Subject: Strategic Human Resource Management Job Analysis Name: Matt Ilczuk Title: CEO Time in office: 10-8 Level of Education: MBA Organization: Entertainment Company Name: Entertainment Lab Size: Medium Role of the organization: Represent unique talent and bring to life exceptional projects Mission Statement: Find the most unique actors and writers and provide opportunity to bring their ideas and dreams to life. Job Description: Interview Questions: 1. What does it take to make it big in HR? What skills and expertise do you need? The number one thing is to understand the mission statement of the organization and attract people that have the same values share similar vision. We welcome diversity in our workplace, everyone is expected to bring his or her point of view and everyone is valued. In return, we demand respect and best possible performance from all our employee 0. How HR can add more value to an organization? As a co-founder of the company, I am also responsible for interviewing people and other tasks associated with HR. I would not want anybody else to do this job because I feel like I have developed good sense of what type of people we need. 0. How HR drives organizational performance? By setting the right mindset and atmosphere into our workplace. 0. What are your top 7 core competencies that your company embodies in maintaining high-performing HR professionalism towards work-force?    Caring about our clients as well as employees. 0. Can you tell us a difficult ER ( do you mean HR here?) issue that you have experienced recently and what was the outcome? The biggest issue we had to face was how to set the standards for our HR practises. We had collectively agreed upon the fact that we put enough emphasis on development of our employees hoping that it will help the growth for our company. Questions for HR   1. What is the company culture like? We represent artists and try to give them the opportunity to fulfill their potential by sending them to castings and deliver their work to well established directors. We also produce unique movies that we believe should be given a great exposure. We believe in our employees and they are given a great amount of responsibility. They are involved in key decision making such as script coverage, what talents we represent and what project we work on. 2. How do you go about finding employees? What resources do you use? The most effective ways of finding employees was through employee referral. The most valued employees are usually the ones who believe in what we do and are fully committed into our mission statement. 3. Can you tell me more about your HR policies? We value every single that enters our workplace. Everyone is treated with respect and we expect respect in return. Every employee is encouraged practise his or her critical thinking on every aspect Entrainment Lab is working on. 4. What is something that the strategic HRM is struggling with in the     Organization? I think we sh ...

1. Subject: Strategic Human Resource Management Job Analysis
Name: Matt Ilczuk
Title: CEO
Time in office: 10-8
Level of Education: MBA
Organization: Entertainment Company
Name: Entertainment Lab
Size: Medium
Role of the organization: Represent unique talent and bring to
life exceptional projects
Mission Statement: Find the most unique actors and writers and
provide opportunity to bring their ideas and dreams to life.
Job Description:
Interview Questions:
1. What does it take to make it big in HR? What skills and
expertise do you need?
The number one thing is to understand the mission statement of
the organization and attract people that have the same values
share similar vision. We welcome diversity in our workplace,
everyone is expected to bring his or her point of view and
everyone is valued. In return, we demand respect and best
possible performance from all our employee
0. How HR can add more value to an organization?
As a co-founder of the company, I am also responsible for
interviewing people and other tasks associated with HR. I would
not want anybody else to do this job because I feel like I have
developed good sense of what type of people we need.
0. How HR drives organizational performance?
By setting the right mindset and atmosphere into our workplace.

2. 0. What are your top 7 core competencies that your company
embodies in maintaining high-performing HR professionalism
towards work-force?
Caring about our clients as well as employees.
0. Can you tell us a difficult ER ( do you mean HR here?) issue
that you have experienced recently and what was the outcome?
The biggest issue we had to face was how to set the standards
for our HR practises. We had collectively agreed upon the fact
that we put enough emphasis on development of our employees
hoping that it will help the growth for our company.
Questions for HR
1. What is the company culture like? We represent artists and
try to give them the opportunity to fulfill their potential by
sending them to castings and deliver their work to well
established directors. We also produce unique movies that we
believe should be given a great exposure. We believe in our
employees and they are given a great amount of responsibility.
They are involved in key decision making such as script
coverage, what talents we represent and what project we work
on.
2. How do you go about finding employees? What resources do
you use? The most effective ways of finding employees was
through employee referral. The most valued employees are
usually the ones who believe in what we do and are fully
committed into our mission statement.
3. Can you tell me more about your HR policies? We value
every single that enters our workplace. Everyone is treated with
respect and we expect respect in return. Every employee is
encouraged practise his or her critical thinking on every aspect
Entrainment Lab is working on.
4. What is something that the strategic HRM is struggling with
in the
Organization? I think we should provide even more caring for
our employees; however, entertainment business is a tough
business, therefore, sometimes when certain employee show that

3. they are not capable of critical thinking or simply do not learn
from their mistakes, we simply fire them. This has brought a
certain tension into the workplace.
5. What is the company's overall business strategy?
We try to collaborate only on projects that make sense. We try
to eliminate all the work that only requires time but does not
provide any benefits or results. This is an ongoing process.
Questions for HR
1. What kind of skills does the company look for while hiring a
deserving candidate? Critical thinking and thinking outside the
box. If we feel like you are here to simply earn an income, you
will not be hired.
2. Is there any particular training program that all employees
will have to go through? All of our employees have to go
through their one-on-ones with the managers. Those meetings
occur bi weekly and all the employees need to improve
whatever it is that they have been lacking
3. What type of system does the company use to determine level
of abilities of a candidate? We have a list of special
characteristics that we look for in every candidate. Such
characteristics include: growth mindset, ability to think
critically, clear vision, clear goals, and where do they see the
company in 10 years.
4. Is there a specific strategy to manage shortage/surplus? All
our employees are close to managers so that if an employee
decides to leave the company, he or she let the managers know
in advance, therefore, we have always enough time to look for
new candidates.
5. If the turnover rate was high, what can the company do to
turn in their favor? Our turnover rate is very low. We only fired
10 people since the establishment of our compan. No one has
been fired for the last 2 years. All the interns usually finish
their term as well

4. Below is the list that needs to be competed. No more than 3 to 4
pages double space. It has to be cohesive, do not just copy and
paste the answers from the questions and from what other
people wrote. Also, add an academic source that is not the same
as others. I have also attached the HR interview questions which
we asked the firm for this project.
The list of duties and responsibilities under which the HR
manager’s job needs to be done:
1. A brief description (a short paragraph the overall interview)
2. Job specification:
3. Make a list of Knowledge, Skills, Abilities, and other
characteristics needed in order to perform the required job: (fill
in here..)
4. The necessary functions: (fill in here)
5. Competencies: (fill in here)
6. Qualifications and special skills required: (fill in here)
7. Physical requirements: (fill in here)
Core competencies (Read below text for further guidance)
http://www.investopedia.com/terms/c/core_competencies.asp
http://smallbusiness.chron.com/core-competencies-give-
organization-competitive-advantage-34568.html

5. Look at these articles
This is a part of one academic article I found, it talks about how
having clear competencies will give you competitive advantage.
We can definitely use that :)
In competitive markets, some firms are able to achieve superior
results on an ongoing basis compared to their peers. A leading
explanation for this outcome is that the firm possesses some
kind of sustainable competitive advantage that in turn is likely
due to organizational capabilities embodied in the culture,
operational management, functional skills, talents and
motivation of its workforce. Capabilities that provide
sustainable competitive advantage are an organization’s core
competencies. The strategic planning process involves making
decisions about the role of core competencies in the firm’s
strategy and, as appropriate, how to obtain, manage and protect
those competencies. While the mission of any human resource
development function in an organization is to develop
competencies, the specific role for HRD in core competency
management has not been addressed adequately. Here, three
major roles for the HRD function in core competency
management – informing the strategic planning process,
identifying and then protecting core competencies – have been
proposed along with various specific tasks for each.
KSAO’s
Knowledge: Mastery of facts, range of information in subject
matter area.
Example: Federal regulations and directives
· Operational systems and procedures
· Budget and accounting principals
· Engineering practices
· Environmental compliance law
· Administrative practices

6. Skills: Proficiency, expertise, or competence in given area;
entertainment business
Example: Keyboard data entry
· Motor vehicle operation
· Computer software proficiency
· Electronic or computer repair
· Carpentry, plumbing and/or HVAC repair
· Second language proficiency
Abilities: Demonstrated performance to use knowledge and
skills when needed.
Example:Organize and plan work (observed at work)
· Analyze situations, programs and problems
· Communicate orally and in writing
· Coach and mentor others
Other characteristics: Mental or physical attributes or
characteristics that don’t fall under the other areas.
Examples: Proactive — takes initiative to get things done
without prompting
· Copes well in stressful environments — handles complex tasks
· Reliability — assigned work is completed ahead of schedule
and the quality of work is exceptional
· Multiple work assignments — capable of successfully
handling various and sundry tasks
Company history
Entertainment lab is based in Los Angeles and works within the
talent management and production industry. The company helps
the upcoming talents such as actors, directors, writers,
comedians to find their way out in the entertainment industry.
Moreover, the company has been collaborating with other
various production houses to bring out the best both in
developing both the television and film projects.

7. The company was invented by Matt IIczuk and Sean Dubravac
in the year of 2008 in Hollywood, CA. In 2011 they had a joint
venture with TMA (Talent Managers Association). Last but not
the least Entertainment Lab in 2014 became the first (Screen
Actors Guild-American Federation of Television and Radio
Artists) SAG-AFTRA approved Talent Management company in
Los Angeles.
The Entertainment Lab team consists of six top members. On
top of the list are both the founders of the company. IIczuk in
early 2004 to 2008 looked after the sales, marketing and
bookkeeping portion at MGE, Inc. - International film
distribution company in Santa Cruz, California. He attended the
Cabrillo college and San Jose State University. As he was born
in Poland he is fluent in both Polish and English. On the other
hand, Dubravac from 2007-2008 was working in the Finance
department of the Comerica Bank in the Century City. He was
born in Serbia, and he speaks Serbian, German, Russian, and
English.
The other four managers of the company are Alex Brenner, Jack
Flanagan, Taylor Bright, and Angie Lucania. Alex Brenner
works as a Literary Manager in the company since 2014. He
went to the Trinity University in Dublin and later UCLA. He
was born in San Juan Capistrano and he is proficient in Spanish.
Whereas Flanagan was born in California and joined the
Entertainment Lab recently back in 2016. On the other hand,
Taylor was born in Chicago, Illinois and also joined the
company in 2016. Lastly, Lucania works as an Executive
Assistant at Entertainment Lab and she joined in 2016 as well
along with the other three managers. Surprisingly, she was born
in San Francisco and graduated from CSUN’s cinema and
Television Arts- Screenwriting program.
Every company has their mission statement set and
Entertainment Lab’s mission statement is to get the best of
talents into the entertainment industry and set their career in a
way where they will become a super successful artist in the long
run. Moreover, every employee in the company should be

8. treated with utmost respect and everyone’s idea will be taken
into consideration and valued. This mutual aspect will set the
company apart and will eventually make it more successful in
the future.
As Entertainment Lab positions itself as “Strategic Content
Business Partner”, they also handle a content creation and
production, TV format creating and production, strategic
branded content creation and production, strategic branded
entertainment and production, and light entertainment TV
program and content distribution and franchising.
Company culture
The culture of Entertainment Lab is based on respect and
dignity. Every employee that comes through the door of the
company is sincerely respected and valued. These
characteristics bring a healthy atmosphere into the company
where everyone respects each other. Since everyone is treated
with respect, Matt expects to receive respect in return. This
mutual admiration help to the significant growth of the company
since its establishment.
An important aspect in the culture of Entertainment Lab is the
amount of caring of the managers to their employees. Matt
mentioned that the turnover rate at the beginning of the
company was quite high and that many workers did not perform
well. This observation helped Matt to establish certain changes
in the HR aspects of the company. Matt said that he decided to
put much more emphasis on the well-being of all employees. He
started by having a one-on-one with all the employees bi-
weekly. This helps Matt to understand what are some of the
reasons for dissatisfaction among employees. Engaging in these
conversations, Matt and other managers have also developed
much stronger and deeper relationship with the employees,
which according to Matt, was the main reason for a significant
decrease in turnover rate. It is no surprise that with the
significant reduction of turnover rate, Entertainment Lab started

9. to grow much more quickly.
Communication between employees and managers is important
in order to make employees understand the company goals and
what is expected of them, and for managers to understand the
employee needs. Lack of communication in the workforce is a
big factor in employee dissatisfaction. If employees are not
satisfied at their job they will not work as hard as someone who
is satisfied with their job. There is a strong positive correlation
between human resource management practices (HRMP) and job
satisfaction among employees. Among the HRMP is
communication. Higher Job satisfaction among employees
increase their productivity, and increased productivity will
result in better end results (AlZalabani and Modi, 2014).
Another element of the culture at Entertainment Lab is a number
of responsibilities that every employee is assigned. At the
interview, Matt asks potential employees about their goals and
vision. This helps to attain cohesive picture about the
employee's mindset. Once the employee is hired, he or she is
expected to beyond a typical job description. All the employees
are given a large amount of responsibility for their work. First,
the workers in Entertainment Lab are involved in the key
decision-making such as script coverage and what type of
scripts will be presented to well-established agencies and movie
directors. Employees also evaluate each talent that the company
represents. If the talent has not been successful or seems to miss
out on significant castings, he or she is evaluated by all of the
employees, who then decide whether the talent should stay with
the company or whether his or her contract should be
terminated.
Involving all employees in a key decision making is a major
part of the success of Entertainment Lab. According to Matt,
employees feel empowered and important, which motivates
them during their daily work. Matt makes sure that everyone
who works for the company is happy to be part of the culture.
Once this connection is established, all work gets done faster
and more efficiently. Empowered employees improve their

10. performance by finding innovative ways of correcting errors and
learning from their mistakes. Employees who are encouraged to
do important task tend to increase their overall effectiveness in
the workplace. On the other hand, failure to encourage
innovation can seriously undermine the employee long-term
performance (Fernandez and Moldogaziev, 2012). Delegating
reasonable power to employees can have profound benefits on
the overall performance of the company; however, Matt
explained that not all the decisions are automatically viewed as
correct. Every decision is thoroughly evaluated by management
and is put into effect only if the management agrees with the
proposed decision.