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勞務派遣(qian)勞動合同法

導語

勞(lao)務(wu)派遣只實用(yong)(yong)于“臨時性(xing)、輔助性(xing)或者(zhe)替代性(xing)”，很(hen)顯然(ran)HR工作不是(shi)六個(ge)月(yue)內的(de)(de)臨時崗位，而是(shi)一個(ge)長期的(de)(de)。如(ru)果用(yong)(yong)HR的(de)(de)眼光從企(qi)業(ye)管理角度上，談談對(dui)派遣用(yong)(yong)工方式(shi)的(de)(de)見解的(de)(de)話，個(ge)人建議如(ru)下。

【案例(li)】

我(wo)們是(shi)一家(jia)50人左右(you)的(de)小型醫藥(yao)(yao)工(gong)廠(chang)，隸屬某(mou)藥(yao)(yao)物研(yan)究所(suo)旗下。我(wo)是(shi)以派遣員(yuan)工(gong)身(shen)份入職醫藥(yao)(yao)工(gong)廠(chang)，因工(gong)作安(an)排，我(wo)和另外兩個(ge)派遣員(yuan)工(gong)被安(an)排在研(yan)究所(suo)辦公(gong)，我(wo)主要負責藥(yao)(yao)廠(chang)的(de)招聘、社保(bao)，還有研(yan)究所(suo)的(de)相關工(gong)作。

最近，另外(wai)兩面員工(gong)(gong)經常(chang)私下跟我表示不(bu)滿(man)，因為(wei)無論是(shi)工(gong)(gong)作方式、還是(shi)員工(gong)(gong)福(fu)利等方面都與正式員工(gong)(gong)存在差異。其實(shi)，作為(wei)HR我自己(ji)也(ye)很迷茫，也(ye)不(bu)知道可以做(zuo)點什么。

請HR從企業(ye)管理(li)角度上(shang)，談談對派遣用(yong)工方(fang)式的見(jian)解。

【解析(xi)】

《勞(lao)(lao)(lao)(lao)動(dong)(dong)(dong)合同(tong)(tong)(tong)法》第六十三(san)條“被派遣勞(lao)(lao)(lao)(lao)動(dong)(dong)(dong)者(zhe)(zhe)享有與用(yong)工(gong)(gong)(gong)單(dan)(dan)位(wei)(wei)(wei)(wei)(wei)的(de)勞(lao)(lao)(lao)(lao)動(dong)(dong)(dong)者(zhe)(zhe)同(tong)(tong)(tong)工(gong)(gong)(gong)同(tong)(tong)(tong)酬(chou)(chou)的(de)權利。用(yong)工(gong)(gong)(gong)單(dan)(dan)位(wei)(wei)(wei)(wei)(wei)應當按照(zhao)同(tong)(tong)(tong)工(gong)(gong)(gong)同(tong)(tong)(tong)酬(chou)(chou)原則(ze)，對被派遣勞(lao)(lao)(lao)(lao)動(dong)(dong)(dong)者(zhe)(zhe)與本單(dan)(dan)位(wei)(wei)(wei)(wei)(wei)同(tong)(tong)(tong)類崗位(wei)(wei)(wei)(wei)(wei)的(de)勞(lao)(lao)(lao)(lao)動(dong)(dong)(dong)者(zhe)(zhe)實行相(xiang)同(tong)(tong)(tong)的(de)勞(lao)(lao)(lao)(lao)動(dong)(dong)(dong)報酬(chou)(chou)分配辦(ban)法。用(yong)工(gong)(gong)(gong)單(dan)(dan)位(wei)(wei)(wei)(wei)(wei)無同(tong)(tong)(tong)類崗位(wei)(wei)(wei)(wei)(wei)勞(lao)(lao)(lao)(lao)動(dong)(dong)(dong)者(zhe)(zhe)的(de)，參(can)照(zhao)用(yong)工(gong)(gong)(gong)單(dan)(dan)位(wei)(wei)(wei)(wei)(wei)所在地相(xiang)同(tong)(tong)(tong)或者(zhe)(zhe)相(xiang)近崗位(wei)(wei)(wei)(wei)(wei)勞(lao)(lao)(lao)(lao)動(dong)(dong)(dong)者(zhe)(zhe)的(de)勞(lao)(lao)(lao)(lao)動(dong)(dong)(dong)報酬(chou)(chou)確(que)定。”

