Human resources department management system template collection

Chapter 24 Personnel Change Management (2)
Employee Name Gender Entry Time Effective Time
Reason for transfer:

□New appointment □Promotion □Salary adjustment □The end of the probationary period □Resignation

□Internal adjustments □Probationary period extension □Contract termination □Dismissal

from to remarks
department
position
grade
employee identification number
salary standard
Extra salary:

Deduction amount:

Last working day: year month day
Department Head Comments:

signature
Date Year Month Day Human Resources Manager Comments:

signature
Date Year Month Day General Manager Opinion:
signature
date year month day

Employee Appointment and Removal Notice

Employee Appointment and Removal Notice

Fill in the department file number
Employee Name Original Job Information New Job Information
Name of the department you belong to and the monthly basic salary of the department you belong to
Effective from

Remark review:

General manager:
date year month day

Work handover list

Work handover list

Fill in the department file number
Handover person's name: Handover date:

Handover content Remarks on the handover situation of the handling department
Direct supervisor of department business handover
Guarantee responsibility work successor

Office Supplies Recycling
Recycling badges and badges

Work station (key) acceptance administrative department
Libraries and other data administrators
Computer configuration, system handover network administrator
Borrowing finance department
Labor Contract
Social Security Human Resources Department
Others
Actual attendance days of the month: days Overtime days: days
Remarks
When adjusting internal personnel, you must pay attention to the management system for personnel transfer. After meeting the conditions, complete the relevant procedures in accordance with the operating procedures, especially the relevant forms must be completed, and the following two points should be noted:
(1) Employees who are transferred within the company must continuously count their seniority, and the transferred unit should recognize their working years in the transferred unit as their seniority.

(2) For the transfer between different legal persons, the original unit should first terminate the labor contract with the employee, and the new unit should go through the internal transfer procedures and sign a new labor contract, but there is no need to go through the probationary period.

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Expatriate Management
Expatriates are personnel arrangements made by the company to better carry out local work. The duties of expatriates are to represent the company to carry out related work within a certain area and represent the image of the company.All words and deeds of expatriates are closely related to the company's image.Therefore, expatriates should strictly demand themselves, and must not do things that harm the interests of the company, such as sloppy work, disobedience to the company's arrangements, passive conflict with the tasks assigned by the company, and engaging in part-time jobs that conflict with the company's interests, or spread harmful information. Rumors that damage the company's image and interests.

Expatriates must maintain good supervision and management of the business operations in various cities.The communication tools of expatriates must be kept open within the specified time, so that local business partners can quickly inform expatriates when they have important information, and any instructions from the company can also be conveyed in a timely manner to avoid poor information transmission And lead to major accidents or miss the best processing time.

Expatriates are away from the headquarters and carry out relevant work on behalf of the company all over the country and even around the world. One of the important means for the company to effectively supervise and manage expatriates is to check the weekly work reports of expatriates.The weekly work report should reflect the specific work content and work plan of the expatriates.In order for the headquarters to make reasonable guidance on the work plan of the expatriates, each expatriate should attach great importance to, fill in the weekly work report carefully, carefully and responsibly, and report it to the company by email or fax at the time specified by the company. The leader in charge, the leader in charge should give corresponding guidance to the expatriates according to their weekly work report.

Expatriate management system
The expatriate management system is the fundamental system for enterprises to strengthen the management of expatriate personnel. Below we list XX company’s expatriate management methods for readers’ reference.

×× Company's expatriate personnel management measures
Executive department file number
Approver Approval Date
Article [-] The purpose of these measures is to meet the needs of the company's development, fully mobilize the enthusiasm of expatriates, and standardize the relevant benefits of expatriates.

Article [-] These measures apply to all personnel sent by the company to other places.

Article [-] Expatriate personnel must meet the following conditions at the same time:

(1) Work in the company for one year.

(2) Possess a bachelor degree or above.

(3) It is transferred uniformly by the Human Resources Department within the company.

(4) Excellent managers of the company's headquarters and member units.

(5) They are business backbones, professional technicians or other management personnel.

(6) The husband and wife live separately.

Article [-] The main tasks of expatriates are as follows:
(1) Responsible for the opening preparation or operation of new units.

(2) Responsible for the establishment and training of excellent local staff.

(3) Responsible for the effective development of new projects to maximize profits for the company.

