费用/Fee：1天课程3500RMB/位。(包括培训、教材、午餐以及上下午茶点等)

介 绍
2016年12月，媒体报道将某研讨会上的专家观点概括为“不能胜任解除在北京已死，在上海苟活”，从而引爆2016年劳资领域的最强争议话题。在人力资源管理中，“不能胜任工作”已然成为HR管理员工的常用方法。在员工不能胜任工作的情况下，企业根据需要进行调岗、调薪甚至解雇等相应处理，都属于人力资源管理和用工自主权的范畴。但在劳动法领域，认定员工不能胜任工作，却有着严格的判定基础和法律意义。在司法实践中，因企业缺乏客观的衡量标准，在认定员工不能胜任工作时具有“单方性”和“随意性”等特点而得不到法律支持的案例大量存在，北京、上海、广州等地的企业败诉率高达95%以上。本次讲座将结合具体案例就“不能胜任工作”的证明及处理事务进行分享与沟通，帮助企业更好地规范人力资源管理，以期防范员工关系管理中的法律风险，避免劳资冲突，建立和谐劳动关系。
In
December 2016, the media reported that the expert point of view at a
seminar was summarized as "not capable of lifting the death in Beijing,
living in Shanghai," thus detonating the strongest controversial topic in
the field of labor in 2016.
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.

课程收益：
参加本次讲座，您将收获：To participate in this lecture, you will
gain:
1、了解认定不能胜任工作的法律风险
2、制定不能胜任工作的量化标准、认定方法
3、熟悉不能胜任工作调岗调薪的方式
4、掌握不能胜任工作的解除技巧与法定程序
5、其他岗位调整的方法
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

讲座提纲Lecture
Outline
一、“不能胜任工作”的法律判定I "Can not do the job" legal
judgment
1、案例分析
（1）企业规章制度对员工产生约束力的法定条件及认定员工“严重失职，造成重大损失”
（2）如何证明员工工作能力不胜任？
（3）试用期内员工不胜任工作能随意解雇么？
2、“不能胜任工作”认定引申的法律问题
（1）工作职责、工作流程
（2）严重失职
（3）工作标准
（4）不胜任工作、不符合录用条件
3、“不能胜任工作”的判定基础及法律意义
（1）“工作内容”与“工作岗位”
（2）“不胜任工作”的判定基础
（3）“不胜任工作”的法律意义
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
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"
二、绩效考核管理对证明不胜任的影响
II The performance appraisal
management to prove the incompetence of the
impact
1、案例分析
（1）末位淘汰制是否适用于不胜任工作？
（2）以员工绩效考核结果认定不能胜任工作合法么？
（3）年终奖金争议
2、如何设计绩效考核制度？
（1）绩效考核的法律意义
（2）考核方法的选择
（3）考核指标的设计
（4）考核周期及流程
（5）值得注意的八大要点
3、对特殊员工（怀孕、工伤、患病等）考核的注意事项？
（1）怀孕女职工的考核
（2）工伤职工的考核
（3）患病职工的考核
（4）对解除劳动合同的限制
4、绩效考核方案范本
（1）职工手册范本
（2）绩效管理制度范本
（3）绩效考核表范本
（4）目标管理考核表范本
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
三、对不胜任的处理－调岗调薪
III The handling of incompetence –
Job position and pay
adjustment
1、案例
（1）员工报名竞聘并同意服从调剂，调岗是否有效？
（2）劳动合同中关于公司有权调动工作岗位的约定是否有效？
（3）调岗后劳动者拒绝到岗，单位是否有权解除劳动关系？
2、如何进行调岗？
（1）合法性角度
（2）合理性角度
3、员工拒不接受调岗该如何处理？
（1）常见类型
（2）处理流程
4、调岗必然调薪吗？
（1）调岗的误区
（2）岗变薪变的误区
（3）如何岗变薪变
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?
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、对不胜任的处理－培训管理
IV The handling of incompetence -
training
management
1、如何设计培训内容？
（1）绩效改进计划
（2）培训内容的关联性
2、如何选择培训方式？
（1）脱产培训
（2）在职培训
（3）网络培训
3、员工不接受培训如何处理？
（1）培训通知
（2）给予行政处分
（3）调整工作岗位
（4）如再次考核不能胜任工作，单方解除劳动合同
4、如何证明员工已经接受过培训？
（1）培训通知
（2）培训合同
（3）培训签到表
（4）会议纪要
5、如何证明培训后仍不能胜任工作？
1 How to
design 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
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
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
5 How to prove that training is still not competent after
work?
五、工作调整的其他方式V The work of other ways to
adjust
1、岗位调整合法的案例分析
2、如何合法行使企业用工自主权？
3、如何协商一致调整工作？
4、临时性工作调整是否需要协商一致？
5、客观情况发生重大变化之工作调整是否需要协商一致？
6、医疗期满后不能从事原工作之调整？
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、证据固定与事后取证VI Evidence of fixed and ex post facto
evidence
1、劳动争议案件的举证原则
2、什么样的证据才是有效、具有可操作性的？
（1）劳动争议案件常见的证据
（2）证据的效力
3、有效证据的收集方法及实操技巧
（1）证据收集贯穿人力资源管理的整个流程
（2）重要的人力资源管理文件应及时取得员工签名并保留纸质文档
（3）人事档案至少在员工离职后保留两年
4、如何事后取证？
（1）在处理前让员工书面检讨或陈述事情经过
（2）谈话的录音与录像
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
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
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、不能胜任工作的解除技巧及注意事项
VII Can not do the work of the
lifting of skills and
precautions
（1）实体合法
（2）程序合法
（3）各阶段的证据充分、有效
（4）相关文件有效送达
1 Physical
legal
2 The procedure is legal
3 The evidence at all
stages is sufficient and effective
4 The relevant documents
effective delivery

讲师介绍 Lecturer
欧阳锋 刘小根
郝云峰

欧阳锋律师、中国著名劳动法及人力资源管理专家、仲裁员
广东律师事务所创始合伙人、第三届管理委员会主任。现担任广州仲裁委员会仲裁员、广东省企业维权顾问团顾问、广州市总工会职工法律服务团顾问、广州市律师协会规章制度委员会副主任、广东省及广州市律师协会劳动法律专业委员会委员、广州市天河区律师工作委员会委员等社会职务。先后在中国石化、恒大集团人力资源部门担任高级管理职务，从事人力资源管理实务及劳动法律实务逾二十年，熟知大中型企业的管理运行模式及法律需求，能有针对性地制订切实可行的法律风险防范措施。
欧阳锋律师担任了广东省人民政府国有资产管理监督委员会、中国银行广东省分行、捷普电子(广州)、广州奥托立夫汽车安全系统等众多知名企事业单位常年法律顾问；为广东省广弘资产管理有限公司、比亚迪股份、广州医药集团、广州市建筑集团、广东格兰仕集团、研祥高科技控股集团、金发科技股份、深圳市中洲投资控股、万家乐股份、国光电器股份、慧帝科技、汉堡南美、德盈科技、安踏体育用品、恒大地产、越秀地产、万科、格力电器、雅居乐地产、华为通信、中兴通讯、广东电网等逾千家大中型企业提供了人力资源管理法律风险防范实务培训；代理仲裁及诉讼案件逾万宗，保持超过90%的胜诉率。
因专业成就，欧阳锋律师多次获得广东省企业联合会颁发的“广东省企业维权优秀法律顾问”、广州市律师协会颁发的“业务成果奖”、“维护社会稳定奖”等诸多奖项。欧阳锋律师的擅长领域：常年法律顾问、并购与重组、劳动法、房地产法、仲裁及诉讼。

刘小根：上海律师事务所合伙人，原长宁区劳动人事争议仲裁院二庭庭长、资深任仲裁员，办案1千7百余件，复旦大学法律硕士，曾在《中国劳动》、《中国人力资源保障》、《上海法学研究》、《上海劳动保障》等刊物发表过《劳动争议案件证明责任之我见》、《论劳动争议案件证明标准的体系化构建》、《仲裁员自由心证的构成要件研究》、《恢复劳动关系的实践困境与出路》、《以客观情况发生重大变化解除劳动合同的实务探讨》《浅谈和谐劳动关系之构建》、《违法解除事实劳动关系有赔偿金吗》、《用人单位一事不再罚初探》、《解除试用期员工攻略》、《营业执照不可转借他人经营》、《主张错误的法律风险》、《有理未必走遍天下》、《仲裁员庭审思路梳理》等多篇劳动法相关论文及案例。刘小根曾在公立学校做过4年专业专业教师，授课技巧及功底扎实，授课风格幽默风趣，深入浅出。

郝云峰律师:劳动法实战派资深律师，北京律师事务所主任、北京市劳动法学会和社会保障法学会理事、北京市律师协会劳动与社会保障法律事务专业委员会副主任、北京市劳动人事争议仲裁委员会兼职仲裁员、北京企业法治与发展研究会理事、长期从事企业劳动用工法律风险管理与控制的研究与实践，有着丰富的劳动用工管理实战经验。