Trendsin Human Resource Management
Propermanagement ofhumanresource department in an entity is the key to good performance.Moreover, effective supervision of staff in the venture by themanager as well as proper administration defines a successfulorganization. Interestingly, the head of the department is entitledto organizational duties such as recruitment of new employees,training, and development of new recruits, staffing and promotions.
Strengtheningof employer-employee relationships is the main strategic role ofhuman resource management in many business organizations. However,the head of the department is also responsible in formulatingworkforce strategy and finding new ways is necessary in achieving thegoals set by the company (Reed& Bogardus, 2012).Human resource managers should be familiar with all disciplines intheir department because of the many responsibilities which they havein their entity. Dwindling population of the youth in developedcountries and high unemployment rates for the young generation indeveloping nations is causing an alarming shortage of skills. Due tolack of qualified youths to take up the available opportunities inthe companies, these vacancies are filled by older men and women.Cultural diversity and demographic is continuing to determine theglobal workforce as many business organizations seeks to gain marketefficiencies, fill shortages of workers and gain strategic assets(Reed& Bogardus, 2012).Despite senior workers having experience, they also pose a challengeof providing medical care for a population that is more vulnerable todisease than young employees. This leads to the need of shiftingresponsibilities and create a flexible work schedule for physicallydemanding tasks in different organizations.
Themain challenge faced by different business ventures is to identifyincentives, right job roles and retraining opportunities for everyemployee while avoiding age discrimination practices. Governmentorganizations and companies are constructing accommodations andworking hours which are flexible for women to attract more humanpersonnel to their business premises. For gender workforce diversityto be implemented, an understanding on how to provide rewards parityand recruiting more women should be agreed upon. Many businessentities are using human resource analytics in workforce planning(Reed& Bogardus, 2012).To prevent shortage of skills, human resource managers should expandthe use of analytics such as diversity metrics, and gender balance toclearly understand their recruits and give matching incentives. Useof communication technology, growth of cross border trade which isliberal and expanding transnational companies is not going to end inthe near future. This is a strategy used by many organizations intrying to get good talent and workforce which would help in businessgrowth and success. Any venture should stay abreast in finding newways to attract global talent to their businesses. Differentcompanies are facing the challenge in developing skills of their newworkers in order to assess talents crucial in the development of thepremises. This can be achieved by creating training programs afternew recruits are hired. In addition, managing and integratingmulticultural employees should be understood to avoid internalconflicts which usually derail the growth of different businessorganizations.
Therewill be resistance from employees who feel that the implementation ofnew changes is a threat to their job security. The human resourcemanagers should work hard to familiarize their laborers with theimportance of the changes which may occur in the organization as anaid and not a hindrance to their tasks (Reed& Bogardus, 2012). Ourcompany has been affected mostly by training and development of newworkers. Human resource managers are supposed to provide theiremployees with tools that are necessary for their success which meanproviding them with enough orientation training that helps intransition to the new culture of different organizations. Thetraining and development practices which workers get enable them toperform their functions effectively. In addition, experiencedlaborers are also provided with guidance when new jobs in theorganization arise. This provides useful means for workers to performtheir jobs at acceptable levels.
Strategicrelationship is an agreement between different organizations to carryout specified activities in order to achieve specific objectives suchas development, increasing number of workers, training and developingemployees and reward appraisals for performing workers. Moreover, thestrategic relationship is beneficial to all companies that do notcompete in the same market (Reed& Bogardus, 2012).
Manycompanies outsource their resources to become strategic partners. Forexample, they can monitor the revenue of our organization with morefocus than we could do while in the in-house. Financial relationshipsare very important to different ventures because capital is criticalto the success of many organizations. Consequently, dedicated humanresource professionals should offer rock expertise in managing cashflows and offering current revenue position objectively. This becomesvery essential in the growth of our organization.
Themeasure demonstrates how a certain human resource activity or programis beneficial to the bottom line of the business organization. Thereare two metrics which are used in measuring business impact. Theyinclude: benefit/cost analysis and return on investment.
Themeasures provide essential information for evaluating the importanceand effectiveness of a given human resource program. These actionsidentify how different programs at the organization are working. Someof the commonly used measures include cost per hire, jobsatisfaction, training cost for each employee, organizationalinvolvement and commitment.
However,it is difficult for the head of human resource to use business impactmeasurement because it requires one to calculate the benefitsgenerated by the program used and the total related costs. To avoiddifficulty in measuring of business impact, the HR personnel shouldkeep the initial cost of training different employees andinstallation of programs together with the benefits that theygenerate(Reed& Bogardus, 2012).
Reed,S. M., & Bogardus, A. M. (2012). PHR/SPHR:Professional in Human Resources certification study guide.John Wiley & Sons.