Future and employee agility rather than relying on

Future prediction is a difficult process we needto analyze past and current situation of doing business. There are differentchallenges in future of HR Four major factors are impacting and will continueto impact, organization and shaping the future of work.Globalization:It is clear that the world will becomeincreasingly connected over the next 10 to 20 years as the flow of products,services, talent, and knowledge continues apace across developed and developingcountries. To compete and survive, a growing number of companies will intensifytheir efforts to explore new market opportunities and develop businesscapabilities to take advantage of these markets, while continuing to grow inmore established venues.Implicationsfor HR: Companies willincreasingly depend on building organizational and employee agility rather thanrelying on periodic change initiatives.

They will find it necessary to developthe capacity to attract, develop and retain topnotch talent in emerging marketsTechnology:Technology enables employees at all levels towork virtually while easily collaborating and sharing ideas not only with eachother but also with outsiders. Continued advancements in globalization andtechnology increasingly turn work into a 24/7 reality which blurs the linesbetween work and non-work lives and increases the pressures and stress onemployees sometimes with unfortunate consequences for their  physical and emotional well-being.Implicationfor HR: In a world ofincreasingly advanced technologies, where the nature of work changes with greatfrequency, traditional approaches to filling jobs internally will give way tomore systematic and decentralized approaches to matching talent to work andwork to talent. As work is redefined and talent flow increase, new primarilyonline approaches to employee development will become necessary to ensure thatrequisite hard and soft skills are kept current.

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New technology of data science has big impact ontalent acquisition. We can easily find skilled workforce from Big data throughdata science by using data mining. Right man on right job on right time.Consumerization:Greater access to information, combined with thespread of social media, encourages the development of a consumer mentality inwhich customers and clients feel empowered ro shape their own experiences whilecompanies are forced to adapt by customizing their products, services andsolutions. These experiences are increasingly being replicated insideorganizations as employees – particularly younger employees – come to see”consumerization” and customization as guiding principles on which to base theemployer-employee relationship.

Implicationsfor HR: In this new model,employees expect a greater say in shaping the content of their assignments,goals, and even work environment when it comes to issues such as where and whento work companies will find it necessary to cut back on the number ofone-size-fits-all policies and practices in their arsenals in favor of greateroverall flexibility and, in particular, the capacity to be more responsive toemployees individual needs and wants. Leaders and managers will find itnecessary to improve their understanding of employees as individuals bydeveloping deeper relationships with them and engaging them in genuine dialoguearound work, goals, and processes, as well as more personal matters.GenerationalDifferences:Most organizations currently have fourgenerations in their workforce: traditionalists/greatest generation, babyboomers generation X and generation Y/ millennials- with some companiesstarting to see a fifth( generation Z- those born in 1997 and later). Althoughthere are many similarities across generations and not all members of a givengeneration are the same, employers will see key differences across generationsI term of working styles and approaches to collaboration communication, anddecision making, as well as expectations regarding feedbacks, reward and thepace of promotions.

Implicationsfor HR: Nearly all traditionalHR practices are coming under scrutiny as companies find it particularlydifficult to motivate young people and retain this talent long enough to recoupinvestments in their development. In broad terms many if not most, gen Ys feel entitledto jobs, projects, and experiences that are tailored in a wat that they findpersonally meaningful. As leaders and managers feel the pressure toindividualize everything and to coach and mentor (and even to be reversementored), organizations will find that some leaders will and can adapt whereasothers will not and cannot.11-(Health Wealth Career “The future of HR”)TheFuture workplace: Building A consumer and digital HR organization Today, almost every company is undergoing adigital transformation. Cloud and mobile computing, artificial intelligence,and increasing automation have created the potential to transform nearly everyaspect of a business. A survey of CEOs conducted by Fortune askedwhether they thought their company was a “technology company” and 67% of CEOssaid yes. The same can be said for forward looking HRdepartments like those at IBM and General Electric. HR leaders such as DianeGherson at IBM, and Susan Peters at General Electric, are transforming HR todeliver an employee experience that is human centered, uses the latest digitaltechnologies, and is personalized, compelling, and memorable.

According to Forreaster 47% percent of executivessurveyed believe that by 2020, digital will have an impact on more than halftheir sales. We see how digital has transformed media, retail, transportationand education. Now it’s HR’s turn. Digital and consumer marketing are permeatingnew ways of recruiting, working, learning, and engaging employees.Applying a consumer and digital lens is much more than justincorporating new solutions in HR. Being employee-centered and digital is abouthaving a new mindset, plus a set of consumer-focused and technologicalskills to creating new HR solutions. Above all, it requires a belief in the power of leveragingthe latest consumer technologies inside HR. This starts with how a companyengages prospective new hires.

Consider how Zulily an e-commerce companyselling clothing, toys, and home products, invites candidates applying for ajob on its social media team to submit an Instagram post that bestrepresents themselves and what they would bring to the team. Or consider howMasterCard, BMO Financial Group, Cisco, and Silicon Valley Bank develop new HRsolutions by conducting hackathons to co-create new ways forward with employees.2

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