Against the multiple pressures of business demands, operational uncertainty, and increasingly stringent regulatory supervision, low-performance management is no longer merely a performance issue, but a comprehensive test of the integration between management mechanisms and labor law compliance. However, inefficiency in corporate systems and processes, unclear management objectives and evaluation standards, as well as lengthy PIP cycles that are monotonous and reduced to mere formality, make it difficult to serve as effective management tools or adapt to the rapidly changing needs of the business. At the same time, business managers lack effective communication and intervention tools, as well as the capabilities to conduct performance interviews, provide coaching, collect evidence, and resolve conflicts. Long-term tolerance of performance issues often leads to the concentrated outbreak of disputes, resulting in an extremely high loss rate in termination cases based on incompetence.

在业务压力、经营不确定性与政策监管趋严的多重背景下，低绩效管理已不再是简单的绩效问题，是管理机制与劳动法律对接融合的综合考验。然而，企业制度与流程缺失，管理目标与衡量标准模糊， PIP周期长、过程单一且流于形式，难以作为有效管理手段，不能适应业务快速变化需求。同时，业务管理者缺乏有效沟通与干预工具，缺乏绩效面谈、辅导、举证、冲突化解能力，长期容忍管理导致矛盾集中爆发，导致"不胜任解除"败诉率极高。

As key drivers and enablers of business performance management, HR managers play a critical role not only in designing rigorous and professional performance evaluation systems but, more importantly, in helping frontline managers implement management objectives through "communication" in daily performance management. This approach reduces conflicts and compliance risks while achieving a true merit-based system of "survival of the fittest".

人力资源管理者作为推动与赋能业务绩效管理的关键角色，除了设计严谨专业的绩效考核体系之外，更重要的是帮助一线业务管理者在日常绩效管理中通过"沟通"落实管理目标，降低冲突与合规风险，实现真正的"优胜劣汰"。

HR managers, HRBPs, and frontline business managers 

人力资源管理者、HRBP、一线业务管理者 

1. Interpret the core integrative mindset of "Low Performance – Low Effectiveness – Incompetence."
2. Enable HR managers to master practical methods for handling various labor relations conflicts, and empower business managers to conduct effective performance communication (TTT).
3. Help HR identify their own limitations and obstacles, strengthen the "Ground – Procedure – Communication" approach, and enhance the five core capabilities of performance management.

    1. 解读"低绩效-低能效-不胜任"核心统筹思维；

    2. 赋能HR管理者掌握方法，应对多种劳动关系矛盾场景，赋能务经理赋能绩效沟通（TTT)；

    3. 帮助HR发现自身的局限与障碍，强化"依据-程序-沟通"解决思路，提升绩效管理的五大核心能力。



1. Understanding the Core Integrative Mindset of Low Performance – Low Effectiveness – Incompetence

• Challenges in managing low performance within organizations (judicial big data & reasons for litigation losses)
• How to comprehensively leverage corporate performance tools, processes, and policies to ensure the legality of performance management
• Critical stages and steps in managing Low Effectiveness → Low Performance → Incompetence → Continued Incompetence
• Various manifestations of low performance and the complex underlying causes

1. 解读低绩效-低能效-不胜任核心统筹思维

• 组织管理低绩效面临的挑战（司法大数据&败诉原因）
• 如何综合运用企业绩效的辅助工具、流程、制度拉通绩效管理合法性
• 低效能—低绩效—不胜任—仍不胜任的风水岭管理阶段和步骤
• 低绩效的多种表现形式和导致低绩效的复杂原因

  2. How HR Can Empower Business Managers in Performance Communication (TTT)

• Redefining the threshold for incompetence
• Enhancing daily performance management awareness:
• Prevention is prior to crisis management
• The necessity of proactive performance communication
• Improving daily performance communication skills:
• Minimizing unavoidable subjective evaluations
• How to conduct the first performance management conversation
• Delivering daily performance feedback: communicating good news vs. bad news
• Demonstrating that the company's goal is to retain rather than terminate during performance improvement discussions
• Cultivating managers' awareness of evidence and techniques for documenting and communicating evidence in daily performance management

  2. HR如何给业务经理赋能绩效沟通（TTT)

• 重新制定不胜任的分水岭
• 日常绩效管理意识提升：
• 预防大于救急
• 绩效沟通前置的必要性
• 日常绩效沟通能力提升：
• 减小不可避免的主观评价
• 第一次绩效管理谈话应该如何开展
• 日常绩效反馈，好消息怎样说、坏消息怎样说
• 如何在绩效提升谈话中，展现企业目的是留而不是裁
• 日常绩效管理中，管理者证据意识与证据固化沟通技巧

   3. Leveraging Legal Tools and Harmonious Communication in Typical Low-Performance Dispute Scenarios

• How to use step-down compensation plan to achieve management objectives, reduce legal risks, and efficiently reach agreement
• LABOURS' "Legality – Reasonableness – Sympathy" communication methodology
• Applying the "Ground – Procedure – Communication" methodology to turn legal impossibilities into achievable management goals
• Designing step-down low-performance termination plans
• Different low-performance termination scenarios – leveraging legal possibilities and strategies

  3. 低绩效典型争议场景下法律活用的出路与沟通和谐化解之道

• 如何应用下台阶的补偿方法来实现管理目标降低违法风险，高效达成合意
• 赉擘斯"法-理-情"沟通黄金三角形
• 应用"依据-程序-沟通"方法论，把法律上的不可能变为管理目标的可能
• "下台阶"式的低绩效解除方案设计
• 不同低绩效的解除场景-活用法律的多种可能性及策略

  4. Five-Step Approach to Layoff Communication (Simulation Exercise)

• Comprehensive preparation and effective communication
• Conducting accurate diagnosis, strategy formulation, plan detailing, and internal alignment
• Using the five-step method to achieve harmonious outcomes in face-to-face employee discussions
• Case exercise: Sick leave and medical period scenarios
• Case exercise: Disciplinary management and compliance issue scenarios

  4. 离职沟通五步法（模拟演练）

• 充分的准备与到位的沟通
• 如何做到位的诊断分析、策略制定、方案细化、内部共识
• 与员工面对面沟通时如何通过五步法实现和谐处理目标
• 案例演练：病假与医疗期案例
• 案例演练：违纪管理和合规问题案例

5. Summary & Review:

   Decoding the Five Core Capabilities in Individual Manage-out Case Handling

5. 总结与点评：

   解码个案处理的五大核心能力