1. Department of Business Management Human Resource Management
Ing. Miloš Krejčí

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

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
Human Resource Management [NA_HRM] Ing. Miloš Krejčí

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
Human Resource Management [NA_HRM] Ing. Miloš Krejčí

5. Intercountry Differences Affecting HRM
International Human Resource Management
Labor relations
Political/Legal systems
Economic systems
Cultural factors and ethics issues
Human Resource Management [NA_HRM] Ing. Miloš Krejčí

6. Global Differences and Similarities in HR Practices
International HRM
Training and development practices
Use of pay and other incentives
Purpose of performance appraisal
Personnel selection procedures
Human Resource Management [NA_HRM] Ing. Miloš Krejčí

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
Human Resource Management [NA_HRM] Ing. Miloš Krejčí

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.
Human Resource Management [NA_HRM] Ing. Miloš Krejčí

9. Expatriate Managers Why Expatriate Assignments Fail
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
Human Resource Management [NA_HRM] Ing. Miloš Krejčí

10. Making Expatriate Assignments Successful
Realistic previews
Careful screening
Cultural and language training
Improved benefits package
Improved orientation
Helping Expatriate Assignments Succeed
Human Resource Management [NA_HRM] Ing. Miloš Krejčí

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.
Human Resource Management [NA_HRM] Ing. Miloš Krejčí

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.
Human Resource Management [NA_HRM] Ing. Miloš Krejčí

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
Human Resource Management [NA_HRM] Ing. Miloš Krejčí

14. Repatriation: Problems and Solutions
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.
Human Resource Management [NA_HRM] Ing. Miloš Krejčí

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.
Human Resource Management [NA_HRM] Ing. Miloš Krejčí

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.
Human Resource Management [NA_HRM] Ing. Miloš Krejčí

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.
Human Resource Management [NA_HRM] Ing. Miloš Krejčí

18. SME HRM How Small Business Human Resource Management Is Different
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
Human Resource Management [NA_HRM] Ing. Miloš Krejčí

19. SME Risky HR Situation HR Risks in Small Businesses
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
Human Resource Management [NA_HRM] Ing. Miloš Krejčí

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.
Human Resource Management [NA_HRM] Ing. Miloš Krejčí

21. SME HR Advantages Leveraging the Small Firm Size Advantage
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
Human Resource Management [NA_HRM] Ing. Miloš Krejčí

22. Building Communication
Online reporting
Newsletters
Online information
Building Effective Communications in Small Businesses
The Huddle
Human Resource Management [NA_HRM] Ing. Miloš Krejčí

23. Managing HR Systems, Procedures, And Paperwork
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)
Human Resource Management [NA_HRM] Ing. Miloš Krejčí

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
Human Resource Management [NA_HRM] Ing. Miloš Krejčí

25. Human Resource Management
At a very beginning:
competitive advantage
people make the difference
builds the business / builds the organization capacity
Human Resource Management [NA_HRM] Ing. Miloš Krejčí

26. Fundamentals of Successful Career
Education
Go Internationally
Placement
Career Start
Human Resource Management [NA_HRM] Ing. Miloš Krejčí

27. Key Terms expatriates (expats) home-country nationals
third-country nationals
adaptability screening
foreign service
Premiums
mobility premiums
Human Resource Management [NA_HRM] Ing. Miloš Krejčí

28. LEARNING OUTCOMES List the HR challenges of international business.
Illustrate with examples how intercountry differences affect HRM.
List and briefly describe the main methods for staffing global organizations.
Discuss some important issues to keep in mind in training, appraising, and compensating international employees.
Explain with examples how to implement a global human resource management program.
Human Resource Management [NA_HRM] Ing. Miloš Krejčí

29. LEARNING OUTCOMES
Explain why human resource management in small companies is different from that in larger companies.
Give specific examples of how you would use the Internet and government tools to support the HR effort in a small business.
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?”
Describe how HR systems traditionally evolve in a small business and give examples of how SMEs can use human resource management information systems.
Human Resource Management [NA_HRM] Ing. Miloš Krejčí