Communication skills for dismissing employees. Prepare for communication.
Communication is a war, and as the initiator of the war, HR must be prepared. Based on the premise of dismissing one or several employees, HR must first grasp its role-playing. If HR talks to employees alone, then she only represents the company, that is, the direct opposition of employees; If HR talks to a lawyer, then she can choose the indirect counterpart of the employee and let the lawyer play the role of direct counterpart. In addition to the role-playing questions, there are several things to prepare:
1. Preparation of communication places: For communication places, I personally suggest choosing an open and bright space, such as a conference room with glass windows and a quiet coffee shop, but it is not recommended to choose a closed small conference room, an open office area with noisy environment or a narrow coffee shop.
2. Preparation of communication time: As the initiator of communication, HR should choose the most favorable time for itself. British scientists have done research. In a day, the most concentrated time of employees is10am-1am, and the most exhausted time is 1pm-2. Therefore, we suggest that the communication time should be around 1 30 in the afternoon, and the communication time should not exceed half an hour. It should be noted that, within the known range, try not to choose memorable days for employees, such as employees' birthdays, wedding anniversaries, Women's Day on March 8th, etc.
3. Materials to be prepared for the interview: First, the personal information of the dismissed person. If you can't remember several documents of employees, you'd better take them with you. Secondly, the agreement to terminate the contract through consultation, notice of dismissal, recording pen, white paper and signature pen should also be carried with you.
4. Interview notes: It is best to wear serious and generous professional clothes during the interview. Female HR had better draw a light makeup.
Communication skills for dismissing employees Second, the beliefs that HR should have when communicating.
Will and belief are empty things, but they are actually very helpful for communication. You are fully prepared before communication, so you are not afraid of being nervous in communication. The author believes that HR must have the following beliefs before communicating:
1, don't run.
Dismissal of employees is an objective phenomenon in enterprises, so the interview of dismissal of employees has become the job of HR. As a mature HR, it must not be avoided.
2. When rejecting an interview, we should respect objective facts, not people;
3. Learn to empathize, fully respect the legitimate interests of employees, and dismiss employees legally and reasonably;
4. Establish corporate culture and create a harmonious communication atmosphere.
Of course, the premise of all beliefs is that HR must protect its own safety in the process of communication.
Communication skills for dismissing employees. Communication process and matters needing attention
Entering the communication process, the author divides the whole communication process into three links: overture, topic and conclusion. The first is the prelude, and the prelude is mainly greeting. For example, ask employees what they ate at noon today, what transportation they take to work every day, how their families are, and so on. One is to close the distance with employees, and the other is to understand the current situation of employees, so as to avoid the situation that employees can't be dismissed, and they still go their own way and lead to illegal dismissal. Then give appropriate affirmation to the work of employees since they joined the company, and then explain the current situation of the company and the shortcomings of employees' work. The greeting time should not be too long, just 3 minutes.
Then, when communicating, HR should take the initiative to inform employees, and decide to terminate the labor relationship after comprehensive consideration through consultation with employees. Depending on employees' reactions, HR should make different responses according to employees' different reactions:
For employees who are calm, silent, expressionless, glassy-eyed and motionless (we call it self-denial), human resources should break the deadlock and let employees speak, such as asking some particularly simple questions. Once employees speak, communication basically enters the substantive stage;
For employees with a more rational attitude, talk to HR about conditions, reason, reason (we call it self-affirmation), human resources is more rational than employees, and clearly analyze whether his reasons are sufficient and whether the conditions are legal;
For employees who are emotional, furious and unreasonable (we call it self-protection), human resources should remain fully calm and do not have direct contradictions and conflicts with employees. When employees are emotionally stable, they will communicate. I once met employees who heard that they were going to be fired, lying on the ground and threatening to rely on the company for life. Later, I found that the lawyer and HR ignored him, and after lying on the ground for 20 minutes, I got up and talked to the company.
For employees who don't talk to HR at all, they get up and leave after hearing the termination decision (we call it self-escape). Human resources should appropriately retain employees, but the number of employees should not be too much. The principle is to retain them once.
Employees' body language is easy to distinguish and their words are easy to understand, but their psychological state is difficult to identify, which requires human resources workers to analyze the psychology of dismissed employees. Maslow, a famous psychologist, divided human needs into five levels: physiological needs, security needs, belonging and love needs, respected needs and self-realization needs.
According to Maslow's theory, the author divides the needs of dismissed employees into two parts: material needs and spiritual needs. For employees with low wages, short working years and poor family conditions, their material needs are temporarily higher than their spiritual needs, so maybe a stable income or higher economic compensation can play a role for employees.
However, as employees with higher wages and rich social experience, work brings them not only a stable source of income, but also the degree of recognition, acceptance and respect by the society. The compensation effect of money on them is not as good as providing them with vocational guidance or giving employees full respect.
When the conditions of both parties are similar, HR can facilitate and sign a written termination agreement or a unilateral termination notice at any time. If no agreement has been reached and the communication fails, HR can end the communication calmly and talk at any time. However, in the case that the reason for termination is obviously legal, such as the employee's illegal and criminal behavior, and the employee's continuous absenteeism reaches the number of days stipulated by the system, HR can notify the employee to terminate the contract without too much concern.
In the process of communication, human resources need to be highly concentrated, so as to achieve eye-to-eye, ear-to-ear, hand-to-hand, heart-to-heart, and make a quick response according to employees' reactions.
Communication skills for dismissing employees. Determination of dismissal method in communication.
In order to avoid illegal dissolution and the risk of employees applying for arbitration, HR should confirm the dissolution method in advance to minimize the risk. In this paper, the author divides the termination risk into the following three types from small to large:
1. Persuade employees to resign voluntarily and leave with dignity.
This method is more suitable for the situation that the company wants to dismiss employees, employees don't necessarily want to work in the company, or employees make some minor mistakes and don't have to terminate the contract. This method will basically not cause legal risks, and employees who voluntarily resign will basically not apply for arbitration after submitting their resignation reports, but employers should avoid the risk of employees demanding economic compensation after dissolution according to Article 38 of the Labor Contract Law;
2. Both parties reach an agreement to terminate the labor contract.
The risk of this method is relatively small. It is suggested that when HR signs an agreement to terminate the contract by consensus, the time and method of termination should be clearly stated in the contract, and it should be clearly stated that there are no other disputes between the two parties.
3. The enterprise unilaterally dismisses employees to ensure that the reasons for dismissal are reasonable and legal, and the entities and procedures comply with the law.
It is not easy to dismiss employees to communicate. It requires HR to exercise more and accumulate experience in practice. I hope this article will benefit all human resources practitioners and minimize the occurrence of labor disputes.
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