Article [-] Expatriate personnel must not only abide by the relevant regulations of the company's various disciplines, but also must abide by the following points:
(1) Implement the company's business philosophy, put the company's interests in the first place, and carry out work creatively in the local area.

(2) Decent style of work reflects the company's dedication and excellent quality.

(3) Obey the leadership and strictly implement the company's rules and regulations.

(4) Devotion to duty, solidarity and cooperation, reflecting the company's team spirit.

Article [-] The human resources department of the company is the functional department for the welfare management of expatriates, and its main responsibilities are as follows:
(1) Formulate relevant welfare management measures for expatriates.

(2) Responsible for the confirmation of the scope of expatriates.

(3) Responsible for guiding, supervising, and inspecting the implementation of relevant welfare benefits for expatriates.

Article [-] Management of the work of expatriates:

(1) The expatriates belong to the department they worked in before the assignment, and can be assigned to the general manager's office or other departments according to the needs of the situation, and the human resources department is responsible for arranging and handling the personnel changes.

(2) The company's assignment work must be reviewed and approved by the company's deputy general manager and general manager, and then submitted to the Human Resources Department for filing.

(3) During the expatriate period, expatriates are treated equally with headquarters employees.Those who have made outstanding contributions to the enterprise will be promoted;

(Continued)
Any work mistakes that cause adverse effects shall be dealt with in strict accordance with the relevant regulations of the company.

Article [-] The company will retain the original position and basic salary of the expatriates, and the year-end performance appraisal, salary adjustment, promotion, bonus, retirement pension, benefits, etc. should be handled in accordance with the company's personnel management system and other relevant regulations, and should also refer to the following content:

(1) In November of each year, the dispatching department, together with the highest-level management personnel of the foreign company, conducts year-end performance appraisal and salary adjustment for dispatched personnel after research and approval.

(2) The accounting of bonuses, pensions or pensions for expatriate personnel shall be handled by the dispatching department together with the human resources department and the financial department according to the standards of the dispatching department.

(3) Regulations on medical insurance for expatriates: the medical treatment of expatriates due to illness in other places shall be coordinated within the city.

Daily outpatient treatment in different places shall be paid in cash by expatriates (personal basic medical expenses shall still be transferred to personal accounts on a monthly basis in accordance with regulations of the Medical Insurance Center).

For hospitalization in different places (according to the emergency admission for business travelers), the medical insurance center shall be notified by phone within three working days for filing, and the enterprise shall submit relevant materials to the medical insurance center for reimbursement within one month after discharge.The minimum payment standard for hospitalization in different places: ××× yuan is borne by the individual, the hospitalization fee (medication within the scope of the overall planning fund) is borne by the individual ××× yuan, and the rest is paid by the social overall planning fund.

Article [-] The living allowance is a subsidy specially given to expatriates in consideration of the fact that the spouses of expatriates live apart in two places and cannot take care of their families:

(1) Standards for the preparatory construction period.During the construction preparation period, if the company can provide commuting conditions every half a month, the living allowance will be calculated at 20 yuan per working day; if it cannot provide commuting conditions, it will be calculated at 30 yuan per working day.

(2) Production and operation period standards.During the production and operation period, if the company can provide commuting conditions every half a month, the living allowance will be calculated at 10 yuan per working day; if it cannot provide commuting conditions, it will be calculated at 20 yuan per working day.

Article [-] Housing subsidies for expatriates.

The housing subsidy standard for expatriate personnel is above the general manager assistant: ××× yuan/month; for other personnel: ××× yuan/month.

Beijing, Shanghai, Guangzhou and other cities will increase by ××× yuan/month on this basis, and county-level areas will go down by ××× yuan/month.

Article No.11 Expatriates who cannot use public holidays to reunite with their spouses or parents can enjoy family leave according to the following regulations:
（1）外派人员每年享受20天的探亲假。原则上外省每3个月休假一次，每次休假5天；本省每两个月休假一次，每次休假2天。

(2) Expatriates can visit their parents at the same time as they visit their spouses, and they no longer enjoy the treatment of visiting their parents alone.

(3) Family-visiting leave refers to the time for employees to reunite with their spouses or parents, including public holidays and statutory holidays, excluding the number of round-trip days.

(4) The specific vacation time will be applied by the expatriate personally according to the work needs, and will be submitted to the Human Resources Department for filing after approval by the manager in charge and the general manager of the unit.

