课程背景 Course Background：
当第二次订立的固定期限合同期满，正常情况下用人单位不再有权单方终止合同时，如果想要放弃不符合期待的员工，合同期满终止不再是一种可以使用的方式，用人单位单方解除或者双方协商解除将成为解决问题的主流方式。无论是从法律规定本身还是从各地执法口径和操作实务来看，用人单位单方解除历来都是一个风险较高的方式，稍有不慎很容易被认为属于违法解除。而随着《司法解释（二）》在今年9月1日起正式实施，其中第十六条关于哪些情形属于劳动合同已经不能继续履行的规定，意味着违法解除的后果更大概率会是恢复劳动关系，由此更加凸显了控制法律风险的重要性。如何才能在解决问题的同时又能避免违法解除，是一个值得探究的话题。
When the second fixed-term contract expires, under normal circumstances, the employer no longer has the right to unilaterally terminate the contract. If the employer wants to let go of an employee who does not meet expectations, terminating the contract upon expiration is no longer an available method. Unilateral termination by the employer or mutual agreement between both parties will become the mainstream way to solve the problem. Whether from the perspective of legal provisions themselves or from the perspective of local law enforcement standards and operational practices, unilateral termination by the employer has always been a high-risk method, and any slight mistake can easily be considered as illegal termination. With the formal implementation of the "Judicial Interpretation (II)" on September 1st this year, Article 16 of which stipulates which situations constitute the labor contract being unable to continue to be performed, it means that the consequence of illegal termination is more likely to be the restoration of labor relations, thus highlighting the importance of controlling legal risks. How to solve the problem while avoiding illegal termination is a topic worth exploring.
谁该来参加 Who Should Attend：
企业总经理、首席运营官、HRVP、HRD、HRM、HRBP以及与人力资源管理相关的人员。
General Manager, Chief Operating Officer, HRVP, HRD, HRM, HRBP, and personnel related to human resource management.
课程价值 Course Value：
本课程将从探寻解除难这一问题的根源出发，梳理出造成解除难的主要问题的根源，再结合对各地各种被认定为违法解除案例的多维度分析，找出怎样才能不被认为是违法解除的“最大公约数”，最终给出如何修炼“内功”提升管理效能的具体建议，从而最大限度地帮助企业提升从认知到实务操作应遵循的原则，再到遇上具体问题时的注意事项，进而避免违法解除的风险。
This course will start from exploring the root causes of the problem of illegal dismissal, sort out the main problems that cause illegal dismissal, and then combine multi-dimensional analysis of various cases of illegal dismissal identified in various regions to find out the "greatest common divisor" that can prevent illegal dismissal. Finally, it will provide specific suggestions on how to cultivate "internal strength" to improve management efficiency, thereby maximizing the help for enterprises to improve the principles to be followed from cognition to practical operation, and the precautions to be taken when encountering specific problems, so as to avoid the risk of illegal dismissal.
课程大纲 Course Outline：
第一部分：需要完成的认知转变
Part 1: The Cognitive Shift That Needs to be Made
1、以前，哪怕解除违法但还有机会争取不恢复关系
In the past, even if the illegal act was removed, there was still a chance to fight for not resuming the relationship
2、现在，为什么要极力避免违法解除？
Now, why should we try our best to avoid illegal dismissal?
第二部分：解决问题的前提是先找到问题的根源
Part 2: The premise of solving problems is to find the root cause of the problem first
问题根源的外观表现与内在逻辑：
The appearance and internal logic of the root cause of the problem:
一、外部因素 External Factors
1、 环境变化的影响
The impact of environmental changes
2、法规的指示功能
The directive function of regulations
3、“裁判者效应”
"The Referee Effect"
二、自身因素 Personal Factors
1、 作为管理依据的规章制度
Rules and regulations as the basis for management
2、 日常管理行为的规范与否
Whether the daily management behaviors are standardized or not
3、 证据意识及证据固定能力
Evidence awareness and evidence fixation ability
4、 三个维度的“游说能力”
Three dimensions of "lobbying ability"
第三部分：他山之石，何以“攻玉”
Part 3: How to "Attack Jade" with Stones from Other Mountains
此处的他山之石，代指各种案例中前人踩过的坑。限于篇幅仅举一部分案例，借以提取可汲取的教训，以及可优化之处：
Here, "the stone from another mountain" refers to the pitfalls that predecessors have fallen into in various cases. Due to space limitations, only a few cases are listed here to extract lessons that can be learned and areas that can be optimized:
1、 规章制度没经过民主程序会有什么后果？
What are the consequences if the rules and regulations are not subject to democratic procedures?
