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

2. 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 milos.krejci@mail.vsfs.cz

3. 3.3. HR and the Internationalization of Business Coordinating market, product, and production plans on a worldwide basis Creating organization structures capable of balancing centralized headquarters control with adequate local autonomy Extending HR policies and systems to service staffing needs abroad Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz

4. 4.4. Challenges of International HRM Deployment Getting the right skills to where they are needed, regardless of geographic location Knowledge and Innovation Dissemination Spreading state-of-the-art knowledge and practices throughout the organization regardless of their origin Identifying and Developing Talent on a Global Basis Identifying those who can function effectively in a global organization and developing their abilities Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz

5. 5.5. Intercountry Differences Affecting HRM Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz International Human Resource Management Labor relations Political/Legal systems Economic systems Cultural factors and ethics issues

6. 6.6. Global Differences and Similarities in HR Practices Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz International HRM Training and development practices Use of pay and other incentives Purpose of performance appraisal Personnel selection procedures

7. 7.7. Staffing the Global Organization International staffing: Home or local? Expatriates (expats) Home-country nationals Third-country nationals Offshoring Having local employees abroad do jobs that the firm’s domestic employees previously did in-house Offshoring Issues Effective local supervisory/management structure Screening and required training for locals Local compensation policies and working conditions Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz

8. 8.8. Selecting Expatriate Managers Adaptability Screening Assessing the assignee’s (and spouse’s) probable success in handling the foreign transfer. Overseas Assignment Inventory A test that identifies the characteristics and attitudes international assignment candidates should have. Realistic Previews Cover problems to expect in the new job, as well as the cultural benefits, problems, and idiosyncrasies of the country. Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz

9. 9.9. Expatriate Managers Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz Inability of spouse to adjust Inability to cope with overseas responsibilities Lack of cultural skills Why Expatriate Assignments Fail Personality of expatriate Personal intentions Family pressures

10. 10. Making Expatriate Assignments Successful Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz Realistic previews Careful screening Cultural and language training Improved benefits package Improved orientation Helping Expatriate Assignments Succeed

11. 11. Trends in Expatriate Training Use of returning managers as resources to cultivate the “global mind-sets” of their home-office staff. Use of software and the Internet for cross-cultural training. Rotating assignments that permit professional growth. Management development centers where executives hone their overseas skills. Classroom programs provide overseas executives with educational opportunities similar to stateside programs. Continuing, in-country cross-cultural training. Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz

12. 12. Compensating Expatriates The “Balance Sheet Approach” Home-country groups of expenses—income taxes, housing, goods and services, and discretionary expenses—are the focus of attention. The employer estimates what each of these four expenses is in the expatriate’s home country, and what each will be in the host country. The employer then pays any differences such as additional income taxes or housing expenses. Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz

13. 13. Terrorism, Safety, and Global HR Taking Protective Measures Crisis management teams Intelligence services Kidnapping and Ransom Insurance Crisis situations Kidnapping: employee is a hostage until employer pays a ransom Extortion: threatening bodily harm Detention: holding employee without any ransom demand Threats to property or products unless employer makes a payment Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz

14. 14. Repatriation: Problems and Solutions Problem Making sure that the expatriate and his or her family don’t feel that the company has left them adrift. Solutions Match the expat and his or her family with a psychologist trained in repatriation issues. Make sure the expat always feels “in the loop” with what’s happening back at the home office. Provide formal repatriation services when the expat returns home. Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz

15. 15. How to Implement a Global HR System Best practices in developing worldwide human resource policies and practices: Form global HR networks that make local HR managers a part of global teams. Remember that it’s more important to standardize ends and competencies than specific methods. Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz

16. 16. Making the Global HR System More Acceptable Best practices for making a global HR system more acceptable to local managers: Remember that global systems are more accepted in truly global organizations. Investigate pressures to differentiate and determine their legitimacy. Try to work within the context of a strong corporate culture. Implementing the global HR system: Constant contact: “You can’t communicate enough.” Dedicate adequate resources for a global HR effort. Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz

17. 17. The Small Business (SME) Challenge Why Entrepreneurship Is Important Over one-half of the U.S. labor force works for small firms. Over 600,000 small businesses are created annually. Three-fourths of employment growth comes from small firms. Why Is HRM Important to Small Businesses? Growth of any small business depends on effective HR activities. Getting and keeping large customers requires compliance with international quality (HR) standards. Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz

18. 18. SME HRM Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz Size of HR staff Priority of HR issues Informality of HR practices How Small Business Human Resource Management Is Different Entrepreneur’s effect on HRM

19. 19. SME Risky HR Situation Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz Underdeveloped HRM creates competitive disadvantage Lack of specialized HR expertise Compliance with compensation regulations and laws Lack of HRIS systems creates inefficiencies and data entry errors Increased potential for workplace litigation not addressed HR Risks in Small Businesses

20. 20. HRM Importance to Small Businesses Is a competitive necessity for small firms. Makes small firms more successful Helps small firms get and keep large customers. Is necessary to meet ISO-9000 requirements for competing internationally. Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz

21. 21. SME HR Advantages Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz Having flexibility in providing work-life benefits and rewards Using simple, informal employee selection procedures Treating nonfamily employees fairly and equitably Maintaining effective communications with employees Providing flexibility in employee training procedures Leveraging the Small Firm Size Advantage

22. 22. Building Communication Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz Online reporting Newsletters Online information Building Effective Communications in Small Businesses The Huddle

23. 23. Managing HR Systems, Procedures, And Paperwork Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz Employee records are compiled on forms from office supply companies and maintained in physical files Manual HRM system One or more packaged systems for automating individual HR tasks, such as applicant tracking and performance appraisal Computerized HRM system Interrelated components collect, process, store, and disseminate information to support decision making, coordination, control, analysis, and visualization of an organization’s HRM activities HRM Information System (HRIS)

24. 24. HRM Information Systems (HRIS) Levels of Information Systems Transaction processing systems Management information systems (MIS) Executive support systems Benefits of HRIS Improved transaction processing Online self-processing Improved reporting capability HR systems integration HR intranets Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz

25. 25. Strategic Human Resource Management At a very beginning: competitive advantage people make the difference builds the business / builds the organization capacity Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz

26. 26. Fundamentals of Successful Career Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz Education Go Internationally Placement Career Start

27. 27. 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

28. 28. Key Terms Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz expatriates (expats) home-country nationals third-country nationals adaptability screening foreign service Premiums mobility premiums

29. 29. LEARNING OUTCOMES 1.List the HR challenges of international business. 2.Illustrate with examples how intercountry differences affect HRM. 3.List and briefly describe the main methods for staffing global organizations. 4.Discuss some important issues to keep in mind in training, appraising, and compensating international employees. 5.Explain with examples how to implement a global human resource management program. Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz

30. 30. LEARNING OUTCOMES 6.Explain why human resource management in small companies is different from that in larger companies. 7.Give specific examples of how you would use the Internet and government tools to support the HR effort in a small business. 8.Answer the question, “Why are familiarity, flexibility, and informality important tools that entrepreneurs can use to improve human resource management practices in their small businesses?” 9.Describe how HR systems traditionally evolve in a small business and give examples of how SMEs can use human resource management information systems. Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz