Since job transfers often involve the vital interests of employees, the two parties may not be able to reach an agreement on job transfers, which is often resisted by employees and may even intensify conflicts between employees and the company, making it a hot spot for labor disputes. There are various forms of resistance among employees who are not satisfied with job transfer. As mentioned before, job transfer is one of the most difficult aspects of enterprise labor and employment management. It is a sensitive and extremely challenging topic.
However, internal organizational structure adjustment and personnel adjustment are commonplace in the business process. Salary adjustment in addition to job transfer is also a practical need of enterprise management. We cannot hesitate because of the difficulty of job transfer operations. Mastering job transfer technology is a basic skill of HR, and it is not an impossible task. Once you master its basic principles and job transfer skills, HR can also handle it calmly.
This article will provide a detailed analysis of the forms of confrontation and response points when employees disobey job transfers. It is not difficult to see that the company's job transfer arrangements have obvious proactive advantages. On the surface, employees can raise objections at any time, but the subordinate status of management and management determines that "the arm cannot twist the thigh." Enterprises only need to do enough on the "rationality" of job transfers, and the victory is basically guaranteed. This is why "job transfer technology" has become the "accomplice" of "dismissal technology" .
low-intensity boycott
form of confrontation: went to work in a new position, but expressed dissatisfaction. The specific performance of
: expresses one's own attitude or puts forward one's own requirements to the company. The confrontational mood is not strong and the company is relatively tolerant. Generally, it is waiting to see whether the company can change.
response points: 1. Employees have low requirements and try to satisfy them; 2. Try to delay the actual implementation for more than a month (raw rice is cooked rice).
rational confrontation
confrontation form: employees clearly stated that they did not agree to the job transfer, but negotiated with the unit. Specific performance of
: employees generally temporarily work in new positions as arranged by the company, but they have a clear attitude towards the transfer and are gentle and rational in their approach. The company must revoke the decision.
response points: 1. Conduct self-examination on the reasonableness and legality of the job transfer (this operation is included in the following responses, which will be omitted below); 2. Negotiate conditions and strive to reach consensus;
3. Be prepared to negotiate for termination.
Soft confrontation
Confrontation form: Work in a new position, but do not effectively perform the job responsibilities. Specific manifestations of
: is a foreign worker in the new position, does not work hard, reduces efficiency, and even makes mistakes intentionally. He uses practical actions to express his dissatisfaction with the unit's transfer decision.
response points: 1. The improvement of contract agreements and rules and regulations must be prepared in advance, otherwise there will be no basis (the following responses all have this operation, which is omitted below); 2. Strengthen the assessment and follow the "incompetent" procedure; 3. Or deal with it as disobedience to the company's work arrangements (weigh the difficulty of the two methods).
Uncooperative confrontation
Confrontation form: refuses to work in the new position on the grounds that the company's transfer is illegal or unreasonable, but continues to work in the original position. Specific manifestations of
: This is a type of employee who is more difficult to "deal with", manifesting as non-violent non-cooperation, sitting quietly at the post or chatting with HR, jumping around, interfering with other people's work, etc. These employees are influenced by traditional rights protection ideas and often expect the company to fight back violently or provoke the situation through non-violent confrontation.
response points: 1. Pay attention to the possibility of "looking for trouble out of nothing" in this kind of resistance. HR should be on guard and not intensify the situation; 2. Collect basic evidence (audio and video); 3. If it is serious (such as blocking the door and being unable to work normally), you can report it Police; 4. Enterprise rights protection (labor inspections generally only deal with illegal activities of the enterprise, but you can still ask for help); 5. Enterprises should not give in easily; 6. Deal with them for not obeying the company's work arrangements; 7. Or deal with them on the grounds of "jumping around, disrupting the work of others, and disrupting the company's normal management order."
Non-attendance confrontation
Confrontation form: Refusal to attend work on the grounds that the company's job transfer is illegal. Specific manifestations of
: This is a relatively "stupid" or "smart" approach for employees.1. "Stupid" employees believe that the company's job transfer is illegal first and absenteeism is justified, so "advance can be attacked, and retreat can be defended." Their mentality is that job transfer must be unanimous. If I don't agree with the job transfer, I have the right to file an arbitration to protect my rights. The company will lose money, and if it doesn't work, I will leave because I don't want to work anymore; 2. "Smart" employees The trade union "assessed the situation" and chose to fight the company in the form of "absenteeism" because it knew that if the unit's job transfer was unreasonable, the employee's refusal to work in the new position would not necessarily be characterized as absenteeism, and the company would often terminate the labor contract on the grounds of "absenteeism." This was the result he wanted, and he was falling into a trap.
response points: 1. When reassigning employees, do not easily take away employees’ work supplies, work badges, seal OA accounts, cancel access cards, etc. to prevent employees from being forced to terminate their jobs on the grounds that the company does not provide working conditions and asking for financial subsidies. 2. Generally speaking, it is not a "wise" approach for employees to resist in the form of "absenteeism", and the company chooses to use this as an excuse to remove the initiative; 3. However, if the unit illegally transfers posts first, it should bear certain responsibility for the employee's absenteeism, and then rashly punishes them in the name of "absenteeism" There are certain risks in dividing employees, and the unit should fully fulfill its obligation to criticize and educate; 4. In the event of a dispute between the two parties, especially when the employee applies for arbitration to the labor arbitration department, it is generally not regarded as absenteeism; 5. Do more "one-and-two" work for "absentee" employees, including This includes issuing a warning letter, performing management duties, reducing suspicion of malicious attacks, and then implementing absenteeism handling procedures; 6. Even if an employee is "absent from work" for the duration of the labor relationship, during this unstable stage, the company should make a termination decision as soon as possible to avoid other legal risks involved.
openly confronts
in the form of confrontation: is a mass-based resistance in the name of rights protection.
Specific performance: This is mostly caused by batch transfers of jobs in the company. There are at least three people in the company. They usually go on strike, block doors, put up slogans, create disturbances, etc. to protest the company's decision. Generally, there are demands for financial compensation or salary increases and benefits even if jobs are transferred.
response points: 1. This is a "high-level" project to deal with employee rights protection. In fact, there are not many ways for any person or organization, and communication and negotiation are the mainstream (refer to economic layoffs part); 2. The human resources department is best to act as a "link" between both parties; 3. Control the situation to a smaller scope and be prepared to "give in"; 4. Use the resources of the government and labor department to assist in handling.
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