Demotion refers to the demotion of employees from their original positions to positions lower than their original positions. The reasons for demotion are generally: employees are not competent for their original jobs. . Employees ask themselves to lower their job requirements, such as poor health and not being able to do heavy work. . Organizational change, structural adjustment and personnel streamlining. . The punishment given by an employee who violates organizational discipline.
Demotion, whether for employees or enterprises, sounds like a heavy topic. Demotion is like a double-edged sword. If handled properly, demotion will effectively guide the behavior of employees and be beneficial to the development of enterprises. If it is not handled properly, the demoted employees will leave their jobs, even confuse the audience, spread their views within the enterprise, and have a negative impact on the corporate cultural environment.
Degraded handling skill
A superficial promotion, a real demotion.
The TV series Hanwu the Great once had such a plot. After the Seven Kingdoms Rebellion was pacified, Zhou Yafu took over Qiu's post and monopolized the military power of the whole country. People were also self-reliant and domineering. Han Jing wanted to regain the military power in her hands, but she was unable to do so, so she carried out the personnel reform of the court with lightning speed. On the grounds of Zhou Yafu's advanced age, he appointed Zhou Yafu as the Prime Minister and took back the military power. Zhou Yafu was promoted from Qiu to Prime Minister, indicating that he seemed to be promoted, but the relieving was taken back, so Zhou Yafu was actually demoted.
The ups and downs are similar to Peter's. The "vine popularization" mentioned by De Drew in his famous Peter principle is another type of false popularization. At this time, incompetent employees were promoted in the class, and sometimes their wages did not increase, but they were crowned with higher new titles and then transferred to remote corners.
Long-term non-promotion for some employees whose abilities do not meet the requirements of organizational development, but whose labor contracts are not easy to terminate, the organization can not promote employees for a long time and let them stay in their original posts, which also has a similar demotion effect. At the same time, employees may be familiar with the dissatisfaction of the organization, or they may think that their development prospects in the organization are not great, and then voluntarily resign.
Internal talent market Internal talent market refers to the re-competition of certain positions within the organization, so that employees can be promoted and demoted. For example, in some family businesses, the relatives of the boss occupy an important position in the enterprise. At the beginning of family business, this consanguineous organization reduced the transaction cost, negotiation cost and supervision cost of recruiting employees outside the family to a certain extent, but with the development of the enterprise, most family members could not keep up with the development of the enterprise, and even hindered the development of the enterprise. At this time, we should let this group of people retire and let a group of more capable people go up to realize the second venture of the enterprise.
Plan for demotion
If the company wants to let the demoted employees stay and work, it needs to think carefully, invest considerable time and energy, and make a good plan to let them stay. These include: If possible, communicate with employees who are about to be demoted before taking action. This will make them less shocked. . Communicate thoroughly with employees who are about to be demoted. . After the demotion decision is implemented, continue to communicate with demoted employees. . Ensure that the demoted employees can get high-level attention. . Let the demoted employees do meaningful work. . In order to let the demoted employees stay, a reward plan should be made. If your decision to demote employees is really under the pressure of external environment, you should take this into account. . If the income of demoted employees will also decline with the decline of their positions, then they will be provided with a certain transitional salary.
Grasping Personality and Easily Managing Demoted Employees
Employees who have been demoted generally have three kinds of mentality: first, they feel humiliated, unable to hold their heads in front of colleagues and unable to explain in front of relatives and friends; Second, it refuses to accept the results of the organization's handling that it is not its own cause, and finds reasons to blame the outside; Third, actively adjust the mentality and be brave in facing setbacks and challenges.
Pay more attention, encouragement and communication to employees with the first mentality. Especially when employees make achievements in their new posts, they should give timely feedback to enhance their self-confidence; For employees with the second mentality, we should give clear criticism and education, explain the consequences of not doing self-reflection, help them know themselves again, and then deal with them according to their behavior changes. Those who are stubborn and do not reflect must terminate the employment agreement and cannot use it again; Those who know and make progress can be treated equally with the first case; Employees with the third mentality are the key training objects of enterprises, and their potential is often great.
For potential demoted employees, the human resources department should pay more attention and care, give appropriate affirmation to their past contributions, deeply analyze themselves, recognize themselves clearly, adjust their mentality and jointly cultivate their abilities. For employees who really do not meet the needs of enterprise development, employees with different characteristics should be dismissed or appropriate measures should be taken to make them leave automatically.
The process and form of demotion
The general demotion procedure is as follows: First, the department head analyzes the personnel adjustment according to the department development plan, post change and employee assessment, submits an application for employee demotion to the Human Resources Department, and fills in the Personnel Change Application Form (see chart 1).
Second, the human resources department reviews and adjusts the demotion applications put forward by various departments in combination with human resources planning and related policies. Whether the departmental personnel development plan is feasible. . Whether the number of personnel changes in the department is true. . Whether the demoted personnel meet the conditions for demotion. . Comprehensively consider the post changes of each department and adjust the application for demotion of each department.
Third, the human resources department should communicate with the parties and allow employees to defend themselves.
Four, the human resources department demotion report (the content should include demoted personnel list, demoted reasons, demoted to the post, etc. ).
Fifth, the Human Resources Department will report the relevant demoted materials to the superior for approval, including: the comprehensive assessment of employees by the competent leaders. . Employee performance evaluation form. . Staff training and training evaluation results. . A persuasive case. . The position and job to be changed. . Other relevant materials.
Six, the human resources department will send the materials to myself and relevant departments after the approval, fill in the personnel change registration form and relevant personnel files and save them.
Seventh, employees who have been notified of demotion should hand over their jobs within a certain period of time, enter the resignation process, and go through the appointment and dismissal procedures at the Human Resources Department.
Cultivate employees' internal mobility.
The purpose of establishing employee internal mobility system in enterprises is to give excellent talents a better development space and meet the company's demand for talents. Nowadays, in order to retain and cultivate outstanding talents, more and more companies have greatly improved the internal flow procedures of employees. First of all, it can reduce the employee turnover rate. According to the research of 70 large multinational companies by ILogos Research Center under Recruitsoft, the employee turnover rate of companies with formal internal mobility policy is 1 1%, while that of companies without this policy is 15%. Secondly, retaining employees can greatly improve the production efficiency of enterprises. According to MellonFinancialCorp's latest survey, it takes external employees twice as long to achieve productivity as internal employees. Therefore, enterprises should consider establishing an internal employee flow mechanism.
Ways to establish the internal talent flow mechanism in enterprises
Establishing the internal talent market of enterprises
The internal talent market is an intermediary service organization located in the enterprise. Its main function is to provide information on the supply and demand of talents and provide related human resources services for the long-term development of enterprises. Managed by the Human Resources Department, the operation mode follows the market-oriented rules and has a set of operational business rules and processes. Enterprise internal talent market can make full use of the advantages of internal network, develop advanced, applicable and fully functional talent service system, and establish an intangible market to realize service function through computer network.
Aucma's "internal employment talent exchange meeting" is a typical example of the internal talent market. Many talented Aucma employees have taken up middle and senior leadership positions, including sales department managers. Unfortunately, most enterprises only pay attention to collecting talents from the outside, and seldom pay attention to finding talents from the inside. In fact, compared with external talent exchange meetings, internal talent market recruitment has many advantages, such as saving recruitment costs, simplifying procedures, not delaying work progress, and stimulating employees' potential. It is a "win-win" approach for enterprises and employees.
Constructing information chain of talent flow
In order to realize the rational flow of talents within enterprises, it is necessary to build a complete information chain of talent flow. The construction of the information chain of talent flow starts from the demand of talents in enterprises, and goes through the links of recruitment, assessment and salary until employees leave their jobs. The complete information chain of talent flow within an enterprise includes six links: post demand, resource planning, employee recruitment, performance appraisal, salary and benefits, and employee resignation. These six links comprehensively cover the current needs of human resource management and can effectively help enterprises integrate the company's human resource management.
The construction of information chain of talent flow should be realized by human resource management system (HRMS). Human resource management system can dynamically track each employee and store all kinds of information related to employees in a centralized database, so as to manage employee information in a unified way. The human resources department can analyze this information and provide reference for the talent allocation within the enterprise.
Establish a job-hopping system within the enterprise
The establishment of job-hopping system within enterprises is an important measure to break the internal talent flow barrier. Letting employees "jump ship" can not only greatly tap the potential of employees, but also stabilize the company's talents. In principle, Sony Corporation of Japan lets employees change jobs every two years, especially for energetic and self-motivated employees, instead of passively waiting for a job change, they actively give them opportunities to display their talents. In addition, Sony employees can see the "job advertisements" of various departments in the weekly internal tabloid. If they are interested, they are free to apply in secret, and their boss has no right to stop them. Sony employees can find their favorite positions through the internal job-hopping system, and their enthusiasm has been greatly improved; Sony, on the other hand, can find and promote talents in time and overcome the disadvantages of burying talents. Moreover, the personnel department can also find that some bosses frequently "outflow" their subordinates, so as to take timely countermeasures to remedy them.
The internal job-hopping system is not an accidental opportunity for a few talents to compete for posts, but an institutionalized form of internal mobility that is closely related to every employee. The procedure of job-hopping within the exam should be as simple as possible, and the whole process should be kept secret for employees. Employees can state the reasons for "job-hopping" without any worries, and if they are hired, they can jump to a new department or a new post. Even if you are not hired, you can choose other positions to continue applying.
Conduct talent inventory regularly.
Talent inventory has become an important part of human resource management in many enterprises. As an important resource, human resources, like other resources, also need the necessary inventory analysis. Regular talent inventory is a survey of human resources in a specific period, and through performance management and ability evaluation, the overall performance, advantages and areas for improvement of employees are counted. Further, it is to explore and discover a group of potential employees with special talents, record and track their personal career development tendencies, and make clear their positions and development goals with reference to the survey results and evaluation results, make corresponding strategic plans for human resources, and dynamically manage employees.
In order to establish an internal talent flow mechanism, regular talent inventory is necessary. First of all, through talent inventory, enterprise management can make clear the current situation of human resources allocation through data, better allocate human resources and give full play to their potential advantages. Secondly, talent inventory is also a summary and promotion of enterprise human resource management. Reflection in development and development in reflection can realize a virtuous circle of enterprise human resource management. Thirdly, talent inventory will also enable enterprises to find those employees who are not suitable for development and eliminate them from their posts in time.
The general process of internal processes Internal processes generally include the following nine steps:
First, the application for internal transfer.
1. Employees apply independently. Employees can apply according to their own abilities and job descriptions of the corresponding positions, and those who pass the joint inspection by the Human Resources Department and the employees' direct superiors will be included in the rotation candidate files for selection at an appropriate time.
2. departmental application. According to the department development plan and post changes, the department head submits an application for internal transfer to the Human Resources Department.
3. The Human Resources Department reviews and adjusts the internal transfer applications put forward by various departments in combination with the enterprise's human resources planning and training development policies.
Second, the human resources department conducts an audit.
The audit mainly includes: whether the department development personnel plan is feasible. Whether the number of personnel changes in the department is true. Check whether the personnel to be rotated meet the rotation conditions. Comprehensively consider the work changes of each department and adjust the rotation application of each department;
3. The Human Resources Department shall make an internal transfer report (the content shall include the post name, rotation reason, rotation number, candidate list and introduction) and internal transfer plan.
Fourth, the superior leadership for approval.
Fifth, employees participate in the interview and employment procedures of the new department.
6. The Human Resources Department will send the personnel change application form approved by the audit to myself and relevant departments, and fill in the following materials: basic materials of the personnel to be rotated. Employee performance evaluation form. Comprehensive evaluation made by direct superior. Seventh, the human resources department fills in the personnel change registration form and related personnel files and saves them.
Eighth, employees hand over their work and report to the new department.
Ninth, the information center of the human resources department changes the personal information of employees.