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1、刚性裁员 柔性管理About layoffs, the most recent domestic association is the most noticeable. In March 11th this year, Lenovo structural layoffs of more than 500 people, the whole process of layoffs in one day, which is called fast track. This is also the second most influential private enterprises in China
2、in three years of large-scale layoffs. From the tremendous internal and external reactions caused by the Lenovo layoffs, we can dig out many problems hidden behind the downsizing. These problems include both the procedures and methods in the process of downsizing and the deep-seated problems hidden
3、behind the downsizing.First, whether or not to reduce layoffs?Layoffs, refers to the employer based on enterprise human resources demand, the employment contract with employees will unilaterally terminate the way, cut off not to adapt to the development of enterprises or the relative surplus of empl
4、oyees, termination of employment behavior. Downsizing is a rational human resource withdrawal behavior, which is one of the measures taken by an enterprise or an organization in order to maintain the sustainable growth and development of the enterprise.In fact, downsizing is a relatively rigid way t
5、o quit personnel, and it will increase the management costs of enterprises to a certain extent. For example, the Lenovo layoffs, its comments and the dissatisfaction of the dismissed employees will affect the image and operation of the enterprise to some extent. So, is it necessary to pay for this c
6、ost?First of all, from a global perspective, IT industry layoffs is an inevitable trend, this trend with the global wave of mergers and acquisitions, innovation tide, flat organization, organization staff streamlined wave tide is consistent. In this change, with the adjustment of enterprise strategy
7、 and the change of organizational structure, it will inevitably cause the adjustment of human resources and structure, resulting in downsizing. Lenovos downsizing is a structural downsizing that is due to strategic adjustments. In this sense, Lenovo layoffs are in line with industry trends in human
8、resource management.Secondly, from the growth of Chinese enterprises, this is also a stage for Chinese enterprises. In the socialist market conditions, the growth of enterprises is very large, there are many opportunities, enterprises rely on extensive investment in human resources, you can quickly
9、expand the scale. Such as marketing, relying on the terminal extensive style of sea tactics can enable enterprises to gain a competitive advantage. With the increasingly fierce competition, the average profit margin of the whole industry is getting lower and lower, and the gap between the efficiency
10、 of Chinese enterprises and foreign enterprises is becoming more and more obvious. The biggest gap between Chinese enterprises and the worlds top 500 lies not in scale, but in per capita efficiency. Therefore, the difficult problem faced by Chinese enterprises is how to turn from the extensive inves
11、tment of resources and talents to an intensive and meticulous human resources investment model. In this sense, downsizing is also a necessary stage for the growth of Chinese enterprises. With the market space becoming smaller and smaller, the development of enterprises is no longer relying on the am
12、ount of a single resource, but on the quality of enterprise personnel and management quality of 4 liters, in order to enhance international competitiveness.Thirdly, the human resources of enterprises and the external labor market are mutually replaced and open exchanges, and both of them form a circ
13、ular system. Only through internal and external exchanges and exchanges can the market competition pressure be transferred to the members of the organization so as to activate the talents.Downsizing is the sensing device of the circulatory system, which combines internal and external human resources
14、 to form an open replacement mechanism. Therefore, the rational downsizing of the organization is a virtuous cycle characteristic of the replacement of talents between the organization and the external environment.In short, downsizing is one of the trends in the development of international enterpri
15、ses. On the other hand, it is the inevitable result of the growth and development of Chinese enterprises, and downsizing is also an important part of the internal and external human resources recycling system. Therefore, downsizing has its necessity and inevitability.Two, why layoffs?Generally, ther
16、e are three types of redundancies: economic downsizing, structural downsizing and optimal downsizing. Among them, the economic layoffs is due to market factors or corporate mismanagement, resulting in serious difficulties in the operation situation, the decline in profitability, Mo enterprises face
17、the crisis of survival and development, in order to reduce operating costs, enterprises are forced to take action to ease the pressure of economic layoffs. Structural downsizing is due to changes in the direction of the business, the products or services provided, resulting in restructuring, separat
18、ion and cancellation of the internal organizations. The optimal downsizing is to maintain the quality of human resources, according to performance appraisal results, the dismissal of those poor performance, can not meet the needs of enterprise development behavior of employees.In the three kinds of
19、downsizing, they can be divided into active layoff behavior and passive layoff behavior according to the decision-making behavior of enterprises. From the definition of these three layoffs, we can see that structural downsizing and optimization of layoffs are active layoffs, economic layoffs are pas
20、sive layoffs. In the concept of people, downsizing is often a passive response in the face of declining business efficiency and crisis. In commenting on the Lenovo layoffs, there are many people who believe that Lenovo has encountered a crisis in operation and no layoffs have been allowed. The fact
21、is not the case, we must see: downsizing and downsizing management is an important component of enterprise human resources management, is a normal human resources management behavior.First, enterprise change is normal. The market is constantly changing, and enterprises should seek sustainable compet
22、itive advantages and seek greater market development in the process of change. The transformation of organizational structure, business strategy transformation and restructuring of production processes is an important part of the reform of enterprises, to reflect the human resources, will lead to ch
23、anges in the structure of human resources, resulting in layoffs.Second, one of the basic problems Chinese enterprise is facing the per capita efficiency is low, and the extensive operation and management of enterprises, rely on a large number of investment and human resources to obtain the growth pa
24、ttern of growth is to adapt to the. In the future, Chinese enterprises should strive to improve per capita efficiency, from resource consumption to resource intensive, and rational downsizing is an inevitable approach.Third, human resources are different from other resources. It has not only its val
25、ue but also its unique aspect. First of all, human resources have the right of self choice, and the right of self employment choice will lead to the choice of talents, which is conducive to their personal development. If the enterprise mechanism and industry are not conducive to their own, the talen
26、t will flow. Secondly, human resources will degenerate, and if enterprise employees are too stable, employees entrepreneurial passion will decay,Staff ability in the post can not get promoted, will degenerate. Again, the human resources will precipitate, if the pressure and lack of motivation of sta
27、ff after entering the business, not to work and study hard, no innovation, employees will become mediocre talent from. Therefore, it is also an inevitable trend to reduce the precipitation layer and raise the efficiency of the organization through downsizing.Fourth, downsizing is an important part o
28、f the enterprise human resources withdrawal mechanism, and it is also the internal requirement of the competition elimination mechanism. Through layoffs, employees feel the pressure of market competition, thus stimulating internal motivation, so that the whole organization is full of vitality.Lenovo
29、s downsizing is consistent with its strategic transformation goals and business direction, and is a normal human resource management behavior in the process of enterprise transformation. Just as Lenovo itself said, this layoff belongs to structural downsizing, which is closely related to the strateg
30、ic adjustment in the next three years.Three, how to reduce staff?Downsizing is a relatively rigid human resource management activities, the timing, procedures and methods of making, supporting measures, object selection, decision-making are important factors related to the layoffs to go smoothly.1.
31、concept firstIn the process of downsizing, we first encounter the problem of cultural conflict.Lenovos downsizing reflects a cultural clash. Lenovo has always advocated home culture, family culture, Lenovo is the staff of the home, each employee is Lenovos big family family members, an important com
32、ponent. Lenovo also promotes loyalty among employees and regards loyalty as one of the key words in the home culture. These associations in the minds of employees has formed a inertia thinking, and become its dealing with the relationship between enterprises and their own when a thinking set. This l
33、eads to some conflicts in the process of Lenovo downsizing, and the conflict between layoffs and the culture advocated by enterprises.This conflict is a normal phenomenon in organizational change. Layoffs are bound to conflict with the original culture. The strategic transformation and organizationa
34、l change of any enterprise is, in essence, a deep cultural change. The ongoing organizational change, a lot of business process reengineering, why the effect is poor, the key is not to touch the organizational change Shen deep cultural revolution, has touched the staffs idea, mode of thinking and be
35、havior change. Cultural conflict is the biggest obstacle in the process of downsizing, and if mishandled, it can lead to layoffs.In order to solve the problem of cultural conflict, enterprises must achieve the idea first in the process of downsizing. To guide change with culture, it is also necessar
36、y to guide layoffs with culture and ideas. Only when the act of downsizing is incorporated into the scope of corporate culture can the downsizing be made possible from planning to operation, from theory to implementation, and then to the understanding and support of employees. Enterprises should cha
37、nge, culture should develop. Corporate culture is relatively stable, but never immutable. More importantly, the interpretation of corporate culture should be comprehensive, and should be enriched and innovative according to changes in the times. In the past cultural interpretation, it is impossible
38、to integrate with the new management concepts and technologies.Take Lenovo for example,The core of Lenovos family culture is kinship, security, protection, loyalty and dedication. If this is the starting point, layoffs really unreasonable groundless, which is contrary to the family culture. But is t
39、he meaning of home just above the meaning? It should be seen that responsibility is the core and foundation of a family. Only family members bear the responsibility of the family, the family in order to maintain, can the family development; value is the family members of the largest contribution to
40、the family, to create value for the family, the family can get more love and warmth. When family members are no longer responsible for the family, when they create value, they have to run away from home, one is active away from home, the other is passive home, that is, layoffs.Home culture does not
41、mean that layoffs can not be made, even if the home culture, nor is it absolutely stable. To let employees know that the relationship between enterprises and human resources is dynamic, the previous family culture is a parent culture, is unhealthy and incomplete. Give the family culture a new meanin
42、g. There is nothing wrong with family culture and family culture, and humanized management is also a trend. But the culture itself to continuous innovation, or # to enrich the connotation of culture, culture can continue to develop, and constantly enrich and full of vitality.2. flexibility and human
43、izationThe layoff itself is rigid, and cuts the object is the thoughts and feelings of the people, if in the process of layoffs, too rigid and lack of flexibility, finally will inevitably lead to layoffs conflicts, to enable enterprises to lose the moral, employees lose confidence, will greatly incr
44、ease the cost of layoffs. Therefore, the operation of downsizing must be flexible, and we should adopt a humane approach on the basis of rationality.The layoffs immediately reflect the immaturity of the enterprise. The humanization and rationalization of downsizing is a mark to measure the level of
45、layoff management, and the level of layoff management is also a sign to measure the level of human resource management. Lenovos redundancies were too rigid and confidential, making it difficult for employees to accept it. For enterprises, a very important part of the downsizing process is to reduce
46、the psychological imbalance of employees and reduce the cost of layoffs. To accomplish this, we must according to the enterprise strategic transformation to develop systems of layoffs, layoffs procedures, standardization and institutionalization, to ensure good results in the implementation of flexi
47、ble layoffs and humanization.Although Lenovo for retrenched employees compensation arrangements for planning, and provide psychological counseling for employees, re employment support and a series of supporting measures, but failed to get dismissed employees recognized, in addition to cultural confl
48、ict, is mainly in the implementation process is too rigid: (1) highly confidential, without prior communication; (2) exit interview time is short, an average of 20 minutes; (3) defining a short turnover time, various identification cards shall be written off immediately, leaving the company within 2
49、 hours. This rigid approach is really difficult to obtain understanding of the object being cut.3. rise period layoffsCorporate downsizing is not a passive behavior when performance is bad. Contrary to traditional wisdom, corporate performance is the best time for layoffs. In the best rising period of enterprise efficiency, downsizing can make the lowest cost,The least cost, the best effect. Because in the ris