Department of Business Management
Strategic Human Resource Management
Ing. Miloš Krejčí
milos.krejci@mail.vsfs.cz
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
2.
Job Analysis, Description and Specification
• determining in detail what the job entails
• what kind of people the firm should hire for the job
3.
Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz
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.
4.
Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz
Job Analysis - Types of Information
Work
activities
Human
requirements
Information
Collected Via
Job Analysis
Job
context
Human
behaviors
Machines, tools,
equipment, and
work aids
Performance
standards
5.
Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz
Job Analysis - Uses of Information
Recruitment
and selection
Legal
compliance
Compensation
Job Analysis Uses of
Information
Performance
appraisal
Discovering
unassigned duties
Training
6.
Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz
Job Analysis – Collecting Information
How to collect information on a job’s duties:
• Interviews,
• questionnaires,
• observations,
• employee diaries/logs
7.
Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz
Job Description
Job
identification
Job
summary
Job
specifications
Sections of a
Typical Job
Description
Working
conditions
Standards of
performance
Responsibilities and
duties
Authority of
the incumbent
8.
Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz
Job Description
Job Identification
Job title
Responsibilities and Duties
Department
Major responsibilities and
duties (essential functions)
Preparation date
Decision-making authority
Preparer
Direct supervision
Job Summary
General nature of the job
Major functions/activities
Relationships
Reports to:
Budgetary limitations
Standards of Performance
and Working Conditions
What it takes to do the job
successfully
Supervises:
Works with:
Outside the company:
9.
Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz
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.
10.
Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz
Job Specification
“What human traits and
experience are required to
do this job well?”
Job specifications
for trained versus
untrained personnel
Job specifications
based on judgment
Job specifications
based on statistical
analysis
11.
Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz
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
12.
Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz
The Recruitment Process
13.
Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz
Recruitment planning - strategic plans
14.
Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz
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
15.
Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz
Internal Candidates
Hiring/Promoting-from-Within Tasks
Posting open
job positions
Assesment /
Development
centers
Succession / career
planning
• Individual development – skills, experiences,
competencies
• Individual career management – based on company and
individual employee needs
16.
Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz
Internal Candidates
Advantages
• Evidence of candidates’
strengths
and weaknesses
Disadvantages
• Failed applicants become
discontented
• More accurate view of
candidate’s skills
• Time wasted interviewing
inside candidates who will
not be considered
• Candidates have a stronger
commitment
to the company
• Inbreeding strengthens
tendency to maintain the
status quo
• Increases employee
morale
• Less initial training and
orientation required
Depending on Overall Organization Quality (people and processes) 17.
Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz
The Matter of Privacy and Confidentiality
Ensuring the Security of HR Information
Legal Considerations
Company culture
18.
Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz
Forecasting Outside Candidate Supply
Factors In Supply of Outside Candidates
General economic conditions
Expected unemployment rate
Specific jobs/positions market situation
19.
Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz
Effective Recruiting
Recruiting Challenges
Effectiveness of
chosen recruiting
methods
Effects of
nonrecruitment
issues and policies
Legal requirements
associated with
employment laws
20.
Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz
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
21.
Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz
Effective Recruiting Process Ratios
50%
67%
75%
16%
22.
Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz
External Sources of Candidates
Locating Outside Candidates
1
Recruiting via the Internet
6
Executive Search
2
Advertising
7
Database Recruiting
3
Employment Agencies
8
College Recruiting
4
Temp Agencies and
Alternative Staffing
9
Referrals and Walk-ins
5
Offshoring/Outsourcing
23.
Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz
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 applicants24.
Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz
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
25.
Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz
Agencies
Types of Employment
Agencies
Public
agencies
Nonprofit
agencies
Private
agencies
26.
Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz
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
27.
Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz
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
28.
Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz
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
29.
Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz
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
30.
Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz
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 fulltime labor market.
Anger toward the corporate world and its values;
expressed as alienation and disenchantment.
31.
Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz
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.
32.
Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz
Offshoring and Outsourcing Jobs
Political and military
instability
Cultural
misunderstandings
Distance and time
zone
Costs of foreign
workers
Special training of
foreign employees
Outsourcing/
Offshoring
Issues
Customers’ securing
and privacy
concerns
Foreign contracts,
liability, and legal
concerns
33.
Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz
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 milos.krejci@mail.vsfs.cz
34.
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
35.
Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz
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
36.
Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz
Recruiting A More Diverse Workforce
Single parents
The disabled
Welfare-to-work
Older workers
Minorities and
women
37.
Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz
Next Session Preparation
Interview preparation - Candidate
IS: NA_HRM_04 (next lecture presentation)
slides 24 - 26
38.
Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz
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
39.
Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz
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 milos.krejci@mail.vsfs.cz
40.