Department of Business Management Human Resource Management

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

2. Human Resource Management • Introduction to Human Resource Management • Strategic Human Resource Management • Personnel Planning and Recruiting - Job Analysis, Descriptions and Specifications • Employee / Employer Selection and Interviewing Process • Training and Developing Employees • Performance Management and Appraisal • Coaching, Careers and Talent Management • Compensation planning • Financial Incentives and Employee Benefits • Ethics, Culture, Organizational Change and Fair Treatment in HR Management • Equal Opportunity and Diversity, Labor Relations, Employee Safety and Health • Managing Human Resources in Global and SME companies Human Resource Management [NA_HRM] Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz

3. Job Analysis, Description and Specification • determining in detail what the job entails • what kind of people the firm should hire for the job Human Resource Management [NA_HRM] Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz

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

5. Job Analysis - Types of Information Work activities Human requirements Human behaviors Information Collected Via Job Analysis Machines, tools, equipment, and work aids Job context Performance standards Human Resource Management [NA_HRM] Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz

6. Job Analysis - Uses of Information Recruitmentand selection Legal compliance Compensation Job Analysis - Uses of Information Performance appraisal Discovering unassigned duties Training Human Resource Management [NA_HRM] Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz

7. Job Analysis – Collecting Information • How to collect information on a job’s duties: • Interviews, • questionnaires, • observations, • employee diaries/logs Human Resource Management [NA_HRM] Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz

8. Job Description Jobidentification Jobsummary Jobspecifications Sections of a Typical Job Description Responsibilities and duties Working conditions Standards of performance Authority of the incumbent Human Resource Management [NA_HRM] Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz

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

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

11. Job Specification “What human traits and experience are required to do this job well?” Job specificationsfor trained versus untrained personnel Job specifications based on judgment Job specifications based on statistical analysis Human Resource Management [NA_HRM] Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz

12. The Recruitment Process • Decide what positions to fill through personnel planning and forecasting. • Build a candidate pool by recruiting internal or external candidates. • Have candidates CVs, application forms and undergo initial screening interviews. • Use selection tools to identify viable candidates. • Decide who to make an offer to • Manage overall process for both sides Human Resource Management [NA_HRM] Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz

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

14. Recruitment planning - strategic plans Human Resource Management [NA_HRM] Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz

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

16. Internal Candidates Hiring/Promoting-from-Within Tasks Assesment / Development centers Posting open job positions Succession / careerplanning • Individual development – skills, experiences, competencies • Individual career management – based on company and individual employee needs Human Resource Management [NA_HRM] Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz

17. Internal Candidates Advantages Disadvantages • 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) Human Resource Management [NA_HRM] Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz

18. The Matter of Privacy and Confidentiality Ensuring the Security of HR Information Legal Considerations Company culture Human Resource Management [NA_HRM] Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz

19. Forecasting Outside Candidate Supply • Factors In Supply of Outside Candidates • General economic conditions • Expected unemployment rate • Specific jobs/positions market situation Human Resource Management [NA_HRM] Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz

20. Effective Recruiting Recruiting Challenges Effects of nonrecruitment issues and policies Effectiveness of chosen recruiting methods Legal requirements associated with employment laws Human Resource Management [NA_HRM] Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz

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

22. Effective Recruiting Process Ratios ● 50% ● ● 67% ● ● ● 75% ● ● ● ● 16% ● ● ● ● ● ● Human Resource Management [NA_HRM] Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz

23. External Sources of Candidates 1 6 7 2 9 8 3 4 5 Locating Outside Candidates Recruiting via the Internet Executive Search Database Recruiting Advertising College Recruiting Employment Agencies Referrals and Walk-ins Temp Agencies and Alternative Staffing Offshoring/Outsourcing Human Resource Management [NA_HRM] Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz

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

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

26. Agencies Types of Employment Agencies Public agencies Nonprofit agencies Private agencies Human Resource Management [NA_HRM] Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz

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

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

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

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

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

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. Offshoringis a narrower term. It means having outside vendors abroad supply services that the firm’s own employees previously did in-house. Human Resource Management [NA_HRM] Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz

33. Offshoring and Outsourcing Jobs Political and military instability Cultural misunderstandings Distance and time zone Outsourcing/ Offshoring Issues Customers’ securing and privacy concerns Costs of foreign workers Special training of foreign employees Foreign contracts, liability, and legal concerns Human Resource Management [NA_HRM] Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz

34. Executive Recruitment / Search • Executive Recruiters (Headhunters) • Contingent-based recruiters • Retained executive searchers • Internet technology and specialization trends • Guidelines for Choosing a Recruiter • Make sure the firm is capable of conducting a thorough search. • Meet individual who will handle your assignment. • Ask how much the search firm charges. • Make sure the recruiter and you agree on what sort of person you need for the position. • Never rely solely on the recruiter to do reference checking Human Resource Management [NA_HRM] Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz

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

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

37. Recruiting A More Diverse Workforce Single parents The disabled Older workers Minorities and women Welfare-to-work Human Resource Management [NA_HRM] Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz

38. Next Session Preparation Interview preparation - Candidate IS: NA_HRM_04 (next lecture presentation) slides 24 - 26 Human Resource Management [NA_HRM] Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz

39. Key Terms 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 Human Resource Management [NA_HRM] Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz

40. LEARNING OUTCOMES • Discuss the nature of job analysis, including what it is and how it’s used. • Describe a job description • Describe a job specification • List the steps in the recruitment and selection process. • Explain the main techniques used in employment planning and forecasting • Explain and give examples for the need for effective recruiting • Name and describe the main internal sources of candidates. • List and discuss the main outside sources of candidates. Human Resource Management [NA_HRM] Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz