Department of Business Management Strategic Human Resource Management Ing. Miloš Krejčí

2.2. Strategic Human Resource Management 1.Introduction to Human Resource Management 2.Strategic Human Resource Management 3.Personnel Planning and Recruiting - Job Analysis, Descriptions and Specifications 4.Employee / Employer Selection and Interviewing Process 5.Training and Developing Employees 6.Performance Management and Appraisal 7.Coaching, Careers and Talent Management 8.Compensation planning 9.Financial Incentives and Employee Benefits 10.Ethics, Culture, Organizational Change and Fair Treatment in HR Management 11.Equal Opportunity and Diversity, Labor Relations, Employee Safety and Health 12.Managing Human Resources in Global and SME companies Ing. Miloš Krejčí

3.3. Job Analysis, Description and Specification determining in detail what the job entails what kind of people the firm should hire for the job Ing. Miloš Krejčí

4.4. The Basic Terms Job Analysis The procedure for determining the duties, skills and competencies requirements of a job and the kind of person who should be hired for it. Job Description A list of a job’s duties, responsibilities, reporting relationships, working conditions, and supervisory responsibilities—one product of a job analysis. Job Specification A list of a job’s “human requirements,” that is, the requisite education, knowledge, skills, previos experiences and personal competencies —another product of a job analysis. Ing. Miloš Krejčí

5.5. Job Analysis - Types of Information Ing. Miloš Krejčí Work activities Human behaviors Human requirements Job context Machines, tools, equipment, and work aids Performance standards Information Collected Via Job Analysis

6.6. Job Analysis - Uses of Information Ing. Miloš Krejčí Recruitment and selection Compensation Legal compliance Discovering unassigned duties Performance appraisal Training Job Analysis - Uses of Information

7.7. Job Analysis – Collecting Information How to collect information on a job’s duties: Interviews, questionnaires, observations, employee diaries/logs Ing. Miloš Krejčí

8.8. Job Description Ing. Miloš Krejčí Job identification Job summary Responsibilities and duties Authority of the incumbent Standards of performance Working conditions Job specifications Sections of a Typical Job Description

9.9. Job Description Job Identification Job title Department Preparation date Preparer Job Summary General nature of the job Major functions/activities Relationships Reports to: Supervises: Works with: Outside the company: Ing. Miloš Krejčí Responsibilities and Duties Major responsibilities and duties (essential functions) Decision-making authority Direct supervision Budgetary limitations Standards of Performance and Working Conditions What it takes to do the job successfully

10. Job Specification “What competencies and experience are required to do this job effectively?” what kind of person to recruit and for what qualities you should test that person a section of the job description, or a separate document Job specification for experienced employee focus on traits like length of previous service, quality of relevant training, previous job performance and personal competences. Job specification for unexperienced employee focus on most relevant training and experiences, and personal competencies. Ing. Miloš Krejčí

11. Job Specification Ing. Miloš Krejčí Job specifications for trained versus untrained personnel Job specifications based on statistical analysis “What human traits and experience are required to do this job well?” Job specifications based on judgment

12. The Recruitment Process 1.Decide what positions to fill through personnel planning and forecasting. 2.Build a candidate pool by recruiting internal or external candidates. 3.Have candidates CVs, application forms and undergo initial screening interviews. 4.Use selection tools to identify viable candidates. 5.Decide who to make an offer to 6.Manage overall process for both sides Ing. Miloš Krejčí

13. The Recruitment Process Ing. Miloš Krejčí

14. Recruitment planning - strategic plans Ing. Miloš Krejčí

15. Planning and Forecasting Employment or Personnel Planning The process of deciding what positions the firm will have to fill, and how to fill them. Succession Planning The process of deciding how to fill the company’s most important executive jobs. What to Forecast? Overall personnel needs The supply of inside candidates – promotion from within = internal recruiting The supply of outside candidates = recruiting Ing. Miloš Krejčí

16. Internal Candidates Individual development – skills, experiences, competencies Individual career management – based on company and individual employee needs Ing. Miloš Krejčí Posting open job positions Assesment / Development centers Hiring/Promoting-from-Within Tasks Succession / career planning

17. Internal Candidates Ing. Miloš Krejčí AdvantagesDisadvantages Evidence of candidates’ strengths and weaknesses More accurate view of candidate’s skills Candidates have a stronger commitment to the company Increases employee morale Less initial training and orientation required Failed applicants become discontented Time wasted interviewing inside candidates who will not be considered Inbreeding strengthens tendency to maintain the status quo Depending on Overall Organization Quality (people and processes)

18. The Matter of Privacy and Confidentiality Ensuring the Security of HR Information Legal Considerations Company culture Ing. Miloš Krejčí

19. Forecasting Outside Candidate Supply Factors In Supply of Outside Candidates General economic conditions Expected unemployment rate Specific jobs/positions market situation Ing. Miloš Krejčí

20. Effective Recruiting Ing. Miloš Krejčí Effectiveness of chosen recruiting methods Effects of nonrecruitment issues and policies Recruiting Challenges Legal requirements associated with employment laws

21. Effective Recruiting External Factors Affecting Recruiting Supply of candidates Outsourcing of jobs Fewer “qualified” candidates Other Factors Affecting Recruiting Success Consistency of recruitment with strategic goals Types of jobs recruited and recruiting methods Nonrecruitment HR issues and policies Successful prescreening of applicants Public image of the firm Employment laws Ing. Miloš Krejčí

22. Effective Recruiting Process Ratios Ing. Miloš Krejčí 16% ● ● ● ● ● ● 75% ● ● ● ● 67% ● ● ● 50% ● ● ●

Advertising Recruiting via the Internet Employment Agencies Temp Agencies and Alternative Staffing Offshoring/Outsourcing Database Recruiting Executive Search College Recruiting Referrals and Walk-ins Locating Outside Candidates External Sources of Candidates Ing. Miloš Krejčí 23.

