This World is Changing in a Fast Pace

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<ul><li><p>7/27/2019 This World is Changing in a Fast Pace</p><p> 1/8</p><p>HUMAN RESOURCE MANAGEMENT</p><p>17thDecember 201</p><p>The Evolving Trends in</p><p>Human Resource</p><p>ManagementBy: Muzna Faisal.</p><p>BBA 5C</p><p>H U M A N R E S O U R C E M A N A G E M E N T </p></li><li><p>7/27/2019 This World is Changing in a Fast Pace</p><p> 2/8</p><p>2</p><p>The Evolving trends of Human Resource Management</p><p>This world is changing at a fast pace. Whatever strategy we develop today, we cannot be 100% sure that</p><p>same strategy will work after a few days. Therefore, we need to upgrade our techniques constantly and</p><p>accurately in order to cope up with the changing environment.</p><p>Human resources are one of the organization's greatest assets because without the human resource,everyday business functions cannot be completed. They are the input drivers in an organizations</p><p>success. Thus, organizational change influences not only the business but also its managers and</p><p>employees, i.e. the whole of the human resource.</p><p>In order to maximize organizational effectiveness, human potential, individual competence, talent and</p><p>time of the human resource must be managed and developed. Hence, the practice of human resource</p><p>management (HRM) works to make sure that employees are able to meet the organization's goals in the</p><p>required time in the most effective manner.</p><p>The simplest definition for HRM that easily summarizes the whole phenomena is,</p><p>The process of managing human talents to achieve organizations objective</p><p>Unfortunately, the term for HRM has been understood as the only word to represent and explain the</p><p>management and development of human resources from the point of recruitment to compensation and</p><p>rewards through to career management and development till the point of retirement. But with the</p><p>changing environment, HRM is much more than just recruitment to compensation, etc Its a whole</p><p>new concept.</p><p>The process of managing human talents includes the main processes of Staffing, Compensation, Training</p><p>and development, Employee and labor relations and Health and Safety. These processes have sub-</p><p>processes which are constantly upgrading with the passage of time,</p><p>HRM is more than simply matching human resources in numerical and quality terms to organizationalneeds. In a modem HRM-focused organization, the objective of delivering the highest quality standards</p><p>has been recognized as requiring a devolved decision making system based on a flexible, motivated</p><p>customer-focused staff that exhibits the appropriate skills, knowledge and behavior. Thus HRM has</p><p>moved over the years to a much greater emphasis on cultural issues aiming to encourage autonomy and</p><p>devolved decision making, personal/organizational development and learning to be responsive to</p><p>changing customer needs.</p><p>The HR department must be designed in accordance with all the dimensions of the business. If the</p><p>organization has multiple product lines, customers, geographies or service lines, its the responsibility of</p><p>the HR department to facilitate them all. Many companies are still working on the changes, and they are</p><p>not sure if these changes will be beneficial for the organization they support. Only time will tell.Meanwhile, considerable attention has been given to the development of the HR departments.</p><p>However, most of the HR departments have been through one or more major restructuring in the past</p><p>decade, less importance has been given to how best these HR configurations are. (A. Kate 2008)</p><p>While all economic dislocation took place, technology advanced at one of the most rapid rates in</p><p>decades. , be it communication, transportation new equipment etc, it is everywhere! The global</p><p>workplace suddenly became smaller, as mobile phones, iPads, Skype and high-bandwidth Internet</p></li><li><p>7/27/2019 This World is Changing in a Fast Pace</p><p> 3/8</p><p>3</p><p>communications came into use enabled us all to communicate all the time. According to Morgan</p><p>Stanley, there will be 10 billion mobile phones by the year 2015, more than 10 times the number of</p><p>personal computers. Thanks to tools like Facebook (800 million users), LinkedIn (130 million users) and</p><p>Twitter (150 million users)we can all stay in touch with each other in real-time, all the time. This rapidnew communications network has had a tremendous impact on Employee communications,</p><p>Employment branding, social learning, Expertise networks &amp; Leadership dynamics. This technology trend</p><p>was not lost on HR. In 2011, more than $3 billion of talent management software was purchased and it</p><p>is expected to increase to almost $3.5 billion in 2012. This software is now being used to automate and</p><p>integrate nearly every HR process, from sourcing to performance management. Yet, large companies</p><p>still have an average of seven HR systems in place, making it difficult to create a single integrated</p><p>environment for analytics, reporting and decision-making. Companies are expected to focus heavily on</p><p>integrating these systems during 2012. (J. Bersin 2011)</p><p>Some of the recent trends in HRM that are being observed are as follows:</p><p> The recent quality management standard ISO 9001 and ISO 9004 of 2000 focuses more onpeople centric organizations. Organizations prepare themselves in order to address people</p><p>centered issues with commitment from the top management, with renewed thrust on HR issues,</p><p>more particularly on training. To stay ahead of competition in this world of uncertainty, organizations have introduced six-</p><p>sigma practices. Six- sigma uses rigorous analytical tools with leadership from the top and</p><p>develops a method for sustainable improvement. These practices improve organizational values</p><p>and helps in creating defect free product or services at minimum cost.</p><p> Human resource outsourcing is a new accession that makes a traditional HR departmentunnecessary in an organization.</p><p> With the increase of global job mobility, recruiting proficient people is also increasinglybecoming difficult, therefore by creating an enabling culture, organizations are also required to</p><p>work out a retention strategy for the existing skilled manpower.</p><p>Some of the emerging trends in the role of HR managers are as follows:- HR managers stress upon overall development of human resources in all respects. The scope of human resource management is extended to cover career planning and</p><p>development, organization development, social justice etc.</p><p> Enlightened trade unions have become an active participant in the organization andmanagement of industry.</p><p> The HR manager is required to act as a change agent through greater involvement inenvironment and scanning and development planning. They have to devote more time to</p><p>promote changes than to maintain the status quo.</p><p> The HR function has become more cost-conscious and profit oriented. Instead of merelyadministering HR activities, the HR departments search out opportunities for profit</p><p>improvement and growth. Greater authority and responsibilities are delegated to HR managers particularly in the field of</p><p>employee welfare services.</p><p> HR managers continuously retrain themselves to avoid obsolescence of their knowledge andskills.</p><p>Thus, the job of HR managers has become more difficult and challenging. They have to be experts in</p><p>behavioral sciences. They play a creative and development role. Thus they have to acquire new skills,</p><p>values, attitudes to discharge their new responsibilities successfully.</p></li><li><p>7/27/2019 This World is Changing in a Fast Pace</p><p> 4/8</p><p>4</p><p>A common theme has also emerged towards decreasing the size of the HR function while moving</p><p>transactional activities out and, therefore, setting up fewer human assets to perform these activities</p><p>by outsourcing, leveraging technology and creating common approaches, processes and practices. This</p><p>role of HR shared service, therefore affords more time to organizations that can be utilized for strategic</p><p>issues.</p><p>The basic HRM functions, staffing, compensation, training and development, employee and labor</p><p>relations, Health and Safety are not just as simple as they were before, and they have developed sub-</p><p>sub functions as well which play a very significant role in managing human resource..</p><p>Staffing, (the function of HRM) generally encompasses the business processes and activities which</p><p>produce records created in the course of identifying human resource needs in an organization. Accounts</p><p>of candidates are developed and maintained based on the organizations anticipated human resources</p><p>requirements, candidates are selected and appointed as these requirements become visible and,</p><p>therefore, the staffing sub-function includes more specifically Recruitment and Promotion, Probation,</p><p>Deployments, Assignments and Secondments ,Recourse of public service employees; Employment</p><p>equity (as it relates to staffing) &amp; staffing of bilingual positions.</p><p>Recruitment and Promotion includes records relating to all aspects of initial hiring and subsequent</p><p>promotion, including delegated staffing, establishing qualifications, priorities, appointments within the</p><p>public service, recruitment from outside the public service, area of selection, assessment, selection, and</p><p>appointment. Probation includes material on all appointments from outside the public service relating</p><p>to an employees probationary period. Deployments, Assignments and Secondments include records on</p><p>all aspects of deployments, assignments, and secondments, such as letters stating new job,</p><p>departmental policies and procedures on deployment, the Record of Staffing Transaction, complaints</p><p>about deployment and reviews of complaints, and documentation notifying employees of their right to</p><p>refer complaints to the Public Service Commission</p><p>Training and Development has transformed into a collection of material on all aspects of training anddevelopment, including plans based on human resource requirements, and all documentation related to</p><p>employment equity, courses, schedules, cost, granted leave, and, communications training, language</p><p>training, health and safety training, employee orientation, professional development training for</p><p>trainers, and operational or in house training; and all documentation such as audits, annual</p><p>management reports, and departmental reports on training produced according to Training Information</p><p>System (TIS) requirements. Individuals to be placed on the Personnel (Employee) file.</p><p>Also the tools and techniques used for training are also updated with respect to latest technology. usage</p><p>of social media has increased tremendously over time.</p><p>Todays compensation plans have become really Complex. Due to the recession in 2008, companies are</p><p>trying to minimize costs, as much as possible. The main concerns are renovating and rebuilding</p><p>compensation strategies, increasing merit and bonus pay, and the need to get in better sync with</p><p>employees. (M. Sottong, 2012)</p><p>Nowadays Employee Assistance Programs (EAP) include records relating to all aspects of the EAP,</p><p>including policies and directives, Code of Ethics, assessments of the programme, contracts for outside</p><p>services, advice, medical diagnosis, referrals, training, monitoring (including statistics and summaries,</p><p>and audits) Employee and labor relations are monitored more closely in this era, due to recession and</p></li><li><p>7/27/2019 This World is Changing in a Fast Pace</p><p> 5/8</p><p>5</p><p>economy crises employee turnover rate has increased, in order retain the employees, better relations</p><p>have to be maintained.</p><p>Health and safety measures have also been upgraded, as employees are an organizations most valuable</p><p>assets, they are given excellent benefit programs, which enhance employee loyalty with the firm. In the</p><p>past, hygiene was not measured properly as it is measured now.</p><p>From Personnel management to HRM, the transition reflects this emerging organization-wide</p><p>commitment to human capital development. The change, however, has triggered considerable</p><p>discussion within the academic literature about the successful strategic positioning and responsibility for</p><p>HRM (C. Sheehan, 2005) it is now focusing on the whole of human resource in an organization.</p><p>In the past, human resource function was typically considered a cost center and an administrative</p><p>overhead. The human resource departments mainly focused on short-term gains and savings. They</p><p>focused on administrative efficiency and compliance activities. They tended to expense investments in</p><p>talent intangibles rather than capitalize and tended to raise short-term earnings by cutting discretionary</p><p>expenditure on people development. Such propensity achieved short-term successes but encountered</p><p>long-term problems when the objectives were achieved at the expense of employee productivity. Thenew human resource role is to focus on organizations long-term objectives. Instead of focusing</p><p>exclusively on internal human resource issues, modern human resource department takes a balanced</p><p>and broader approach. They place emphasis on future-oriented plans and objectives and value adding</p><p>initiatives which define the roles of human resource based on the following four functionsstrategic</p><p>business partner, change agent, employee champion, and administration expert. They are also</p><p>champion of globalization and technology savvy. (B. Kapoor, J. Sherif 2012)</p><p>Whereas the traditional role of the HR department is basically functional in nature and revolves</p><p>around the following tasks: Human Resource Planning, Recruiting of Staff, Job Analysis, Performance</p><p>Review, Wage/Salary and Benefits Administration, Employee Training, Personnel Administration,</p><p>Legislative Compliance and Labor Relations. Personnel managers were mainly paper-pushers, whohandled administrative tasks associated with pay, benefits, hiring and so forth. The personnel</p><p>department was often physically and psychologically separated from the actual work of the</p><p>organization.</p><p>Within the strategic view of HRM the functional tasks described above remain important, as they are</p><p>essential to any organization. However, many organizations are developing new structural and cultural</p><p>models to meet the increasing competitive demands of the international market place. Firms at this</p><p>stage of development focus on decentralizing, entrusting authority to line managers, moving from</p><p>controlling systems to enabling systems, and breaking down the organizational bureaucracy. Integrated</p><p>growth firms foster a more entrepreneurial climate with positive encouragement, risk taking less</p><p>emphasis on formal relationships, and more direct contact between managers and employees. These</p><p>organizations also spend much time getting back in touch with the customer. To use a traditional HR</p><p>model in such firms and focus HRM exclusively on bureaucratic tasks would be inconsistent with these</p><p>organizational strategies. As a result a new Strategic HRM view has emerged, thus the new role of HR</p><p>can be described most simply as one of helping managers maximize the contribution of employees in</p><p>achieving competitive advantage. (J.Bhatnagar, A. Sharma, 2003)</p></li><li><p>7/27/2019 This World is Changing in a Fast Pace</p><p> 6/8</p><p>6</p><p>The HRM departments of the organizations have changed for the betterment of the organization, and</p><p>they will keep changing with the ev...</p></li></ul>