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Challengesof

HUMAN

RESOURCESMANAGEMENTS

To be more significant,HR must become more

professional.

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introduction

With the increase in competition, locally orglobally, organizations must become moreadaptable, resilient, agile, and customer-focused to succeed. And within this change

in environment, the HR professional has toevolve to become a strategic partner, anemployee sponsor or advocate, and a changementor within the organization. In order tosucceed, HR must be a business driven

function with a thorough understanding ofthe organizations big picture and be able toinfluence key decisions and policies

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In general

The focus oftodays HR Manager is on strategic personnel

retention and talents development. HR professionals will

be coaches, counselors, mentors, and succession plannersto help motivate organizations members and their loyalty.

The HR manager will also promote and fight for values,

ethics, beliefs, and spirituality within their organizations,

especially in the management of workplace diversity.

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Workplace Diversity Dimensions of workplace diversity include, but are not

limited to: age, ethnicity, ancestry, gender, physicalabilities/qualities, race, sexual orientation, educationalbackground, geographic location, income, marital status,

military experience, religious beliefs, parental status, andwork experience.

With the mixture of talents of diverse culturalbackgrounds, genders, ages and lifestyles, an organizationcan respond to business opportunities more rapidly andcreatively, especially in the global arena.

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The Challenges ofWorkplace Diversity IGNORANCE OF LOCAL TALENT .

MANAGING DIVERSITY IS A TUFF TASK .

POTENTIAL SOURCE OF CONFLICT .

DELAY IN DECISION MAKING .

COMMUNICATION DISTORTIONS

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The Management ofWorkplace Diversity there are severalbest practices that a HR manager can adopt in

ensuring effective management ofworkplace diversity in

order to attain organizational goals. They are:

Planning a Mentoring Program

Organizing Talents Strategically

Leading the Talk

Control and Measure Results

Motivational Approaches

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Challenges of new technology

Advanced technology has tended to reduce thenumber of jobs that require little skill and toincrease the number of jobs that requireconsiderable skill, a shift we refer to as moving from

touch labour to knowledge work. This displacessome employees and requires that others beretrained. In addition, information technology hasinfluenced HRM through human resources

information systems (HRIS) that streamline theprocessing of data and make employee informationmore readily available to managers.

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Challenges of managing change

Both proactive and reactive change initiatives

require HR managers to work with line

managers and executives to create a vision for

the future, establish an architecture that

enables change, and communicate with

employees about the processes of change

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Challenges of developing human

capital

In order to "compete through people"organizations have to do a good job of managinghuman capital the knowledge, skills, andcapabilities that have value to organizations.

Managers must develop strategies for identifying,recruiting, and hiring the best talent available;developing these employees in ways that arefirm-specific; helping them to generate new ideas

and generalize them through the company;encouraging information sharing; and rewardingcollaboration and teamwork.

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Market Challenges

In order to respond to customer needs better,faster, and more cheaply, organizations haveinstituted total-quality management (TQM)

and reengineering programs. Each of theseprograms requires that HR be involved inchanging work processes, training, job design,compensation, and the like. HR issues also

arise when communicating with employeesabout the new work systems, just as with anychange initiative.

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The Partnership of line managers and

HR In working with line managers to address the organization's

challenges, HR managers play a number of important roles; theyare called on for advice and counsel for various serviceactivities, for policy formulation and implementation, and foremployee advocacy. To perform these roles effectively, HR

managers must contribute business competencies, state-of-the-art HR competencies, and change-management competencies.Ultimately, managing people is rarely the exclusive responsibilityof the HR function. Every manager's job is managing people,and successful companies are those that combine the expertiseof HR specialists with the experience of line managers to

develop and utilize the talents of employees to their greatestpotential.

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CONCLUSION

The role of the HR manager must parallel theneeds of the changing organization. Successfulorganizations are becoming more adaptable,

resilient, quick to change directions, andcustomer-centered. Within this environment,the HR professional must learn how to manageeffectively through planning, organizing, leading

and controlling the human resource and beknowledgeable of emerging trends in trainingand employee development.