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

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 milos.krejci@mail.vsfs.cz

3. Strategic Human Resource Management Human Resource Management is NOT : salary accounting Personnel department nice room for not perspective managers Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz

4. What Is Human Resource Management? The process of acquiring, training, appraising and compensating employees, and of attending to their labor relations, health and safety, and fairness concerns. Organization People with formally assigned roles who work together to achieve the organization’s goals. Manager The person responsible for accomplishing the organization’s goals, and who does so by managing the efforts of the organization’s people. Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz

5. Human Resource (People) Management Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz Planning Organizing Leading Staffing Controlling

6. Human Resource Management Processes Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz Acquisition Training Appraisal CompensationLabor Relations Health and Safety Fairness Human Resource Management (HRM)

7. Personnel Aspects of a Manager’s Job Conducting job analyses Planning labor needs and recruiting job candidates Selecting job candidates Orienting and training new employees Managing wages and salaries Providing incentives and benefits Appraising performance Communicating Training and developing managers Building employee commitment = Builds the ORGANIZATION CAPACITY Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz

8. Personnel Mistakes Hire the wrong person for the job Experience high turnover Have your people not doing their best Waste time with useless interviews Have your firm in court because of discriminatory actions or unsafe practices Have some employees think their salaries are unfair and inequitable relative to others in the organization Allow a lack of training to undermine your department’s effectiveness Commit any unfair labor practices Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz

9. Human Resource Management The bottom line of managing (each manager responsibility): Getting results 1. Builds the business 2. Builds the organization capacity HR creates value by engaging in activities that produce the employee behaviors that the organization needs to achieve its strategic goals. Builds the organization capacity = Getting results by managing others = People makes a differrence Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz

10. Line and Staff Aspects of HRM Line Manager Is authorized (has line authority) to direct the work of subordinates and is responsible for accomplishing the organization’s tasks. Staff Manager (HR) Assists and advises line managers. Has functional authority to coordinate personnel activities and enforce organization policies. Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz

11. Line Managers’ HRM Responsibilities 1.Placing the right person on the right job 2.Starting new employees in the organization (orientation) 3.Training employees for jobs that are new to them 4.Improving the job performance of each person 5.Gaining creative cooperation and developing smooth working relationships 6.Interpreting the firm’s policies and procedures 7.Controlling labor costs 8.Developing the abilities of each person 9.Creating and maintaining department morale 10.Protecting employees’ health and physical condition Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz

12. Human Resource Managers’ Duties Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz Line Function Line Authority Implied Authority Staff Functions Staff Authority Innovator/Advocacy Functions of HR Managers Coordinative Function Functional Authority

13. H R role within the organization Developing Effective Organization develops and maintains the policies, systems, and processes that support people and organizational excellence People excellence is about ensuring that strategies are in place and the support is there so that people can do their job properly Organizational excellence is highly strategic area of work, responsibility for looking at the overall health of the organization, at its methods and processes to ensure maximum performance Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz

14. H R role within the organization People Excellence Benefits Compensation Diversity Employee Data Employee Relations/Policies Health & Safety Labor Relations Recruiting Training & Development Succession Planning Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz Organization Excellence Direction Setting Organization Assessment Work- Process Change High- Performing Organizations Organization Transition

15. Human Resource Specialties 1. Recruiters search for qualified job applicants. 2. Equal employment opportunity (EEO) coordinators examine organizational practices for potential violations; and compile and submit EEO reports. 3. Job analysts collect and examine information about jobs to prepare job descriptions. 4. Compensation managers develop compensation plans and handle the employee benefits program. 5. Training specialists plan, organize, and direct training activities. 6. Labor relations specialists advise management on all aspects of union–management relations. Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz

16. Trends Shaping HRM Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz Globalization and Competition Trends Technological Trends Competitive Advantage Trends in the Nature of Work Workforce and Demographic Trends Economic Challenges and Trends Trends in HR Management

17. Trends Shaping HRM Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz

18. Trends in the Nature of Work Jobs are becoming more high tech, less-labor intensive, require more knowledge and higher skills (human capital) Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz High-Tech Jobs Service Jobs Changes in How We Work Knowledge Work and Human Capital

19. Today’s HRM Challenges helping the line managers with functional plans assisting in execution of the plans Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz Focus more on “big picture” (strategic) issues Find new ways to provide transactional services The New Human Resource Managers Acquire broader business knowledge and new HRM proficiencies

20. Technological Applications to Support HR Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz TechnologyHow Used by HR Application service providers (ASPs) and technology outsourcing ASPs provide software application, for instance, for processing employment applications. The ASPs host and manage the services for the employer from their own remote computers Web portalsEmployers use these, for instance, to enable employees to sign up for and manage their own benefits packages and to update their personal information Streaming desktop videoUsed, for instance, to facilitate distance learning and training or to provide corporate information to employees quickly and inexpensively Internet- and network- monitoring software Used to track employees’ Internet and e-mail activities or to monitor their performance Electronic signaturesLegally valid e-signatures that employers use to more expeditiously obtain signatures for applications and record keeping Electronic bill presentment and payment Used, for instance, to eliminate paper checks and to facilitate payments to employees and suppliers Data warehouses and computerized analytical programs Help HR managers monitor their HR systems. For example, they make it easier to assess things like cost per hire, and to compare current employees’ skills with the firm’s projected strategic needs

21. High-Performance Work Systems Increase productivity and performance by: Recruiting, screening and hiring more effectively Providing more and better training Paying higher wages Providing a safer work environment Linking pay to performance People make the difference Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz

22. Evidence-Based HRM use of the best-available evidence in making decisions about the human resource management practices you are focusing on Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz Actual measurements Existing data Providing Evidence for HRM Decision Making Research studies

23. Managing Ethics Ethics Standards that someone uses to decide what his or her conduct should be HRM-related Ethical Issues Workplace safety Security of employee records Employee theft Equal opportunitite Comparable work - pay Employee privacy rights Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz

24. Summary HR (people) management is the responsibility of every manager. The workforce is becoming increasingly diverse. Current economic challenges require that HR managers develop new and better skills to effectively and efficiently deliver and manage HR services. The intensely competitive nature of business today means human resource managers must defend their plans and contributions in measurable terms. Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz

25. Key Terms organization manager management process human resource management (HRM) authority line authority staff authority line manager staff manager functional authority globalization human capital Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz

26. LEARNING OUTCOMES 1.Explain what human resource management is and how it relates to the management process. 2.Show with examples why human resource management (and manager) is important to all functions in the company. 3.Illustrate the human resources responsibilities of line and staff (HR) managers. 4.Briefly discuss and illustrate each of the important trends influencing human resource management. 5.List and briefly describe important trends in human resource management. 6.Define and give an example of evidence-based human resource management. Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz