1天課程3500RMB/位(包括培訓(xùn)、教材、午餐以及上下午茶點等)兩位及以上同時參加享受九折優(yōu)惠

課程背景 Course Background

在人力資源管理中， “不能勝任工作”已然成為HR管理員工的常用方法。在員工不能勝任工作的情況下，企業(yè)根據(jù)需要進行調(diào)崗、調(diào)薪甚至解雇等相應(yīng)處理，都屬于人力資源管理和用工自主權(quán)的范疇。但在勞動法領(lǐng)域，認定員工不能勝任工作，卻有著嚴格的判定基礎(chǔ)和法律意義。在司法實踐中，因企業(yè)缺乏客觀的衡量標(biāo)準(zhǔn)，在認定員工不能勝任工作時具有“單方性”和“隨意性”等特點而得不到法律支持的案例大量存在，北京、上海、廣州等地的企 業(yè)敗訴率高達 95%以上。
本次講座將結(jié)合具體案例就“不能勝任工作”的證明及處理事務(wù)進行分享與溝通，幫助企業(yè)更好地規(guī)范人力資源管理，以期防范員工關(guān)系管理中的法律風(fēng)險，避免勞資沖突，建立和諧勞動關(guān)系。

In human resources management, "can not do the job" has become HR management staff commonly used method. In the case of employees can not do the job, the enterprise according to the needs of the transfer, salary or even dismissal and other corresponding treatment, are human resources management and labor autonomy in the category. But in the field of labor law, that employees can not work, but has a strict basis for judging and legal significance. In the judicial practice, due to the lack of objective measurement of enterprises, in the identification of employees can not do the job with "unilateral" and "arbitrary" and other characteristics of the case without legal support exists, Beijing, Shanghai, Guangzhou and other places Of the enterprise lost the rate of up to 95% or more.
This seminar will share and communicate with the specific cases on "proof of work" and deal with services to help enterprises better regulate human resources management, in order to prevent legal risks in employee relationship management, to avoid labor conflicts, to establish a harmonious labor relationship.

學(xué)習(xí)收獲 What You Will Learn

1、 了解認定不能勝任工作的法律風(fēng)險 
2、 制定不能勝任工作的量化標(biāo)準(zhǔn)、認定方法 
3、 熟悉不能勝任工作調(diào)崗調(diào)薪的方式 
4、 掌握不能勝任工作的解除技巧與法定程序 
5、 其他崗位調(diào)整的方法
1 To understand the legal risk that can not be qualified
2 The development of qualified work can not be quantified standards, identify methods
3 Familiar with the work can not do the job adjustment of the way
4 To master the work of the lifting of skills and legal procedures
5 Other post adjustment method

講座提綱 Lecture Outline

一、 “不能勝任工作”的法律判定 "I Can not do the job" legal judgment
1、案例分析 
（1）企業(yè)規(guī)章制度對員工產(chǎn)生約束力的法定條件及認定員工“嚴重失職，造成重大損失” 
（2）如何證明員工工作能力不勝任？ 
（3）試用期內(nèi)員工不勝任工作能隨意解雇么？
2、“不能勝任工作”認定引申的法律問題 
（1）工作職責(zé)、工作流程 
（2）嚴重失職 
（3）工作標(biāo)準(zhǔn) 
（4）不勝任工作、不符合錄用條件
3、“不能勝任工作”的判定基礎(chǔ)及法律意義 
（1）“工作內(nèi)容”與“工作崗位” 
（2）“不勝任工作”的判定基礎(chǔ) 
（3）“不勝任工作”的法律意義
 
1 Case Analysis
(1) The enterprise rules and regulations of the binding conditions of the statutory conditions and employees that "serious dereliction of duty, causing significant losses"
(2) How to prove that employees are incapable of working ability?
(3) The staff during the probationary job is free to dismiss it?
2 " Can not do the job" that the extension of the legal issues (1) Job responsibilities, work processes (2) Serious dereliction of duty (3) Working standards (4) Incompetent work, do not meet the hiring conditions
(1) Job responsibilities, work processes 
(2) Serious dereliction of duty 
(3) Working standards 
(4) Incompetent work, do not meet the hiring conditions
(1) Job responsibilities, work processes 
(2) Serious dereliction of duty 
(3) Working standards 
(4) Incompetent work, do not meet the hiring conditions
(1) Job responsibilities, work processes 
(2) Serious dereliction of duty 
(3) Working standards 
(4) Incompetent work, do not meet the hiring conditions
(1) Job responsibilities, work processes 
(2) Serious dereliction of duty 
(3) Working standards 
(4) Incompetent work, do not meet the hiring conditions
(1) Job responsibilities, work processes 
(2) Serious dereliction of duty 
(3) Working standards 
(4) Incompetent work, do not meet the hiring conditions
(1) Job responsibilities, work processes
(2) Serious dereliction of duty
(3) Working standards
(4) Incompetent work, do not meet the hiring conditions
(1) Job responsibilities, work processes
(2) Serious dereliction of duty
(3) Working standards
(4) Incompetent work, do not meet the hiring conditions
(1) Job responsibilities, work processes
(2) Serious dereliction of duty
(3) Working standards
(4) Incompetent work, do not meet the hiring conditions
3 " Not competent work" to determine the basis and legal significance (1) " Work content" and "job" (2) The basis of the determination of "incompetence" (3) The legal meaning of "incompetence"
(1) " Work content" and "job" 
(2) The basis of the determination of "incompetence" 
(3) The legal meaning of "incompetence"
(1) " Work content" and "job" 
(2) The basis of the determination of "incompetence" 
(3) The legal meaning of "incompetence"
(1) " Work content" and "job" 
(2) The basis of the determination of "incompetence" 
(3) The legal meaning of "incompetence"
(1) " Work content" and "job" 
(2) The basis of the determination of "incompetence" 
(3) The legal meaning of "incompetence"
(1) " Work content" and "job" 
(2) The basis of the determination of "incompetence" 
(3) The legal meaning of "incompetence"
(1) " Work content" and "job"
(2) The basis of the determination of "incompetence"
(3) The legal meaning of "incompetence"
(1) " Work content" and "job"
(2) The basis of the determination of "incompetence"
(3) The legal meaning of "incompetence"
(1) " Work content" and "job"
(2) The basis of the determination of "incompetence"
(3) The legal meaning of "incompetence"
 
二、 績效考核管理對證明不勝任的影響 
II The performance appraisal management to prove the incompetence of the impact
1、案例分析 
（1）末位淘汰制是否適用于不勝任工作？ 
（2）以員工績效考核結(jié)果認定不能勝任工作合法么？ 
（3）年終獎金爭議
2、如何設(shè)計績效考核制度？ 
（1）績效考核的法律意義 
（2）考核方法的選擇 
（3）考核指標(biāo)的設(shè)計 
（4）考核周期及流程 
（5）值得注意的八大要點
3、對特殊員工（懷孕、工傷、患病等）考核的注意事項？ 
（1）懷孕女職工的考核 
（2）工傷職工的考核 
（3）患病職工的考核 
（4）對解除勞動合同的限制
4、績效考核方案范本 
（1）職工手冊范本 
（2）績效管理制度范本 
（3）績效考核表范本 
（4）目標(biāo)管理考核表范本
 
1 Case Analysis 
(1) Is the final elimination system applicable to incompetence?
(2) To employees performance appraisal results that can not be qualified work law?
(3) Year-end bonus dispute
2 How to design performance appraisal system?
(1) The legal significance of performance appraisal
(2) The choice of assessment methods
(3) The design of assessment indicators
(4) Assessment cycle and process
(5) Worth noting the eight points
3 The special staff (pregnancy, work injury, sick, etc.) assessment of the Notes?
(1) Pregnant women workers assessment
(2) The assessment of workers injured
(3) The assessment of sick workers
(4) Restrictions on the lifting of labor contracts
4 Performance appraisal program template (1) Staff Manual Template (2) The model of performance management system (3) Performance appraisal form template (4) Target management assessment form template
(1) Staff Manual Template 
(2) The model of performance management system 
(3) Performance appraisal form template 
(4) Target management assessment form template
(1) Staff Manual Template 
(2) The model of performance management system 
(3) Performance appraisal form template 
(4) Target management assessment form template
(1) Staff Manual Template 
(2) The model of performance management system 
(3) Performance appraisal form template 
(4) Target management assessment form template
(1) Staff Manual Template 
(2) The model of performance management system 
(3) Performance appraisal form template 
(4) Target management assessment form template
(1) Staff Manual Template 
(2) The model of performance management system 
(3) Performance appraisal form template 
(4) Target management assessment form template
(1) Staff Manual Template
(2) The model of performance management system
(3) Performance appraisal form template
(4) Target management assessment form template
(1) Staff Manual Template
(2) The model of performance management system
(3) Performance appraisal form template
(4) Target management assessment form template
(1) Staff Manual Template
(2) The model of performance management system
(3) Performance appraisal form template
(4) Target management assessment form template
 
三、 對不勝任的處理－調(diào)崗調(diào)薪 
III The handling of incompetence – Job position and pay adjustment
1、案例 
（1）員工報名競聘并同意服從調(diào)劑，調(diào)崗是否有效？ 
（2）勞動合同中關(guān)于公司有權(quán)調(diào)動工作崗位的約定是否有效？ 
（3）調(diào)崗后勞動者拒絕到崗，單位是否有權(quán)解除勞動關(guān)系？
2、如何進行調(diào)崗？ 
（1）合法性角度 
（2）合理性角度
3、員工拒不接受調(diào)崗該如何處理？ 
（1）常見類型 
（2）處理流程
4、調(diào)崗必然調(diào)薪嗎？ 
（1）調(diào)崗的誤區(qū) 
（2）崗變薪變的誤區(qū) 
（3）如何崗變薪變
1 Case Analysis (1) Employee registration and agree to obey the swap, transfer Kong is valid? (2) Whether the agreement in the labor contract on whether the company has the right to transfer a job is valid? (3) After the transfer of workers refused to post, the unit has the right to lift the labor relations?
(1) Employee registration and agree to obey the swap, transfer Kong is valid? 
(2) Whether the agreement in the labor contract on whether the company has the right to transfer a job is valid? 
(3) After the transfer of workers refused to post, the unit has the right to lift the labor relations?
(1) Employee registration and agree to obey the swap, transfer Kong is valid? 
(2) Whether the agreement in the labor contract on whether the company has the right to transfer a job is valid? 
(3) After the transfer of workers refused to post, the unit has the right to lift the labor relations?
(1) Employee registration and agree to obey the swap, transfer Kong is valid? 
(2) Whether the agreement in the labor contract on whether the company has the right to transfer a job is valid? 
(3) After the transfer of workers refused to post, the unit has the right to lift the labor relations?
(1) Employee registration and agree to obey the swap, transfer Kong is valid? 
(2) Whether the agreement in the labor contract on whether the company has the right to transfer a job is valid? 
(3) After the transfer of workers refused to post, the unit has the right to lift the labor relations?
(1) Employee registration and agree to obey the swap, transfer Kong is valid? 
(2) Whether the agreement in the labor contract on whether the company has the right to transfer a job is valid? 
(3) After the transfer of workers refused to post, the unit has the right to lift the labor relations?
(1) Employee registration and agree to obey the swap, transfer Kong is valid?
(2) Whether the agreement in the labor contract on whether the company has the right to transfer a job is valid?
(3) After the transfer of workers refused to post, the unit has the right to lift the labor relations?
(1) Employee registration and agree to obey the swap, transfer Kong is valid?
(2) Whether the agreement in the labor contract on whether the company has the right to transfer a job is valid?
(3) After the transfer of workers refused to post, the unit has the right to lift the labor relations?
(1) Employee registration and agree to obey the swap, transfer Kong is valid?
(2) Whether the agreement in the labor contract on whether the company has the right to transfer a job is valid?
(3) After the transfer of workers refused to post, the unit has the right to lift the labor relations?
2 How to adjust the guard?
(1) Legitimacy point of view
(2) The point of view of reasonableness
3 Employees refused to accept how to deal with the transfer of the guard?
(1) Common types
(2) Processing flow
4 Is it a must to adjust salary after change of job position?
(1) The transfer of the misunderstanding
(2) Common error of job and salary change
(3) How to change wages change
 
四、 對不勝任的處理－培訓(xùn)管理 
IV The handling of incompetence - training management
1、如何設(shè)計培訓(xùn)內(nèi)容？ 
（1）績效改進計劃 
（2）培訓(xùn)內(nèi)容的關(guān)聯(lián)性
2、如何選擇培訓(xùn)方式？ 
（1）脫產(chǎn)培訓(xùn) 
（2）在職培訓(xùn) 
（3）網(wǎng)絡(luò)培訓(xùn)
3、員工不接受培訓(xùn)如何處理？ 
（1）培訓(xùn)通知 
（2）給予行政處分 
（3）調(diào)整工作崗位 
（4）如再次考核不能勝任工作，單方解除勞動合同
4、如何證明員工已經(jīng)接受過培訓(xùn)？ 
（1）培訓(xùn)通知 
（2）培訓(xùn)合同 
（3）培訓(xùn)簽到表 
（4）會議紀(jì)要
5、如何證明培訓(xùn)后仍不能勝任工作？
1 How to design training content? (1) Performance improvement plan (2) The relevance of the training content
(1) Performance improvement plan 
(2) The relevance of the training content
(1) Performance improvement plan 
(2) The relevance of the training content
(1) Performance improvement plan 
(2) The relevance of the training content
(1) Performance improvement plan 
(2) The relevance of the training content
(1) Performance improvement plan 
(2) The relevance of the training content
(1) Performance improvement plan
(2) The relevance of the training content
(1) Performance improvement plan
(2) The relevance of the training content
(1) Performance improvement plan
(2) The relevance of the training content
2 How to choose the training method? (1) Full-time training (2) On-the-job training (3) Network training
(1) Full-time training 
(2) On-the-job training 
(3) Network training
(1) Full-time training 
(2) On-the-job training 
(3) Network training
(1) Full-time training 
(2) On-the-job training 
(3) Network training
(1) Full-time training 
(2) On-the-job training 
(3) Network training
(1) Full-time training 
(2) On-the-job training 
(3) Network training
(1) Full-time training
(2) On-the-job training
(3) Network training
(1) Full-time training
(2) On-the-job training
(3) Network training
(1) Full-time training
(2) On-the-job training
(3) Network training
3 Employees do not accept training how to deal with? (1) Training notice (2) To give administrative sanctions (3) To adjust the job (4) If the re-assessment can not do the job, unilaterally terminate the labor contract
(1) Training notice 
(2) To give administrative sanctions 
(3) To adjust the job 
(4) If the re-assessment can not do the job, unilaterally terminate the labor contract
(1) Training notice 
(2) To give administrative sanctions 
(3) To adjust the job 
(4) If the re-assessment can not do the job, unilaterally terminate the labor contract
(1) Training notice 
(2) To give administrative sanctions 
(3) To adjust the job 
(4) If the re-assessment can not do the job, unilaterally terminate the labor contract
(1) Training notice 
(2) To give administrative sanctions 
(3) To adjust the job 
(4) If the re-assessment can not do the job, unilaterally terminate the labor contract
(1) Training notice 
(2) To give administrative sanctions 
(3) To adjust the job 
(4) If the re-assessment can not do the job, unilaterally terminate the labor contract
(1) Training notice
(2) To give administrative sanctions
(3) To adjust the job
(4) If the re-assessment can not do the job, unilaterally terminate the labor contract
(1) Training notice
(2) To give administrative sanctions
(3) To adjust the job
(4) If the re-assessment can not do the job, unilaterally terminate the labor contract
(1) Training notice
(2) To give administrative sanctions
(3) To adjust the job
(4) If the re-assessment can not do the job, unilaterally terminate the labor contract
4 How to prove that employees have received training? (1) Training notice (2) Training contract (3) Training to sign the table (4) Minutes of the meeting
(1) Training notice 
(2) Training contract 
(3) Training to sign the table 
(4) Minutes of the meeting
(1) Training notice 
(2) Training contract 
(3) Training to sign the table 
(4) Minutes of the meeting
(1) Training notice 
(2) Training contract 
(3) Training to sign the table 
(4) Minutes of the meeting
(1) Training notice 
(2) Training contract 
(3) Training to sign the table 
(4) Minutes of the meeting
(1) Training notice 
(2) Training contract 
(3) Training to sign the table 
(4) Minutes of the meeting
(1) Training notice
(2) Training contract
(3) Training to sign the table
(4) Minutes of the meeting
(1) Training notice
(2) Training contract
(3) Training to sign the table
(4) Minutes of the meeting
(1) Training notice
(2) Training contract
(3) Training to sign the table
(4) Minutes of the meeting
5 How to prove that training is still not competent after work?
 
五、工作調(diào)整的其他方式 
V The work of other ways to adjust
1、崗位調(diào)整合法的案例分析 
2、如何合法行使企業(yè)用工自主權(quán)？ 
3、如何協(xié)商一致調(diào)整工作？ 
4、臨時性工作調(diào)整是否需要協(xié)商一致？ 
5、客觀情況發(fā)生重大變化之工作調(diào)整是否需要協(xié)商一致？ 
6、醫(yī)療期滿后不能從事原工作之調(diào)整？
1 Job adjustment legal case analysis
2 How to legally exercise the autonomy of enterprises
3 How to adjust the work of consensus?
4 The need for temporary adjustment of the need for consultation?
5 The objective situation of major changes in the work of the need to adjust the need for consensus?
6 After the expiration of medical work can not be adjusted to the original work?
 
六、證據(jù)固定與事后取證 
VI Evidence of fixed and ex post facto evidence
1、勞動爭議案件的舉證原則
2、什么樣的證據(jù)才是有效、具有可操作性的？ 
（1）勞動爭議案件常見的證據(jù) 
（2）證據(jù)的效力
3、有效證據(jù)的收集方法及實操技巧 
（1）證據(jù)收集貫穿人力資源管理的整個流程 
（2）重要的人力資源管理文件應(yīng)及時取得員工簽名并保留紙質(zhì)文檔 
（3）人事檔案至少在員工離職后保留兩年
4、如何事后取證？ 
（1）在處理前讓員工書面檢討或陳述事情經(jīng)過 
（2）談話的錄音與錄像
 
1 The principle of proof of labor dispute cases
2 What kind of evidence is effective, with the operability of the (1) Common evidence of labor dispute cases (2) The validity of the evidence
(1) Common evidence of labor dispute cases 
(2) The validity of the evidence
(1) Common evidence of labor dispute cases 
(2) The validity of the evidence
(1) Common evidence of labor dispute cases 
(2) The validity of the evidence
(1) Common evidence of labor dispute cases 
(2) The validity of the evidence
(1) Common evidence of labor dispute cases 
(2) The validity of the evidence
(1) Common evidence of labor dispute cases
(2) The validity of the evidence
(1) Common evidence of labor dispute cases
(2) The validity of the evidence
(1) Common evidence of labor dispute cases
(2) The validity of the evidence
3 The effective evidence of the collection method and practical skills (1) Evidence is collected throughout the entire process of human resource management (2) Important human resources management documents should be promptly obtained employee signature and retain paper documents (3) Personnel files are retained for at least two years after the employee leaves office
(1) Evidence is collected throughout the entire process of human resource management 
(2) Important human resources management documents should be promptly obtained employee signature and retain paper documents 
(3) Personnel files are retained for at least two years after the employee leaves office
(1) Evidence is collected throughout the entire process of human resource management 
(2) Important human resources management documents should be promptly obtained employee signature and retain paper documents 
(3) Personnel files are retained for at least two years after the employee leaves office
(1) Evidence is collected throughout the entire process of human resource management 
(2) Important human resources management documents should be promptly obtained employee signature and retain paper documents 
(3) Personnel files are retained for at least two years after the employee leaves office
(1) Evidence is collected throughout the entire process of human resource management 
(2) Important human resources management documents should be promptly obtained employee signature and retain paper documents 
(3) Personnel files are retained for at least two years after the employee leaves office
(1) Evidence is collected throughout the entire process of human resource management 
(2) Important human resources management documents should be promptly obtained employee signature and retain paper documents 
(3) Personnel files are retained for at least two years after the employee leaves office
(1) Evidence is collected throughout the entire process of human resource management
(2) Important human resources management documents should be promptly obtained employee signature and retain paper documents
(3) Personnel files are retained for at least two years after the employee leaves office
(1) Evidence is collected throughout the entire process of human resource management
(2) Important human resources management documents should be promptly obtained employee signature and retain paper documents
(3) Personnel files are retained for at least two years after the employee leaves office
(1) Evidence is collected throughout the entire process of human resource management
(2) Important human resources management documents should be promptly obtained employee signature and retain paper documents
(3) Personnel files are retained for at least two years after the employee leaves office
4 How to evidence afterwards?
(1) Let the staff in writing before the review or statement of things through
(2) Recording of the conversation and video
 
七、 不能勝任工作的解除技巧及注意事項 
VII Can not do the work of the lifting of skills and precautions
（1）實體合法 
（2）程序合法 
（3）各階段的證據(jù)充分、有效 
（4）相關(guān)文件有效送達
1 Physical legal
2 The procedure is legal
3 The evidence at all stages is sufficient and effective
4 The relevant documents effective delivery
 

主講老師： 

歐陽鋒 龐春云 郝云峰
歐陽鋒律師,中國著名勞動法及人力資源管理專家、仲裁員 .
廣東君厚律師事務(wù)所創(chuàng)始合伙人、第三屆管理委員會主任。現(xiàn)擔(dān)任廣州仲裁委員會仲裁員、廣東省企業(yè)維權(quán)顧問團顧問、廣州市總工會職工法律服務(wù)團顧問、廣州市律師協(xié)會規(guī)章制度委員會副主任、廣東省及廣州市律師協(xié)會勞動法律專業(yè)委員會委員、廣州市天河區(qū)律師工作委員會委員等社會職務(wù)。先后在中國石化、恒大集團人力資源部門擔(dān)任高級管理職務(wù)，從事人力資源管理實務(wù)及勞動法律實務(wù)逾二十年，熟知大中型企業(yè)的管理運行模式及法律需求，能有針對性地制訂切實可行的法律風(fēng)險防范措施。

龐春云：勞動法專家 上海市勞動爭議仲裁處 仲裁員、 上海金誠同達律師實務(wù)所高級合伙人、上海市律師協(xié)會勞動法律關(guān)系研究委員會委員、上海市律師協(xié)會勞動法律關(guān)系研究委員會副主任、中華全國律協(xié)勞動法委員會委員、上海市勞動法研究會理事、上海市法學(xué)會勞動法研究會委員、上海市總工會維權(quán)志愿團成員、上海市科技協(xié)會法律咨詢委員會委員、上海市徐匯區(qū)律師界婦女聯(lián)合會執(zhí)行委員
 
郝云峰律師 : 勞動法實戰(zhàn)派資深律師，北京東合律師事務(wù)所主任、北京市勞動法學(xué)會和社會保障法學(xué)會理事、北京市律師協(xié)會勞動與社會保障法律事務(wù)專業(yè)委員會副主任、北京市勞動人事爭議仲裁委員會兼職仲裁員、北京企業(yè)法治與發(fā)展研究會理事、長期從事企業(yè)勞動用工法律風(fēng)險管理與控制的研究與實踐，有著豐富的勞動用工管理實戰(zhàn)經(jīng)驗。