Challenges and Human Resources Management

Challenges and Human Resources Management.
Challenge 1: Responding Strategically to Changes membership information, in

the Marketplace.
Given the pace of commerce, organizations can rarely stand still for long. Go to in today’s highly competitive
environments in which competition is global capturing Opportunities and Overcome Obstacles as well as the very
survival of organizations. As one pundit put it, "No change means chance:' Successful companies, says Harvard
Business School professor Rosabeth Moss Kanter, develop a culture that just keeps moving all the time
Challenge 2: Competing, Recruiting, and Staffing Globally.

The strategies companies are pursing today increasingly involve one or more elements of globally. The integration of
world economies and markets has sent businesses abroad to look for opportunities as well as fend off foreign
competitors domestically. Consumers around the world want to be able to buy "anything, anytime, anywhere;' and
companies are making it possible for them to do so. Want to buy a Coke in Pakistan~ No problem. Coca-Cola has an
elaborate delivery system designed to transport its products to some of the remotest places on the planer.
Challenge 3: Setting and Achieving Corporate Social Responsibility and
Sustainability Goal.
Globalization has led to an improvement in people's living standards in the last half century. As a result of free trade,
Americans are able to buy products made abroad more cheaply. Conversely people in low-wage countries that make
those goods and services are becoming wealthier and are beginning to buy American-made products. Nonetheless,
globalization stirs fierce debate-especially when it comes to jobs. Since the turn of the century, millions of U.S. jobs-
both white and blue collar-have been exported to low-wage nations all around the world. Some people worry that
free trade is creating a "have/have not" world economy, in which the people in developing economies and the world's
environment are being exploited by companies in richer, more developed countries. This has sparked anti-free-trade
protests in many nations. Concerns such as these, coupled with corporate scandals over the years, including the use
of sweatshop labor in third-world countries, risky lending tactics that fueled a worldwide banking crisis, and a class
action lawsuit alleging Walmart discriminated against hundreds of thousands of female employees over the years,
have led to a new focus on '1'1-11 good citizenship. In a recent survey, the Chronicle of Philanthropy found that 16
percent of companies were making more donations of products and services and that 54 percent of companies were
encouraging more employees to volunteer their time. J1 Companies are learning (sometimes the hard way) that being
socially responsible both domestically and abroad can not only help them avoid lawsuits but also improve their
earnings. For example, researchers at the Boston College's Center for Corporate Citizenship found that as a company's
reputation improved, so did the percentage increase in the number of people who would recommend that firm. Nearly
two-thirds of the members of the 80-million strong millennial generation (people born in the 1980s and 1990s)
consider a company's social reputation when deciding where to shop, and 9 out of 10 of them say they would switch
brands based on their perceptions of a company's commitment to social responsibility.12 Moreover, prospective
workers are saying corporate responsibility is now more important to their job selection. Sustainability is closely
related to corporate social responsibility. Sustainability refers to a company's ability to produce a good or service
without damaging the environment or depleting a resource.
Challenge 4: Advancing HRM with Technology

Advancements in information technology have enabled organizations or take advantage of the information
explosion. Computer networks and "cloud computing" (Internet computer services and data storage) have made it
possible for nearly unlimited amounts of data to be stored, retrieved, and used in a wide variety of ways. that allows
workers anywhere anytime to interface and share information with one another electronically-wikis, document-
sharing platforms such as Google Docs, online chat and instant messaging, web and video conferencing, and
electronic calendar systems-have changed how and where people and companies do business. For example, Boeing
Satellite Systems has a “lessons learned" site on its intranet where people from all areas of the company can store
the knowledge they have and others can access it.
 From Touch Labor to Knowledge Workers

 Influence of Technology on HRM
 Productivity Enhancements
 Employee Leasing
Challenge 5: Responding to the Demographic and Diversity Challenges of the

Workforce
Almost half of organizations reported that the biggest investment challenge facing organizations over the next ten
years is obtaining human capital and optimizing their human capital investments.41 Why is this so? Changes in the
demographic makeup of employees, such as their ages, education levels, and ethnicities.
Challenge 6: Organizational Diversity and Transferable Competences

An important element of such influence on the part of an organization is the promotion and development of
employees’ competences which form the key to acceptance of diversity and to inclusion of individuals into a singular
employee group, and thus – potentially – contribute to increase of work productivity. A failure of numerous training
programs, which only too often lead to counter-productive results, and thus to increase of discrimination, confusion
within organizational structure, lowering of morale or a tendency for leaving the organization. These suggest a need
to focus on specific competences which will translate into an acceptance for diversity, such a sense of self-efficacy, or
the abilities conditioning citizenship attitudes, instead of attempts at a thorough change of employees’ mentality. It
seems, thus, that in order for diversity to become an added value, activities ought to develop, via training programs
and other educational activities, only a certain group of employee competences.
 Transferable Competences as a Key to Diversity
Challenge 7: Development of Diversity-Oriented Competences

Supporting diversity in organization is one of the important goals in the human resources management context
Designingadequateformsandmethodsofdevelopmentofdiversityorientedcompetencesrequiresappropriatefactualkno
wledgeandmethodicalbackground,duetowhichitwillbecomepossibletofitparticular training to the needs of people
employed in a diverse professional environment, of persons who manage such teams and, more broadly – to fit them
to the goals, missions and visions of a company oriented at creating effective organizational diversity.
 Goals, Forms and Methods of Developing Diversity-Oriented Competences

 Ethnic and Racial Diversity in the Workforce
 Age Distribution of the Workforce
 Gender Distribution of the Workforce
Challenge 8: Adapting to Educational and Cultural Shifts Affecting the

Workforce
 Cultural and Societal Changes Affecting the Workforce
 Employee Rights
 Changing Attitudes toward Work
 Balancing Work and Family
Superior University Depalpur.
Assignment on:
Human Resource Management.
Assignment Topic:
Challenges of HRM.
Submitted To:
Miss Shaeen
Submitted By:
M.Ahmad
Roll No:
01

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Challenges and Human Resources Management.

Challenge 1: Responding Strategically to Changes membership information, in

Challenge 2: Competing, Recruiting, and Staffing Globally.

Challenge 4: Advancing HRM with Technology

 From Touch Labor to Knowledge Workers

Challenge 5: Responding to the Demographic and Diversity Challenges of the

Challenge 6: Organizational Diversity and Transferable Competences

 Transferable Competences as a Key to Diversity

Challenge 7: Development of Diversity-Oriented Competences

 Goals, Forms and Methods of Developing Diversity-Oriented Competences

Challenge 8: Adapting to Educational and Cultural Shifts Affecting the

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