想必這是一家國(guo)營(ying)企(qi)業(ye)(ye)，在(zai)國(guo)營(ying)企(qi)業(ye)(ye)里這種派(pai)遣用工(gong)還是非常(chang)普遍的(de)情況(kuang)。在(zai)民營(ying)或外資(zi)企(qi)業(ye)(ye)，雖然也用派(pai)遣工(gong)，但目前整體以沒有(you)太(tai)大的(de)差異。對(dui)于(yu)(yu)(yu)派(pai)遣用工(gong)的(de)差異，從(cong)企(qi)業(ye)(ye)的(de)管理角(jiao)度，其實已不利于(yu)(yu)(yu)和諧的(de)勞動關系(xi)，更不利于(yu)(yu)(yu)現代(dai)企(qi)業(ye)(ye)追(zhui)求的(de)高效原(yuan)則。從(cong)法(fa)律角(jiao)度也存在(zai)涉法(fa)行(xing)為。

但作為HR，本(ben)身(shen)也(ye)是派(pai)遣身(shen)份，那么想從根(gen)本(ben)上解(jie)決這(zhe)個問題難(nan)度還是比較大(da)的(de)(de)。因為在(zai)你目(mu)前的(de)(de)企業角度里，高管(guan)決策(ce)層還沒有意識到(dao)“如何才(cai)能更高效(xiao)”的(de)(de)內涵或(huo)者(zhe)說他們根(gen)本(ben)就不用(yong)考慮企業高效(xiao)的(de)(de)價值。

能做什(shen)么？分(fen)兩層來分(fen)析(xi)：一層是局限于本案例中企(qi)業進行分(fen)析(xi)；二層是泛派(pai)遣的分(fen)析(xi)。

一、局(ju)限于本案例中(zhong)企業

HR怎樣做呢？也(ye)很(hen)簡單(dan)，就是“立、破(po)、立”的過程，即讓自己生(sheng)存下(xia)來、再打破(po)原有圈(quan)的隔核、再建(jian)立企業大圈(quan)。

在(zai)(zai)明(ming)顯(xian)(xian)不平等的(de)(de)企業(ye)里(li)，管理相(xiang)對(dui)而(er)言并不太規(gui)范，人(ren)(ren)與(yu)人(ren)(ren)之間的(de)(de)層級(ji)感（優越感、受挫(cuo)感）是(shi)很明(ming)顯(xian)(xian)的(de)(de)。這種情況(kuang)導致(zhi)的(de)(de)結(jie)果是(shi)，人(ren)(ren)與(yu)人(ren)(ren)之間的(de)(de)關系(xi)相(xiang)對(dui)的(de)(de)生(sheng)梳，班(ban)派明(ming)顯(xian)(xian)，斗爭(zheng)也就相(xiang)對(dui)的(de)(de)明(ming)顯(xian)(xian)。而(er)HR在(zai)(zai)這樣的(de)(de)情況(kuang)下(xia)，應如何更好(hao)的(de)(de)生(sheng)存本身就一種修(xiu)煉，先讓自己生(sheng)存下(xia)來(lai)。

在(zai)生(sheng)存下來之(zhi)后，再走出自己既定的圈(quan)子(zi)，按你(ni)現(xian)在(zai)的情況你(ni)在(zai)派遣的圈(quan)里(li)子(zi)，還沒有融入(ru)(ru)到企業的老圈(quan)子(zi)（為了(le)方便理解(jie)，就(jiu)叫“土(tu)著圈(quan)”）里(li)。現(xian)在(zai)你(ni)需要做的通(tong)過自己的人(ren)格魅力，在(zai)自己的身上打破這個小圈(quan)子(zi)，跨入(ru)(ru)到土(tu)著圈(quan)中。你(ni)即(ji)要在(zai)派遣圈(quan)里(li)，則否那兩位員工(gong)更(geng)失落；又(you)要融入(ru)(ru)到土(tu)著圈(quan)中，慢慢地讓他們接受你(ni)。

