The Benelux Chamber is delighted to present this offline training （Thursday, 23 April, 2026）about the HR Strategies for Preventing and Managing Social Media Crises. This is a chamber joint event.

敬请知悉本课程为中文授课。

Please note that this training will be conducted in Chinese.

[Course Introduction]

这两年，很多企业舆情都源于应聘者和员工的网上爆料。校招、裁员、赔偿、工伤……都是负面流量密码。手机上长大的一代人进入劳动力市场，他们善于使用社交媒体，熟悉流量技巧，也有很强的表达欲望。HR已经是舆情高危部门。因此，HR有必要提高危机防范意识，了解相关的舆情风险，并做好日常言行的防范。

In recent years, many corporate public opinion crises have originated from online disclosures by job applicants and employees. Campus recruitment, layoffs, compensation, and workplace injuries have all become triggers for negative online attention.

A generation that grew up with smartphones is now entering the labor market. They are adept at using social media, familiar with traffic-generating tactics, and possess a strong desire for self-expression.

As a result, HR has become a high-risk function for public opinion crises. It is therefore essential for HR professionals to strengthen their awareness of crisis prevention, understand relevant public opinion risks, and exercise caution in their day-to-day words and actions.

【课程大纲】

第一节： HR有关的舆情

• 校招季=小红书上企业HR负面季（案例：学生小红书爆料校招时造某高管辱骂成爆帖）
• 监管和赏金举报（案例：某外企市场费用违规被罚巨款）
• 企业高管被员工发帖爆料是新形式的"流量霸凌"（案例：某高管用一年时间起诉网暴她的员工，获赔2000元）
• 负面舆情会引来看热闹获流量的"伪面试者"（案例：某美妆企业的线上面试困境）
• 浅析某品牌的两个网络梗对下一代用户的负面影响（案例：某美妆企业已成"负面流量词"）
• 网络评论聚集现象的长尾效应（小红书评论区的"扒人"现象）案例：
• 内部爆料对品牌建设的腐蚀（案例：工资、待遇、高管风格均成爆料重点）
• 某些行业被"业内爆料"的千疮百孔
• 裁员引发的信息更加不可控（案例：HR言辞不当引发舆情）
• 同事矛盾发帖也会让企业声誉无辜受累（案例：领导让买早饭不给钱发酵成企业舆情）

第二节：社交媒体和HR有关的流量密码

• 小红书爆料的特点
• 抖音爆料的特点
• 脉脉等其他职场社交媒体
• "线上面试"相关内容成了新的流量词

第三节：为什么HR是舆情高危点？

• "谁弱谁有理"的社会心理
• 长期积累的整体负面印象
• Z时代人群画像
• "什么都发网上"VS"缺少权威和长辈的引导"
• 社交媒体的流量密码
• 劳资沟通的桥梁和博弈的战场

第四节：HR舆情高危场景及防范技巧

• 裁员谈话时发现对方在录音怎么办？
• 校招时学生开手机录像怎么办？
• 线上面试最容易被面试者吐槽的HR们
• HR的好心被面试者"背刺"怎么办？

第五节：HR应注意的高敏感话题

• 有些面试技巧，已被舆论拉黑
• 有些HR沟通话术，已被舆论拉黑
• HR不要直接谈一切网上的高敏感话题
• 什么是高敏感内容不要凭你的个人感觉而定
• 如何识别"高风险"面试者

第六节：如何预防舆情隐患

• HR全员舆情培训，提高舆情敏感度
• 调查企业和行业的过往负面信息，分析和分类
• 分场景，写剧本，排练好了再上岗
• 技巧训练："反流量"
• 所有大规模的HR项目均应有舆情预案

第七节：更积极主动的改善内部沟通

• 大学"年轻人不抬头"困境同样发生在职场
• 主动理解当代年轻人的"沟通困境"
• 积极扮演好"团队内的知心人"
• 请将"正确使用社交媒体"加入到入职培训里
• "没人读字"VS"当面告知"

第八节：HR自救：何时向公关求助

• 分清HR和PR的职责边界
• 哪些情况直接找PR
• 哪些情况HR先处理，但要寻求PR指导
• 设定警戒线

第九节："一定会发生舆情"的情况如何做预案

• 具有一定规模的裁员，无论条件如何，均会有舆情
• 裁员条件不够，必有舆情
• 大规模招聘的违约行为，必有舆情
• 牵涉较多员工的明显调整，会有舆情隐患
• 校招的舆情风险要大为提高
• "线上群面"已经是高危操作
• 模拟实战：如何做"裁员前"预案

第十节：职场尊重与边界感

• 社会心理的改变：哪些是过时的职场文化？
• 哪些企业行为导致"被侵犯的个人利益"？
• 哪些企业行为导致"被冒犯的尊严"？
• 哪些"职场私人言行"会被曝到小红书上？
• 如何平衡职场管理言论和员工私人边界感？

上课时间:

上午：9：00—12：00 下午：12：40-16：40

[Course Outline]

Session 1: Public Opinion Issues Related to HR

• Campus recruitment season = peak season for negative HR exposure on Xiaohongshu
• Regulatory reporting and whistleblower incentives
• Employees exposing executives online as a new form of "traffic-driven bullying"
• Negative public opinion attracting "pseudo-interviewees" seeking attention
• Analysis of how online memes harm next-generation users' brand perception
• Long-tail effects of aggregated online comments
• Internal whistleblowing eroding brand building
• Certain industries becoming heavily damaged by insider disclosures
• Layoffs triggering highly uncontrollable information spread
• Internal conflicts escalating into corporate reputation crises

Session 2: Social Media "Traffic Logic" Related to HR

• Characteristics of whistleblowing on Xiaohongshu
• Characteristics of whistleblowing on Douyin
• Workplace social platforms such as Maimai
• "Online interviews" as an emerging traffic-generating topic

Session 3: Why HR Is a High-Risk Point for Public Opinion

• Social psychology: "the weaker party is perceived as justified"
• Accumulated negative stereotypes about HR
• Profile of Generation Z
• "Posting everything online" vs. lack of authoritative guidance
• Social media traffic mechanisms
• HR as both a bridge for labor relations and a battleground for conflict

Session 4: High-Risk HR Scenarios and Prevention Techniques

• What if a candidate records a layoff conversation?
• What if students record videos during campus recruitment?
• Situations where HR is most criticized in online interviews
• What if goodwill from HR is turned against them by candidates?

Session 5: Highly Sensitive Topics HR Should Avoid

• Certain interview techniques are already publicly criticized
• Certain HR communication scripts are no longer acceptable
• Avoid directly addressing highly sensitive online topics
• Do not rely on personal judgment to define "sensitive content"
• How to identify high-risk candidates

Session 6: Preventing Public Opinion Risks

• Conduct organization-wide HR training on public opinion awareness
• Review and categorize past negative cases within the company and industry
• Scenario-based scripting and rehearsal before execution
• Skill training: "anti-traffic" strategies
• All large-scale HR initiatives should include public opinion contingency plans

Session 7: Proactively Improving Internal Communication

• The "heads-down youth" phenomenon extends to the workplace
• Understand the communication challenges of younger generations
• Actively serve as trusted communicators within teams
• Include "proper use of social media" in onboarding training
• "No one reads text" vs. "face-to-face communication"

Session 8: HR Self-Protection—When to Seek PR Support

• Clarify the boundary between HR and PR responsibilities
• Situations requiring direct PR intervention
• Situations where HR leads but consults PR
• Establish clear escalation thresholds

Session 9: Preparing for "Inevitable" Public Opinion Crises

• Layoffs of a certain scale will inevitably trigger public opinion, regardless of conditions
• Inadequate layoff compensation will certainly lead to backlash
• Breach of commitments in large-scale hiring will trigger crises
• Major organizational adjustments involving many employees carry risks
• Campus recruitment requires heightened vigilance
• "Online group interviews" are inherently high-risk
• Simulation exercise: pre-layoff contingency planning

Session 10: Workplace Respect and Boundaries

• Changing social psychology: what workplace norms are outdated?
• Which corporate behaviors infringe on personal interests?
• Which behaviors violate employee dignity?
• Which "private workplace behaviors" may be exposed online?
• How to balance managerial communication with employees' personal boundaries?

Event Details:

• Date: Thursday, April 23, 2026
• Time : 09:00 -12:00; 12:40 - 16:40
• Language: Chinese
• Price : 2800 RMB for Members; 3400 RMB for Non-Members
• Venue : European Chamber Beijing Office

Unit 2001A, Tower D1, DRC Liangmaqiao Diplomatic Office Building, 19 Dongfang East Road, Chaoyang District, 100600 Beijing

北京市朝阳区东方东路19号DRC亮马桥外交办公大楼D1座2001A室

Cancellation Policy:

If you cannot attend an event for which you have registered, please cancel your registration no later than 3 (Three) business day prior to the event. If you fail to notify us of your cancellation in a timely fashion, you will be charged for the event costs.