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= "http://www.91se91.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，如何名正言順且有效的執行人力精簡計劃，人力精簡的策略在此一階段就顯得格外非常重要，依經驗，策略的本身應包括：(1)人力精簡淘汰的評估工具應具有說服力，并非主觀性的判斷或是年資等粗糙的考慮(2)留存人員的評估標準，如核心知識、能力、技術經驗等(3)人力精簡方式的包裝多樣化，如資遣、優退、強制退休、職務調動、＜a href="http://www.91se91.com/news/index_cj.asp"＞留職停薪＜/a＞、契約型態的改變等(4)誘因的增加，如附加離退金、保留錄用優先權、原有認股權等之福利保留享用、獎勵金等，以吸引員工的同意并降低未來發生沖突的機會(5)再就業的協助，如代尋工作，代登履歷、外包人力公司協助精簡人員就業等(6)失業救濟金領取及職業訓練的協助等(7)心理諮商輔導、職業生涯規劃、安家計劃等。

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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，人力精簡面談前的準備包括：(1)面談計劃的擬訂，如主談者、面談對象、時間、地點、執行期限、面談者的權限、協助單位或人員等(2)主要證據的準備，如請假紀錄、出缺勤紀錄、考核報告、工作紀錄、勞動契約、履歷表等(3)現場書表的備置，如資遣費計算明細、同意書、離職申請書、移交清冊、推薦函、失業津貼申請單等(4)執行單位或人員的勤前訓練，如公司的目標策略、勞工法令、面談溝通技巧、受精簡當事人的身理與心理的反應演變過程、自我保護措施、爭議的處理等(5)面談環境的設定，如面談的地點、時間、座位安排、燈光照明等(6)面談議題的設定，如公司業務虧損或緊縮、公司業務性質變更必須減少員額、當事人的績效表現或健康不佳，或當事人不能勝任工作、考核不及格、工作態度不好、出勤狀況不佳、不接受職務調動因素等(7)其它的準備

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＞　　有了人力精簡面談前的詳細準備，并不代表企業于執行人力精簡的面談過程就可以平安遂順，保證不出問題，因此企業必須再強化面談者的面談溝通技巧，而面談的溝通技巧，依據受談者的心理反應演變過程，包括：(1)厘清誰是主角，您，還是員工當事人(2)適時給與當事人心理慰藉(3)透過積極的關心，設法取得當事人的信任(4)面談者的自我臨場情緒控制(5)聆聽當事人的抱怨與訴苦，不要顯出不耐煩的表情(6)主動引導主題的進行，不要被對方牽著議題走(7)告知當事人接受公司解決方案與否的利弊得失(8)適時說服當事人同意并加以勉勵(9)釋放善意與公司的誠意，化解當事人的敵意(10)釋放誘因，抓住人性的弱點，柔性規勸當事人遵循(11)記住，堅持公司的原則，否則其它人的面談將無法依公司策略進行(12)當事人猶豫不決時，應適時給與當事人最佳的選擇建議(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=" http://www.91se91.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，當企業強力進行人力精簡政策后，如有發生爭議時，則企業應有的處理策略包括：(1)對外界哀兵訴求，博得社會大眾的同情與傳播媒體的聲援(2)不要急著想把爭議問題給處理掉，就機會成本而言，時間是站在雇主這一方(3)不拒絕私下溝通或對話，但也不必立即做出決定(4)檢視您過去人力精簡的行動內容，是否一切合法(5)拒絕第三者的介入，要求與當事人進行會談或溝通，把事件單純化(6)找出突破的關鑒點所在，然后攻心為上(7)不要亂開支票，冒然允諾做不到的事情(8)適時指出對方當事人的弱點，讓對方知難而退(9)嘗試進行共識的建立與協商空間的保留(10)好聚好散，不要以暴制暴，要以理性訴求取代感性的行為。

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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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