在兩個(ge)圈(quan)(quan)子都接(jie)受自己之后(hou)，引導派遣(qian)圈(quan)(quan)的員工融入到土著(zhu)圈(quan)(quan)，也要引導土著(zhu)圈(quan)(quan)的員工接(jie)受（不再(zai)欺視(shi)）派遣(qian)圈(quan)(quan)。慢慢地你會發(fa)現，其(qi)實你以建立了一個(ge)新的圈(quan)(quan)子，即企業的整體圈(quan)(quan)，這樣你的很(hen)多意(yi)見就有可能被(bei)公司的高層接(jie)受，而讓你有所(suo)作為(wei)。

二、泛派(pai)遣的(de)分析

《勞動(dong)合同(tong)法(fa)》第六十(shi)六條“勞動(dong)合同(tong)用(yong)工(gong)(gong)(gong)(gong)(gong)是(shi)(shi)中國的(de)企業(ye)基本(ben)用(yong)工(gong)(gong)(gong)(gong)(gong)形式(shi)。勞務派遣用(yong)工(gong)(gong)(gong)(gong)(gong)是(shi)(shi)補充形式(shi)，只能在臨時(shi)性、輔助性或者替(ti)代性的(de)工(gong)(gong)(gong)(gong)(gong)作崗(gang)(gang)位(wei)上實施。”“前款(kuan)規定的(de)臨時(shi)性工(gong)(gong)(gong)(gong)(gong)作崗(gang)(gang)位(wei)是(shi)(shi)指存續(xu)時(shi)間(jian)不(bu)超過(guo)(guo)六個月的(de)崗(gang)(gang)位(wei)；輔助性工(gong)(gong)(gong)(gong)(gong)作崗(gang)(gang)位(wei)是(shi)(shi)指為主營(ying)業(ye)務崗(gang)(gang)位(wei)提供(gong)服務的(de)非主營(ying)業(ye)務崗(gang)(gang)位(wei)；替(ti)代性工(gong)(gong)(gong)(gong)(gong)作崗(gang)(gang)位(wei)是(shi)(shi)指用(yong)工(gong)(gong)(gong)(gong)(gong)單位(wei)的(de)勞動(dong)者因脫產(chan)學(xue)習、休假等原因無法(fa)工(gong)(gong)(gong)(gong)(gong)作的(de)一(yi)定期(qi)間(jian)內(nei)，可以由其(qi)他勞動(dong)者替(ti)代工(gong)(gong)(gong)(gong)(gong)作的(de)崗(gang)(gang)位(wei)。”“用(yong)工(gong)(gong)(gong)(gong)(gong)單位(wei)應當嚴(yan)格控制勞務派遣用(yong)工(gong)(gong)(gong)(gong)(gong)數量，不(bu)得(de)超過(guo)(guo)其(qi)用(yong)工(gong)(gong)(gong)(gong)(gong)總量的(de)一(yi)定比(bi)例，具體比(bi)例由國務院(yuan)勞動(dong)行(xing)政部門規定。”

勞務派遣只實用(yong)于“臨時(shi)性(xing)、輔助性(xing)或者替代性(xing)”，很顯然HR工(gong)作不(bu)是(shi)六個(ge)月內的(de)臨時(shi)崗位(wei)，而是(shi)一個(ge)長期的(de)。如果用(yong)HR的(de)眼光(guang)從企業管理角度上，談談對派遣用(yong)工(gong)方式(shi)的(de)見(jian)解的(de)話，個(ge)人建(jian)議如下：

1.盡可能地少用勞務派遣，其(qi)風(feng)險：一是打(da)破正常的(de)管理(li)平衡(heng)、二是不利(li)于(yu)激勵員工、三是障(zhang)礙員工的(de)個人(ren)發展、四是不利(li)于(yu)企業文(wen)化的(de)沉淀、五是不利(li)企業的(de)口(kou)碑正面(mian)形(xing)象的(de)塑造。

2.在確用(yong)勞務派(pai)遣時，需要的薪酬、福利應保持(chi)相對(dui)的一致性，保持(chi)相對(dui)的公(gong)平。