1. Department of Business Management Human Resource Management Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz

2. 2.2. 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 Human Resource Management [NA_HRM] Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz

3. 3.3. Why Strategic Planning Is Important The firm’s strategic plan guides much of what is done by all to accomplish organizational goals. Decisions made by managers depend on the goals set at each organizational level in support of higher level goals. „management is the responsibility for execution.” Managers are judged by the extent to which you accomplish your unit’s goals. [Peter Drucker] Human Resource Management [NA_HRM] Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz

4. 4.4. Hierarchy of Goals Diagram for a Company Human Resource Management [NA_HRM] Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz

5. 12 345 The Planning Process Make forecasts and check assumptions Set an objective Develop alternative actions Evaluate the alternatives Implement and evaluate your plan Fundamentals of Management Planning Human Resource Management [NA_HRM] Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz

6. 6.6. Business Plan The business plan provides a comprehensive view of the firm’s situation today and of its company-wide and departmental goals and plans for the next 3 to 5 years. Larger companies label their plans “strategic plans.” There are no rigid rules regarding what such plans must contain. However, they usually include, at a minimum: 1.a description of the business (including ownership and products or services), 2.the sales&marketing plan, 3.the financial plan, 4.the production / delivery plan, 5.personnel plan Human Resource Management [NA_HRM] Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz

7. 7.7. Business Plan Human Resource Management [NA_HRM] Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz

8. 8.8. Objectives and Goals Setting S.M.A.R.T. Human Resource Management [NA_HRM] Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz Assign specific goals Assign measurable goals Assign challenging but doable goals Motivational Goal Setting Encourage employee participation

9. 12 345 The MBO Process Set departmental (supporting) goals Set overall organizational goals Discuss departmental goals with subordinates Set individual goals and timetables Measure progress toward goal Management by Objectives (MBO) Human Resource Management [NA_HRM] Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz The supervisor and subordinate jointly set goals for the latter and periodically assess progress toward those goals. 9.9.

10. 10. The Strategic Management Process Strategy A course of action the organization intends to pursue to achieve its strategic objectives Strategic Plan How an organization intends to match its internal strengths and weaknesses with its external opportunities and threats to maintain a competitive advantage over the long term Strategic Management The process of identifying and executing the organization’s mission by matching its capabilities with the demands of its environment Leveraging Capitalizing on a firm’s unique competitive strength while underplaying its weaknesses Human Resource Management [NA_HRM] Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz

11. 11. Business Vision and Mission Vision A general statement of an organization’s intended direction that evokes emotional feelings in organization members. describe in broad terms what the business should be “what we want to become” Mission Spells out who the firm is, what it does, and where it’s headed the firm’s product scope (diversity), geographic coverage, and competitive advantage “what business are we in” Human Resource Management [NA_HRM] Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz

12. 12. Management Objectives Grid Human Resource Management [NA_HRM] Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz

13. 13. The Strategic Management Process Human Resource Management [NA_HRM] Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz

14. 14. Type of Strategy at Each Company Level Human Resource Management [NA_HRM] Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz

15. 15. Departmental Managers’ Roles Human Resource Management [NA_HRM] Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz Help devise the strategic plan Formulate supporting, functional/ departmental strategies Department Managers and Strategy Planning Execute the strategic plans

16. 16. Strategic Human Resource Management The linking of HRM with strategic goals and objectives in order to improve business performance and develop organizational cultures that foster innovation and flexibility. Formulating and executing HR systems, policies and activities That produce the employee skills, competencies and behaviors that the company needs to deliver results = Builds the organization capacity Human Resource Management [NA_HRM] Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz

17. 17. Linking Company and HR Strategies Human Resource Management [NA_HRM] Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz

18. 18. How to Align HR and Business Strategy Human Resource Management [NA_HRM] Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz

19. 19. Strategic HR Tools Human Resource Management [NA_HRM] Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz HR ScorecardStrategy MapDigital Dashboard A process for managing employee performance and for aligning all employees with key objectives, by assigning financial and nonfinancial goals, monitoring and assessing performance, and quickly taking corrective action. A graphical tool that summarizes the chain of activities that contribute to a company's success, and so shows employees the "big picture" of how their performance contributes to achieving the company's overall strategic goals. An information technology tool that presents the manager with desktop graphs and charts, so he or she gets a picture of where the company has been and where it's going, in terms of each activity in the strategy map.

20. 20. Strategy Map for Southwest Airlines Human Resource Management [NA_HRM] Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz

21. 21. HR Scorecard Relationships Human Resource Management [NA_HRM] Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz HR activities Organizational performance Emergent employee behaviors Strategically relevant organizational outcomes Achieve strategic goals helps you to quantify the relationships between (1)the HR activities (amount of testing, training, and so forth), (2)the resulting employee behaviors (customer service, for instance), (3)the resulting firm-wide strategic outcomes and performance (such as customer satisfaction and profitability).

22. 22. High-Performance Work System High-Performance Work System (HPWS) A set of human resource management policies and practices that promote organizational effectiveness. High-Performance Human Resource Policies and Practices Emphasize the use of relevant HR metrics. Set out the things that HR systems must do to become an HPWS. Foster practices that encourage employee self- management. Practice benchmarking to set goals and measure the notable performance differences required of an HPWS Human Resource Management [NA_HRM] Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz

23. 23. High-Performance Work System multi-skilled work teams, empowered front-line workers, extensive training, labor-management cooperation, commitment to quality, customer satisfaction. Human Resource Management [NA_HRM] Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz

24. 24. Comparison of Selected HR Practices Human Resource Management [NA_HRM] Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz

25. 25. CV and Other Candidate´s Materials Human Resource Management [NA_HRM] Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz

26. 26. Writing Your Résumé / CV Introductory information Job objective Job scope Your accomplishments Length Personal data Make your résumé scannable Human Resource Management [NA_HRM] Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz

27. 27. CV and Other Candidate´s Materials format detailed specific relevant to position Human Resource Management [NA_HRM] Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz

28. 28. CV Example Human Resource Management [NA_HRM] Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz

29. 29. Next Session Preparation Human Resource Management [NA_HRM] Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz Account Manager Job Description and Specification IS: Job_desc_L3_prereading + work on your CV

30. 30. Key Terms Human Resource Management [NA_HRM] Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz business plan management by objectives (MBO) strategic plan strategy strategic management vision statement mission statement corporate-level strategy competitive strategy competitive advantage functional strategies strategic human resource management strategy map HR Scorecard digital dashboard high-performance work system human resource metric value chain HR audit

31. 31. LEARNING OUTCOMES 1.Explain why strategic planning is important to all managers. 2.Outline the basic steps in the management planning process. 3.List the main contents of a typical business plan. 4.Answer the question, “What should a manager do to set ‘smart’ motivational goals?” 5.Explain with examples each of the seven steps in the strategic planning process. 6.List with examples the main generic types of corporate strategies and competitive strategies. Human Resource Management [NA_HRM] Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz

32. 32. LEARNING OUTCOMES 7.Define strategic human resource management and give an example of strategic human resource management in practice. 8.Briefly describe three important strategic human resource management tools. 9.Explain with examples why metrics are essential for identifying and creating high-performance human resource policies and practices. Human Resource Management [NA_HRM] Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz