你的哪些员工可以被解雇而不会对企业造成任何损失？

自动雇员监测系统如何帮助中小型企业的人力资源管理，并通过确定哪些雇员是多余的来节省你的钱。

似乎解雇员工最困难的部分是通知一个不知情的人不再需要他或她的服务。实际上，解雇是一个与雇用一样复杂和昂贵的过程。

A friend of mine who is a businessman could not get on with his new subordinate and six months later fired him explaining that the employee "did not understand the structure of the business." A month later the fired employee got hired by a competitor and after a short time he managed to achieve outstanding results in his new company. So my friend rather than admit his mistake (and it certainly was a mistake) came up with another explanation: competitors pay more.

To avoid such situations managers have to evaluate the effectiveness of employees basing the evaluation on objective criteria and not on some circumstantial evidence like "understanding of the structure of a business". Focusing on personal perceptions of an abstract good employee is a direct path to company's break-up.

To properly optimize your staff you need to establish exactly which actions are required to be taken for each task’s fulfillment. With automated time and attendance tracking when everyone in the company has an established set of applications and sites which he or she uses to perform their duties the "employee - function - tool" bundle works flawlessly. So those who fall out of this bundle you can dismiss relatively trouble-free.

Most companies which use automated time and attendance tracking systems identify four types of "superfluous employees".

解雇理由：他们什么都不做

计算机活动监控可以全面了解每个员工一天的工作情况。我们拥有40名或更多员工的用户的经验表明，在任何工作团队中，至少有两名员工在工作场所实际存在，但不执行任何有用的功能。

如果一个员工在工作日开始前登录社交网络15分钟，这是完全可以的。但如果是每天玩五个小时的网络游戏，你完全有理由重新考虑你是否需要这个员工。

The emergence of inveterate idlers in a company is possible if the company manager sees the problem of organizing labor as "resolved once and for all" and does not control the working process with a certain periodicity. Even the best of us tend to loosen up a bit when control is weakened.

Parting with the "slackers" normally does not carry risks as the real example of one of our users shows: one of the company’s department heads found out about the dismissal of one of his subordinates only two days after the latter stopped showing up at the office.

解雇理由：他们做了别人的工作

如果一个员工经常使用不是为了帮助他或她履行个人工作职责的程序或网站，这可能意味着这个人在做别人的工作。事实上，这些员工可能根本没有自己的任务或项目，他们的全部时间都花在无法用任何客观尺度来验证或评估的工作上。

在公司里，部门经理独立地在员工之间分配责任并控制他们部门的工作，总有几个员工可以被委托在某些特定的项目领域支持某人或帮助项目组。

Parting with an "assistant" will be virtually trouble-free for company’s staff as employees who had previously used his or her services will do the work themselves. This promotes even distribution of the workload for all employees and wage fund can be reallocated in favor of more productive workers.

解雇的原因：他们把自己的工作转嫁给别人

他们往往居住在所有员工都有类似职能的部门。通常情况下，一项任务被分配给整个部门，工作人员在他们之间分配完成该任务所需的责任和工作量。

例如，某物流部门的三名员工必须在一周内将1000个新项目输入数据库。这项任务可以准确、及时地完成，但如果你看一下这三名员工是如何使用电脑进行工作的，你会发现其中两人将95%的工作时间花在企业数据库和Excel上，但第三人只花了35%的时间。这意味着，整个部门的工作实际上是由三个人中的两个人完成的。

根据经验，即使在只有10名员工的公司也会出现这种状况。总有三四个人承担了大部分的工作量，正因为如此，其他员工会有一种错误的感觉，认为个人的负担也可以部分地转移到他们身上。

解雇理由：他们做了很多工作，但宁可妨碍也不愿意帮忙

每个雇员都有一系列反映在雇佣合同和工作说明中的职责。而且他或她必须履行这些职责。即使员工不是因为个人事务而是因为需要协助同事而分心工作，这仍然是一个问题。

企业高管没有能力查看每个员工的电脑，所以他们可能永远不会知道，例如，公司的销售经理使用Word的频率超过了必要的范围（用于撰写商业提案，基本上是做市场部门的工作），或者经常向客户咨询产品的技术能力（这是技术支持的工作），尽管销售经理的唯一职能是销售。

"Jacks of all trades" do a lot of things at once but either never bring any of them to the end or do all of them equally badly because they jump from task to task and are constantly distracted. Even if they are always heavily loaded with work and busy with something all the time it is impossible to measure their contribution into the cost of the product. And this is a reason enough to dismiss such employee.