. Reduction, disciplinary action, agreement of the parties. Law and psychology

Target Audience: HRD, HRBP, HRM, HR-Generalist, functional managers with direct subordinatesDuration:2 days, 12 hoursProvider:АНКОРLanguage:Russian

Terms and Conditions

– The deadline for registration & payment is usually 5 days before the starting date of the course;
– Those who do not register and pay by the deadline will not be allowed to participate in the training;
– All payments are to be made by bank transfer;
– Once registration is closed, the fee is non-refundable.

Training objectives and advantages
The training from a legal practitioner in employment law and a specialist in outplacement. A large number of examples and real cases from practice.

Training program
Day 1.
• Disciplinary action - a tool for dismissal or the law meant something else...?
Disciplinary action: impose or not?
 - Reasons for the imposition of disciplinary sanctions and their types.
 - Procedure of registration of disciplinary sanctions: why the Manager it is important to know.
 - Learning to read employees ' explanations: is there a valid reason or not?
 - Communication with the employee to explain the reasons for the overlay.
 - Analysis of typical situations and basic mistakes of the employer on real examples.

• The agreement of the parties and their own desire - are there any risks?
 - Subtleties of the documentary part of the labor conflict.
 - What documents can be provided to the employee and which are not?
 - Why is it important to think through all the terms of the agreement in advance?
 - What can and cannot we write in the agreement?
 - At what point should I contact a lawyer?
 - Price question: what determines how much to pay and whether you can not pay?
 - What the employee can harm the company and the person who fires him
 - Modeling the situation from the employee's point of view: where to send complaints, how to harm the company and the person who fires me?
 - Analysis of typical situations and basic mistakes of the employer on real examples.

• Features of communication with the employee- " Difficult conversation»
 - Conversation with the employee – the main objectives
 - Information that is necessary for carrying out the reduction
 - Algorithm of the conversation with the employee
 - Psychological aspects of the conversation
 - Humans Reaction in the situation of changes to what the Manager should be ready
 - In what format to present unpleasant news to avoid additional risks and unnecessary emotional reactions
 - How to clearly say "about the main thing" and at the same time show understanding and respect for the employee? How not to give hopes and promises that you can not keep
 - Why is there a conflict and how to work with it?
 - Anger, aggression, sadness. Can an employee respond constructively?
 - How to change the principled attitude to conflict situations from "I want to get rid of" to "I want to study the reasons". How do you manage a conflict situation
 - How not to get under the influence of your emotions and successfully manage the emotional state in the conflict.

Day 2.
• Legal aspects of redundancy dismissal.
 - Reduce a position or a specific employee: a lot depends on the answer…
 - Downsizing or downsizing: what is the difference?
 - How to evaluate performance and qualifications if the criteria are not obvious?
 - What is important to know about pre-emption right?
 - How can the reduction procedure affect business processes?
 - Analysis of typical situations and basic mistakes of the employer on real examples.

• Responsibility of the Manager in the situation of reduction of the employee
 - Manager Training - tasks and responsibility of the Manager in case of personnel changes in the company
 - Risks For the company in the situation of personnel changes-what is in the Manager's control area
 - Main tasks of HR Department and Manager in the situation of changes
 - What prevents the Manager from meeting the employee effectively
 - What the Manager should say and what he should not say

• Psychology to assist in the reduction. The recommendations and techniques from practitioners.
 - Who is connected to the preparation to reduce or HR needs to take the blame?
 - When is the time to start training for downsizing? How to avoid risks and difficulties that will arise in the company in the situation of changes and staff reduction.
 - What to do when there are disputes, gossip and quarrels in the team, how to build communication?
 - How to make sure that a redundant employee leaves the company with a constructive attitude and as painlessly as possible?
 - Tricky questions of redundant employees, what should I say and how?
 - How to conduct an announcement on the reduction of individual and/or group of employees. Is it worth collecting all together or separately
 - How to prepare yourself for a difficult conversation with an employee? The formation of the correct internal position as the key to the success of a difficult conversation. Do you know your individual difficulties?
 - How to maintain the mood, efficiency, efficiency of employees who continue to work.

Methodology of training delivery
Seminar format, case studies, group discussion, examples, conclusions,
work in mini-groups, the theoretical part, examples from judicial practice