(5) If the expatriate cannot visit relatives due to work reasons, if his spouse or parents (up to two persons each time) go to visit the expatriate, the round-trip travel expenses for visiting relatives will be reimbursed by the expatriate's company, and the expatriate's salary will be deducted accordingly. The number and days of family visits.

(6) Expatriates cannot visit relatives due to work reasons, and their spouses or parents cannot go to visit relatives, or expatriates voluntarily
(Continued)
Those who are willing to give up visiting relatives can be subsidized according to 80% of the round-trip travel expenses for expatriates each time, and the number of visits and days for expatriates will be deducted at the same time.

(7) Expatriates do not enjoy living allowances during their vacations, and their wages and benefits are implemented in accordance with company regulations.

(8) Expatriate personnel must submit an application in written form to take family leave, and at the same time provide proof materials that their family members have not taken family leave. After approval by the supervisor of the unit, the leave can only be taken after the leave formalities are handled by the Human Resources Department.

(9) Expatriates shall return on time after their family-visiting leave expires, and those who fail to return without reason shall be punished as absenteeism.

(10) The company should make full use of public holidays and statutory holidays, reasonably arrange the family leave of expatriates, and ensure the normal leave of expatriates, but it is not allowed to use them together with family leave.

(11) Except for family leave, other leave benefits for expatriates shall be implemented in accordance with company regulations.

No.12 Supplementary Provisions
(1) The round-trip transportation expenses of expatriate personnel on vacation shall be implemented in accordance with the company's "Interim Regulations on Travel Expenditure Standards for Staff".

(2) Subsidiaries shall not use any excuses to grant any subsidies other than these measures to expatriates.

(3) The management of dispatched personnel is included in the basic management assessment of subsidiary operators. Those who violate these measures shall deduct the corresponding points during the basic management inspection and report it within the company.

(4) The family leave of expatriates can also be applied for when returning to the headquarters for work (meeting).

(5) The Human Resources Department is responsible for the final interpretation of the Measures.

(6) These Measures shall come into effect on the date of promulgation. If other measures conflict with these Measures, they shall be implemented in accordance with these Measures.

Expatriate Management Process
When the company needs expatriate personnel, under normal circumstances, the company's management will determine the list of expatriate personnel in conjunction with the Human Resources Department, and provide training to the expatriate personnel before dispatch. The specific process can be seen in the following figure:

×× Company's expatriate personnel management process
Executive department file number
Approver Approval Date
(Continued)
General Manager, Expatriate Human Resources Department

Expatriate Management Form
This book lists the "Selection Form for Expatriate Personnel" and "Registration Form for Expatriate Personnel".Since the forms for assessment and training for expatriates are the same as those for regular assessment and training for enterprises, they will not be listed here.

Selection Form for Expatriates

Selection Form for Expatriates

Fill in the department file number
Selection Interview Dates:

Proposed personnel name gender age entry date
Name of Graduate School Major/Department Degree
current address
Proposed position title Proposed location

evaluation item
rating
Excellent Excellent Good Fair Poor

leadership
(Continued)
independance ability
Manner and behavior
Professional knowledge and skills

Relevance of work experience to proposed position
oral expression ability
Analysis and Judgment
Emergency Response Capabilities
emotional control
Person to be dispatched and family status (to be filled in by the person to be dispatched)
Advice on working abroad
Physiological and psychological conditions
Approval of family members
Spouse's opinion

The proposed person's awareness of the problems, opportunities and risks involved in living and working abroad

Whether the person to be dispatched has strong adaptability and the ability to work independently in other places

Whether the spouse has a job at the location of the company and whether he has the ability to change careers
The health status of the applicant's family
The status of the nominee's children
Comprehensive
Critics
HR

source sector

Critics
Decision □Apply □Not consider
General manager

Critics
Final decision □Apply □Not consider
Expatriate Registration Form

Expatriate Registration Form

Fill in the department file number
One

People

situation

condition

Employee Name Gender Age Nationality
Education, Position, Political Aspect, Marital Status
Email address ID number photo

Contact Number/Mobile Address Zip Code
Detailed family address
Emergency Contact Name Phone ∕ Cell Phone Address
Match

I

situation

condition

name gender age
Education, position, political outlook
Work unit name photo
Contact Number/Mobile ID Number
Learning

Learn

Train

Train

Start and end time School or host unit Professional or content certificate acquisition status Contact information of the certifier

Foreign language foreign language proficiency computer proficiency with or without a driver's license

work

Work

through

Test

Start and end time unit name department position work achievement certifier contact information
outer

send

through

Test

Start and end time Assignment location Assignment job task Assignment job achievement position
Prepare

Note the materials to be prepared: 4 one-inch color bareheaded photos for expatriates and their spouses.

Since expatriates work far away from the enterprise, their every move is related to the image of the enterprise, so the expatriates are required to have strong autonomy.The company's management of expatriates is also particularly important. The company's management of expatriates is different from the management of headquarters personnel. It is necessary to build an effective management system for expatriates to ensure the safety of corporate funds and successfully achieve corporate strategic goals.Expatriates can be managed from the following aspects:

(1) Personnel selection.The selection of expatriates requires comprehensive consideration.Usually, companies will first choose mid-level and high-level personnel with good performance appraisal and moral quality and certain plasticity as expatriates. If middle-level and low-level backbone personnel are needed, they can generally take the form of short-term secondment.

(2) Team assignment.In order to prevent expatriates from having too much autonomy and losing on-site supervision, the company should dispatch at least two employees to form an expatriate team that cooperates and supervises each other.

(3) Dispatch at the wrong time.The dispatch time of expatriates should be staggered.The alternation of the old and the new is conducive to maintaining the stability of the management team and the continuity of work, and the successor can also supervise the predecessor.

(4) Expatriate treatment.Usually expatriates take on more direct and important responsibilities than other personnel and need to pay a greater price.Therefore, the enterprise must consider the issue of remuneration from the two aspects of helping expatriates better protect the interests of the company and work with more peace of mind. Generally, the remuneration of expatriates is higher than that of employees in the headquarters.

(5) Regular rotation.Regular rotation of expatriates can appropriately reduce the ideological pressure of expatriates, is also conducive to the cultivation of talents by enterprises, and can effectively prevent the centrifugal tendency of expatriates.

(6) Localization.The fundamental way to reduce expatriates is the localization of managers.In the initial stage, the enterprise can dispatch personnel from the headquarters, and at the same time, it should plan to recruit potential management talents locally, who will be used to take over the work of the dispatched personnel after relevant training.

Someone said it well: "Expatriates are kites. Flying to high altitudes is their ideal, their career, and the needs of the company's strategic development. The company and expatriates are connected through three lines: performance management, preferential treatment, and emotional maintenance. The rope between the two, if the rope is not strong enough, the two will lose their connection."

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Personnel turnover management
As a concrete manifestation of the termination of the labor contract, resignation involves the rights and interests of employees and the company. It is the most critical part of all corporate rules and regulations. Many labor disputes occur in this link.Listed below are some issues that enterprises should pay special attention to when formulating a resignation management system:
(1) Termination by consensus.Disputes can be avoided by rescinding the labor contract after the labor and management reach an agreement through consultation, but the enterprise should also pay attention to the handling of economic compensation and related procedures.

(2) Exercising the right to cancel.Both enterprises and employees have the right to terminate labor contracts, but they must comply with relevant laws and regulations, and must not operate in violation of regulations.

(3) Handling of resignation procedures.When handling resignation procedures, special attention should be paid to the following points:

① Complete the handover of work.

② Determine the specific amount of economic compensation.

③Salary settlement.

④ Check and accept all company property kept and used by employees.

⑤Transfer employee files and other relations and issue relevant certificates.

Personnel resignation dismissal management system
The resignation of enterprise employees is related to the interests of the enterprise and employees. A little carelessness may lead to labor disputes. Therefore, the personnel resignation management system is a management system that every enterprise pays more attention to.Below we list XX company's resignation and dismissal management methods for readers' reference.

Management Measures for Employee Resignation and Dismissal of ×× Company
Executive department file number
Approver Approval Date
General
Article [-] These measures are specially formulated in accordance with the relevant provisions of the "Labor Contract Law of the People's Republic of China" and in combination with the actual situation of the company.The purpose of these measures is to regulate the management of employee resignation and dismissal, and to protect the legitimate rights and interests of the company and employees from infringement.

Article [-] "Resignation" in these Measures includes: negotiated dismissal, employee resignation and passive dismissal, company dismissal, economic layoffs, labor contract termination and other situations. "Firing" refers to the situation where the company unilaterally terminates the labor contract with the employee.

Article [-] These measures apply to all employees who have established labor relations with the company (except part-time and temporary employees).

Negotiation to terminate
(End of this chapter)