beginning of the collapse of enterprise organization.

As for the way of coagulant employee consensus, we must first proceed from the cadre's "mental model". Enterprises can make the implementation of the manpower reduction requirement through the "cadre consensus camp", let cadres actively participate in and understand, and simplify the original manpower of the enterprise is to reduce the human cost and reduce the loss of the army's demands, and turn it into a positive demand to improve the organizational human quality and enhance the competitiveness of enterprises.

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< p > < strong > two, the use of strategy skills < /strong > < /p >

< p > when the enterprise manpower streamlining plan has been condensed into the plan of adult quality and enterprise physical fitness improvement through the consensus of the internal cadres, usually the "consciousness diffusion effect" will virtually solve the problems and doubts of the grass-roots employees, and under the catalytic effect of "group interest theory" and "common time difficulties", it will also solve the heavy resistance faced by enterprises in implementing the streamlining of manpower and the panic disorder of employees.

然而，如何名正言顺且有效的执行人力精简计划，人力精简的策略在此一阶段就显得格外非常重要，依经验，策略的本身应包括：(1)人力精简淘汰的评估工具应具有说服力，并非主观性的判断或是年资等粗糙的考虑(2)留存人员的评估标准，如核心知识、能力、技术经验等(3)人力精简方式的包装多样化，如资遣、优退、强制退休、职务调动、＜a href="//www.sjfzxm.com/news/index_cj.asp"＞留职停薪＜/a＞、契约型态的改变等(4)诱因的增加，如附加离退金、保留录用优先权、原有认股权等之福利保留享用、奖励金等，以吸引员工的同意并降低未来发生冲突的机会(5)再就业的协助，如代寻工作，代登履历、外包人力公司协助精简人员就业等(6)失业救济金领取及职业训练的协助等(7)心理谘商辅导、职业生涯规划、安家计划等。

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< p > < strong > three, preparation before interview < /strong > < /p >

< p > enterprises in the process of manpower reduction are like the two armies fighting, fighting and fighting. After all, there are many things that can not be solved by "money", and even more difficult when dealing with people's problems. Therefore, when enterprises plan to carry out manpower simplification interviews, they must be prepared beforehand, otherwise the impact of labor disputes that may arise in the future may not be expected or undertaken by enterprises.

一般而言，人力精简面谈前的准备包括：(1)面谈计划的拟订，如主谈者、面谈对象、时间、地点、执行期限、面谈者的权限、协助单位或人员等(2)主要证据的准备，如请假纪录、出缺勤纪录、考核报告、工作纪录、劳动契约、履历表等(3)现场书表的备置，如资遣费计算明细、同意书、离职申请书、移交清册、推荐函、失业津贴申请单等(4)执行单位或人员的勤前训练，如公司的目标策略、劳工法令、面谈沟通技巧、受精简当事人的身理与心理的反应演变过程、自我保护措施、争议的处理等(5)面谈环境的设定，如面谈的地点、时间、座位安排、灯光照明等(6)面谈议题的设定，如公司业务亏损或紧缩、公司业务性质变更必须减少员额、当事人的绩效表现或健康不佳，或当事人不能胜任工作、考核不及格、工作态度不好、出勤状况不佳、不接受职务调动因素等(7)其它的准备

Such as recording equipment, question and answer instruction manual, etc. (8) the physical and mental adjustment and self stress relief of the interviewer (9) the necessary first-aid supplies.

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< p > < strong > four, communication skills of interview < /strong > < /p >

＜p＞　　有了人力精简面谈前的详细准备，并不代表企业于执行人力精简的面谈过程就可以平安遂顺，保证不出问题，因此企业必须再强化面谈者的面谈沟通技巧，而面谈的沟通技巧，依据受谈者的心理反应演变过程，包括：(1)厘清谁是主角，您，还是员工当事人(2)适时给与当事人心理慰藉(3)透过积极的关心，设法取得当事人的信任(4)面谈者的自我临场情绪控制(5)聆听当事人的抱怨与诉苦，不要显出不耐烦的表情(6)主动引导主题的进行，不要被对方牵着议题走(7)告知当事人接受公司解决方案与否的利弊得失(8)适时说服当事人同意并加以勉励(9)释放善意与公司的诚意，化解当事人的敌意(10)释放诱因，抓住人性的弱点，柔性规劝当事人遵循(11)记住，坚持公司的原则，否则其它人的面谈将无法依公司策略进行(12)当事人犹豫不决时，应适时给与当事人最佳的选择建议(13)

When the party refuses, do not want to hurry up to finish the interview or make a decision today, {page_break} < /p >

< p > in order to avoid irritating the other party or to fall into the trap of procrastination tactics (14) when the employee agrees, do not forget to sign relevant documents to prevent the parties from going back in the future. (15) for the agreed parties, the interviewer has the right to give a commitment to follow up the services and express gratitude for the company. (16) the parties who insist on disagreeing should choose to interview again.

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When you say "a href=" //www.sjfzxm.com/pioneer/ "> communication < /a > is invalid, you must: (1) state the company's greatest goodwill and the final solution (2) do not be afraid of possible threats (3) when the time limit responds, (4) wait for the period, try to seek the advice and advice of the friends and relatives of the parties (4) if the response is still refused, you must execute the law according to law, and give it to the client as an excuse for future counterattack (5) the situation of the party is harmful to the company's business interests. Before entering the mediation process, the parties should be asked to leave immediately, so as not to disturb the people's heart (6) the worst psychological preparation for the possibility of future labor disputes. < p > for many times.

Enterprise training < /p >

< p > < strong > five, dispute handling strategy < /strong > < /p >

< p > enterprises are most afraid of labor disputes in the process of implementing manpower streamlining, so as not to affect the company's image or goodwill, and the employees also know the weakness of the company. Therefore, the personnel of the fertilization tend to go through private family visits, telephone harassment, or through the representatives of the Professional Union, the intervention of the social powerful people, or fight directly against the labour disputes, such as applying for the mediation intervention, factory enclosing, self-help, parade and even trail litigation of the labour administrative authority, in an attempt to reverse the employer's decision or ask for a higher legal compensation.

所以，当企业强力进行人力精简政策后，如有发生争议时，则企业应有的处理策略包括：(1)对外界哀兵诉求，博得社会大众的同情与传播媒体的声援(2)不要急着想把争议问题给处理掉，就机会成本而言，时间是站在雇主这一方(3)不拒绝私下沟通或对话，但也不必立即做出决定(4)检视您过去人力精简的行动内容，是否一切合法(5)拒绝第三者的介入，要求与当事人进行会谈或沟通，把事件单纯化(6)找出突破的关鉴点所在，然后攻心为上(7)不要乱开支票，冒然允诺做不到的事情(8)适时指出对方当事人的弱点，让对方知难而退(9)尝试进行共识的建立与协商空间的保留(10)好聚好散，不要以暴制暴，要以理性诉求取代感性的行为。

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< p > < strong > six, conclusion < /strong > < /p >

< p > manpower simplification is one of the common ways for enterprises to reduce their human resources. However, the process of streamlining human resources in ordinary enterprises only focuses on achieving the goal of human simplification and timeliness, but often ignores the process of consensus building, the use of strategies, the training of communication skills of relevant personnel, the psychological counseling and counseling of remedial personnel, the re planning of career and the gratitude for employees' contributions in the past years. Therefore, the labor disputes arising from the streamlining of manpower also rise with the tide and emerge in an endless stream. It is easy to form the final result of the two failures of enterprises and employees and affect the overall image of enterprises.

This article hopes to provide a strategy and direction for enterprises to implement streamlining of manpower, and to solve the negative effects brought about by the streamlining of enterprises.

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