This work deals with performance management in specific cases. Problem of performance management is being discussed in three different independent parts, in outsourcing, in time of the economic recession and when a new team is established within a company. The aim is to show the lack of processes established in large companies which apply in situations mentioned above. The analysis of the individual components, processes and systems was done using question forms, individual interviews and group sessions with employees of a concrete international company. Conclusions of this work are summarized in chapters according to the topics. The goal is to make recommendations which could be applied in all international companies and their environments. This work introduces new knowledge in the field of performance management in situations in which we cannot rely on the universally agreed procedures.

Many studies have found that the more well-being of employees, higher productivity. Despite the financial turmoil in 2008, the economic environment is full of uncertainties, however to attract good talents to increase the competitiveness is still a very important goal for many enterprises. Especial in recent years, it¡¦s harder and harder to getting good talents. The enterprises provide the good salary strategy for attracting outstanding talented people. Under the reduction of personnel costs, the outsourcing becomes one of the main approaches for an enterprise in order to keep normal operation."Employee benefits outsourcing" to improve employee satisfaction is an important welfare policy. The main purpose of this study was to explore the key success factors of employee benefits outsourcing. Through the interviews from the field, the study was designed from the point of view of vendors to understand outsourcing factors, enterprises characteristics for the outsourcing and outsourcing processes, for the impact of employee benefits outsourcing. The main conclusions are summarized as follows: 1.Costs are still the main considerations as outsourcing the employee benefit. Generally, the corporations, choosing to outsource employee benefits, have the concept of outsourcing and more attention to the interests of employees. In addition, the employee benefits will be changed by the environment and the times. 2.There is no clear connection for enterprises¡¦ character in outsourcing, such as the size, public or nationality. The research tells us that the corporates to outsource the employee benefits have more respect for the employee benefits as well as all have a concept of outsourcing welfare. 3.From the literature and interviews, the study found that there are fewer differentiations in the outsourcing projects process. The main factor influenced the success of outsourcing is still in whether the enterprises know their actual demand and the vendors are able to clearly catch the demand of outsourcing companies, and provide good recommendations and services. 4.In addition to costs, from the point of view of vendors, another critical success factors for outsourcing is the key person. "The preferences of the key person" will not only affect the "choice of outsourcing vendors", "outsourcing source "and" the acceptance of new service ", but also affect the whole direction of outsourcing.

This diploma thesis deals with the subject of external human resource consultancy. It introduces the comprehensive view on consultancy process and describes in detail the range of human resources agendas associated with consultancy. The entire document links theoretical findings with business practice and demonstrates how the external consultancy can be applied in organizations. It reflects common problems in companies with emphasis on extended description of human resource outsourcing. Empirical part of the thesis looks into on-line offers of consultancy services in human resource management. This topic is subject of qualitative survey aimed at describing contemporary human resources consultancy market in Czech Republic. Survey findings present structure of consultancy services. Key words: consultancy, management consultancy, human resources consultancy, outsourcing, human resources outsourcing (HRO).