2、 与公司工会讨论并通过算不算民主程序？
Is discussing and passing the plan with the company's labor union a democratic process?
3、 怎样的行为属于对规章制度的严重违反？
What kind of behavior is considered a serious violation of rules and regulations?
4、 用病假出游或经商算不算严重违纪违规？
Is it considered a serious violation of discipline and regulations to use sick leave for travel or business?
5、 患病员工能做白班但拒绝做夜班怎么弄？
What should we do if a sick employee can work day shifts but refuses to work night shifts?
6、 仅以表面现象认定员工严重违纪可以吗？
Can we only rely on superficial phenomena to determine whether an employee has seriously violated discipline?
7、 严重失职、营私舞弊需要满足何种标准？
What criteria must be met for serious dereliction of duty and malpractice for personal gain?
8、 项目结束但无工作可安排能直接解除吗？
Can the project be directly terminated if there is no work to be arranged after it ends?
9、 作出了处罚却未有效送达会是什么后果？
What are the consequences if a punishment is imposed but not effectively delivered?
10、员工否认违纪违规时单位负有举证责任。
When an employee denies violating rules and regulations, the burden of proof rests with the employer.
第四部分：耐心与敏捷——关于“内功”的修炼
Part 4: Patience and Agility - On the Cultivation of "Internal Strength"
本部分将以案例的形式，从作为管理基础的规章制度，到实际操作中“急与缓”节奏的把控，以及对员工各种违纪违规行为、医疗期满处理、客观情况重大变化下员工关系处置等进行系统性的分析，帮助提升处理复杂问题的“内功”
This section will provide a systematic analysis in the form of case studies, ranging from the rules and regulations that serve as the foundation of management, to the control of the pace of "urgency and delay" in practical operations, as well as handling various disciplinary violations by employees, handling of medical treatment periods, and handling of employee relationships under significant changes in objective circumstances. This will help improve the "internal skills" for handling complex issues
1、 夯实管理的基础——规章制度民主程序和劳动合同文本。
Consolidate the foundation of management - democratic procedures for rules and regulations and labor contract texts.
2、 如果有员工拒签新修订的规章制度怎么处置？
What should be done if an employee refuses to sign the newly revised rules and regulations?
3、 养成一种习惯，遇事先别急着想这员工该怎么处理。
Develop a habit of not rushing to think about how to deal with an employee when faced with a situation.
4、 游说你的同僚，培育他们在事件第一现场的紧急应对能力。
Lobby your colleagues and cultivate their emergency response capabilities at the first scene of the incident.
5、 精确，是系统机能良好运转的前题。
Accuracy is the prerequisite for the smooth operation of the system.
6、 别在“阴沟里翻船”——解除要不要通知工会？如何通知？
Don't capsize the boat in the sewer - should we notify the labor union? How to notify?
7、 协商解除，有时候不能只是一味的协商。
Negotiating for termination: Sometimes, mere negotiation is not enough.
第五部分：小结（略）
Part 5: Summary (omitted)
关于讲师 About the Speaker：
郭文龙 Guo Wenlong
上海滩劳动法三剑客之一。上海市第一中级人民法院退休法官，原中国社会法研究会理事、上海市劳动法研究会副会长、上海市劳动和社会保障学会常务理事暨劳动法专业委员会副主任、上海市人力资源和社会保障咨询专家、上海市劳动争议仲裁委员会顾问、上海财经大学法学院兼职硕导、上海法官培训中心教员、《中国劳动》杂志编委和专栏作者、上海《劳动报（劳权周刊）》专栏作者。长期深度关注管理过程的合规及制度、策略优化事项。
One of the three experts in labor law in Shanghai. A retired judge of the Shanghai Municipal First Intermediate People's Court, former director of the China Social Law Research Association, vice president of the Shanghai Labor Law Research Association, executive director of the Shanghai Labor and Social Security Society and deputy director of the Labor Law Professional Committee, expert consultant on human resources and social security in Shanghai, consultant to the Shanghai Labor Dispute Arbitration Commission, part-time master's supervisor at the School of Law of Shanghai University of Finance and Economics, faculty member at the Shanghai Judge Training Center, editorial board member and columnist for the magazine "China Labor", and columnist for the Shanghai "Labor Daily (Labor Rights Weekly)". He has long been deeply concerned with compliance and institutional optimization issues in management processes.
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