24. Recruiting via the Internet Advantages Cost-effective way to publicize job openings More applicants attracted over a longer period Immediate applicant responses Online prescreening of applicants Links to other job search sites Automation of applicant tracking and evaluation Disadvantages Exclusion of older and minority workers Unqualified applicants overload the system Personal information privacy concerns of applicants Ing. Miloš Krejčí

25. Advertising for Outside Candidates The Media Choice Selection of the best medium depends on the positions for which the firm is recruiting. Newspapers: local and specific labor markets Trade and professional journals: specialized employees Internet job sites: global labor markets Constructing (Writing) Effective Ads Create attention, interest, desire, and action (AIDA). Create a positive impression (image) of the firm Ing. Miloš Krejčí

26. Agencies Ing. Miloš Krejčí Public agencies Private agencies Types of Employment Agencies Nonprofit agencies

27. Why Use a Private Employment Agency? No HR department: firm lacks recruiting and screening capabilities to attract a pool of qualified applicants. To fill a particular opening quickly. To attract more minority or specific applicants. To reach currently employed individuals who are more comfortable dealing with agencies than competing companies. To reduce internal time devoted to recruiting When it makes the business sense Ing. Miloš Krejčí

28. Avoiding Misunderstandings with Agencies Give agency an accurate and complete job description. Make sure tests, application blanks, and interviews are part of the agency’s selection process. Review candidates accepted or rejected by your firm or the agency for effectiveness and fairness of agency’s screening process. Screen agency for effectiveness in filling positions. Supplement the agency’s reference checking by checking the final candidate’s references yourself Be open and cooperative Ing. Miloš Krejčí

29. Specialized Staffing and Recruiting Alternative Staffing In-house contingent (casual, seasonal, or temporary) workers employed by the company, but on an explicit short-term basis. Contract technical employees supplied for long-term projects under contract from outside technical services firms. On-Demand Recruiting Services (ODRS) Provide short-term specialized recruiting to support specific projects without the expense of retaining traditional search firms Ing. Miloš Krejčí

30. Temp Agencies and Alternative Staffing Benefits of Temps Increased productivity—paid only when working Allows “trial run” for prospective employees No recruitment, screening, and payroll administration costs Costs of Temps Increased labor costs due to fees paid to temp agencies Temp employees’ lack of commitment to the firm Ing. Miloš Krejčí

31. Concerns of Temp Employees Dehumanizing, impersonal, and discouraging treatment by employers. Insecurity about employment and pessimism about the future. Worry about the lack of insurance and pension benefits. Being misled about job assignments and whether temporary assignments are likely to become full-time positions. Being “underemployed” while trying to return to the full- time labor market. Anger toward the corporate world and its values; expressed as alienation and disenchantment. Ing. Miloš Krejčí

32. Offshoring and Outsourcing Jobs Rather than bringing people in to do the firm’s jobs, outsourcing and offshoring send the jobs out. Outsourcing - having outside vendors supply services (such as benefits management, market research, or manufacturing) that the firm’s own employees previously did in-house. Offshoring is a narrower term. It means having outside vendors abroad supply services that the firm’s own employees previously did in-house. Ing. Miloš Krejčí

33. Offshoring and Outsourcing Jobs Ing. Miloš Krejčí Political and military instability Cultural misunderstandings Customers’ securing and privacy concerns Foreign contracts, liability, and legal concerns Special training of foreign employees Costs of foreign workers Distance and time zone Outsourcing/ Offshoring Issues

34. Executive Recruitment / Search Executive Recruiters (Headhunters) Contingent-based recruiters Retained executive searchers Internet technology and specialization trends Guidelines for Choosing a Recruiter 1.Make sure the firm is capable of conducting a thorough search. 2.Meet individual who will handle your assignment. 3.Ask how much the search firm charges. 4.Make sure the recruiter and you agree on what sort of person you need for the position. 5.Never rely solely on the recruiter to do reference checking Ing. Miloš Krejčí

35. College Recruiting On-campus recruiting goals To determine if the candidate is worthy of further consideration To attract good candidates On-site visits Invitation letters Assigned hosts Information packages Planned interviews Timely employment offer Follow-up Internships Ing. Miloš Krejčí

36. Referrals, Walk-ins and Social Media Employee Referrals Referring employees become stakeholders. Referral is a cost-effective recruitment program. Referral can speed up diversifying the workforce. Relying on referrals may be discriminatory. Walk-ins Seek employment through a personal direct approach to the employer. Social Media „word of mouth“ – Facebook, LinkedIn Ing. Miloš Krejčí

37. Recruiting A More Diverse Workforce Ing. Miloš Krejčí Single parents Older workers Welfare-to-work Minorities and women The disabled

38. Next Session Preparation Ing. Miloš Krejčí Interview preparation - Candidate IS: NA_HRM_04 (next lecture presentation) slides

39. Key Terms Ing. Miloš Krejčí job analysis job description job specifications organization chart process chart diary/log outsourcing, offshoring employment (or personnel) planning trend analysis Personnel / position replacement employee recruiting recruiting yield pyramid job posting succession planning applicant tracking systems alternative staffing executive search on-demand recruiting services college recruiting

40. LEARNING OUTCOMES 1.Discuss the nature of job analysis, including what it is and how it’s used. 2.Describe a job description 3.Describe a job specification 4.List the steps in the recruitment and selection process. 5.Explain the main techniques used in employment planning and forecasting 6.Explain and give examples for the need for effective recruiting 7.Name and describe the main internal sources of candidates. 8.List and discuss the main outside sources of candidates. Ing. Miloš Krejčí