M53 - Personnel Economics: TrainingReturn

Turbulent changes characterize 21st century; the world is entering into a new era - the so-called "new/digital" economy. Completly new knowledge and skills will be required, and employees' preparedness will be the crucial factor for adaptation to the challenges (population aging, initiative Industry 4.0, structural changes of labor market). Training and corporate culture might help enterprises to adapt. The paper aims to create a scheme of the mutual relations between corporate culture and employee training system in the context of HRM within a company environment. The contribution compiles theoretical concepts of the employee training system and corporate culture and analyzes their relations and possible influence. The secondary output of the contribution will be setting up future research based on research studies and preliminary analysis of the state of issues in the case of the Czech Republic. The first part of this paper is the theoretical foundation which points out the relevance of corporate culture and employee training system for the preparedness and implementation of Industry 4.0. The second part analyzes the relations between corporate culture and employee training system. Finally, the third part describes the state of corporate culture and employee training in Czech companies. It was used secondary data available on Eurostat (CVTS surveys). It was done a preliminary study focused on the training costs and training outcomes in 2018. State of corporate culture was analyzed by Hofstede cultural dimensions between 2015 and 2017. It was applied descriptive statistic, correlation, and multiple regression analysis. Based on CVTS surveys, the Czech companies preferred external training and implemented mainly on-the-job training and less active methods (lectures, conferences, workshops). Almost half of the Czech enterprises did not have a plan for training. According to the own research, 23% of researched companies do not evidence the training cost. Examined enterprises hold the dimensions of high power distance, individualism, femininity, uncertainty avoidance, and short-term orientation. The size has an influence only on IDV and UAI. IDV, UAI, LOT are also influenced by the classification according to CZ- NACE. The contribution has limits and at the end it was set up the recommendations for future research.

This work focuses on the professional development of the key competencies of four professionals working in the key work positions in the conditions of Indsutry 4.0. To fulfill the first and second goal of the thesis, the specification of the term Industry 4.0 and its definition in the field of human resources development in organizations in the Czech Republic and defining the concept of competencies for Industry 4.0 and determining competencies for expertsin the key work positions from the perspective of Industry 4.0 is part of the theoretical overview of the work. As part of the qualitative research, this professional development is captured in the form of the case studies. To achieve maximum success during the fifteen-month research, the author uses coaching methods according to international coaching approaches, leadership and mentoring. From the qualitative research in the form of coaching interviews, the work showsthe professional development of experts by an average of two levels for each competency separately on the ten-point scale, which is based on the primary questionnaire survey based on self-evaluation of experts. The coaching method has been confirmed in the case studies as the most effective method of developing competencies for Industry 4.0 compared to leadership and mentoring. The lifelong learning competency is the fundamental competency for successfulcoaching and for fulfilling the professional development of experts for Industry 4.0. The use of 360degree feedback with graphical interpretation in the form of competency models confirms the results achieved by the author in the case studies. The methods for the proposal, implementation and control of human resources development in the key job positions in the conditions of Industry 4.0 were successfully captured and the goals were fulfilled.