企业并购重组与人员安置裁减”五步法
主办单位：中培网 中培管理咨询
时间地点：2016-09-22至2016-09-22 在 北京
学员对象：对此课程感兴趣的学员
费 用： 3500元
【培训对象】
对此课程感兴趣的学员
【课程收益】
【课程大纲】
概述/Overview（课程背景）
随着中国经济下行压力和国际市场疲软，众多国内企业迎来内部调整期，或通过业务转移、公司合并分立重组提升效率，或通过组织架构调整部门撤并削减成本支出，上述调整都必然涉及"人员裁减和整合"，近年来被整合员工不仅关注裁员补偿高低，更开始关注裁员方案的公平性和透明性，加之各地劳动法差异和司法实践的变动，企业裁减特别是规模裁减是风险较高的一项人力资源活动。企业如何平稳快速推进结构调整和人员安置，不仅关系到企业的成本和风险，更关乎企业长期的经营效率。
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.
活动纲要/Outline
第一步：情景分析（8种）
（一）股权收购
"积极"买断工龄
"消极"买断工龄
（二）资产业务收购
卖方：解除与转移风险
买方：隐性人力成本控制
三方协议操作法
（三）合并分立
合同操作
关于次数的约定
（四）部门撤并
（五）公司解散和撤销
（六）公司搬迁
如何避免集体争议
如何确保员工"随迁"
（七）关联企业用工整合
（八）关店撤店
StepⅠ: Situational analysis (8 types)
（A）Share Acquisition
Note for investigating personnel's due diligence
Positively" buy off the service years
Negatively" buy off the service years
（B）Business Acquisition of Assets
The selling party: get rid of and transfer risk
The buying party: cost control in hidden human resources
Operation of tripartite agreement
（C） Merger and Division
Contract and social insurance operation
Analysis on employee's work
（D）Merger and removal of department
（E）Dissolution and abolition of the company
（F）Removal of the company
How to avoid collective disputes
How to ensure that employees'" follow the removal"
（G）Employment management of related enterprises
（H）Shop withdraw and closed
第二步：策略选择（4种）
（一）裁减方案
单方裁员操作
终止合同操作
协商解除操作
（二）变更方案
履行调岗/单方调岗/协商调岗
（三）过渡方案
停工放假
内退、合同中止
（四）补偿方案与职代会
StepⅡ: Strategy selection (4)
（A）Reduction plan
Operation for economic cuts
Operation for situation change
Operation for terminating contract
Operation for negotiable layoff
（B） Change schemes
To perform transfer-position / unilateral transfer-position / negotiable transfer-position
（C）Transitional scheme
Shutdown and holiday
Early retirement, termination of the contract
（D）Compensation scheme and workers' congress
第三步：权益计算（5项）
（一）经济补偿金与分段计算
（二）赔偿金计算（违法解除风险评估）
（三）恢复劳动关系损失
（四）代通知金计算
（五）年假、最后工作日与奖金
Step Ⅲ: The Calculation of rights and interests (5 types)
（一）Economic compensation and sectional calculation
（二）The calculation of compensation (risk assessment for the illegal dismissal)
（三）Recovery of loss of labor relations
（四）Calculation of wages in lieu of notice
（五）The relationship between bonus and annual leave, the last working day
第四步：文本设计（5类）
（一）安置方案
（二）关店通知
（三）解除协议
（四）Q/A
（五）三方协议
Step Ⅳ: Text Design (5 classes)
（一）Resettlement plan
（二）Closed shop notice
（三）Dismissal agreement
（四）Q/A
（五）Tripartite agreement
第五步：争议解决（3种）
（一）特殊行为
消极怠工等违纪行为
绩效欠佳的处理
"泡病假"的应对
（二）特殊群体
三期、工伤员工处理
高管处理注意事项
（三）特殊争议
群体性争议的预防
群体性争议的干预
Step Ⅴ: The dispute settlement (3 kinds)
（A）Special behavior
Slack working and other disorderly conduct
Treatment for poor performance
Response for "immerse in sick leave
（B）Special groups
Treatment for third-level occupational injury
Attention for managing senior executives
（C） Special disputes
Prevention for mass disputes
Intervention of mass disputes
讲师介绍/Lecture
刘昊斌 律师 Liu Haobin lawyer
北京市联拓律师事务所主任 、 中央电视台东方名家特邀讲师
director of Beijing Liantuo Law Firm
Famous CCTV Orient Guest Lecturer
工作经历 Work experience:
多次受中国教育电视台邀请，登台讲授《劳动合同法》、《劳动合同法实施条例》
Invited by the China Education Television on stage to teach the "Labor Contract Law", "Labor Contract Law" many times.
受北京电视台邀请，讲授、跟踪解析劳动合同法在司法实践中的运用和变迁
Invited by the Beijing TV , make a lecture about the use and change of tracking resolve labor contract law in the judicial practice.
曾任北京仲裁委、中国国土资源航空物探遥感中心、安泰科技集团、诺和诺德、托普索、德国默克、博士伦、中国金融在线、成都索贝、德国GFK等国内多家大型企业的常年性劳动关系顾问
Used to be the labor relations consultant of Beijing Arbitration Commission, China Aero Geophysical Survey and Remote Sensing Center for Land and Resources, Advanced Technology Group, Novo Nordisk, Topsoe, Merck, Bausch & Lomb, China Finance Online, Chengdu Sobey, German GFK andnumber of large domestic enterprises.
服务的公司里，包括德国、丹麦、日本、美国等大型外企，亦有事业单位、大型国有企业集团公司和民企集团公司。
The company which he serviced, including Germany, Denmark, Japan, the United States and other large foreign companies, there are also institutions, large state-owned enterprise group and private company.
为约翰迪尔、百威、德国科隆、中海油、飞利浦和联想集团等多家大型公司进行过内训，三大补偿与九大施压措施的原创培训体系，广受欢迎。
Make internal training for John Deere, Budweiser, Cologne, Germany, CNOOC, Philips and Lenovo Group and many other large companies conducted, Create Three Compensation and nine pressure measures training system.
作为劳动法支持团队，参与了华润旗下千人安置方案的制订实施和多家公司裁员项目，具有丰富的非诉服务经验。
As labor law support team, he participated in the formulation of the implementation of CRC's resettlement program and the thousands of companies downsizing projects, with a wealth of experience in non-litigation services.
【讲师介绍】
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