Business leaders need to be aware of the trends that will impact the operating environment in the future.

Trends offer clues about how the operating environment will change. Understanding these shifts will allow smart CEO's and managers to adapt and thrive. This is especially true in the area of Human esources management since people are one of the most important resources to any enterprise. Here are five common trends in Human esources management that business leaders will want to watch! Leveraging Technology Technology is ubi"uitous. #hether you are in the industriali$ed world or developing mar%ets& a growing number of people are connecting with mobile devices li%e smart cell phones and very portable computers li%e 'pple's i(ad. This allows people to communicate across traditional boundaries within companies or e)ternally across the world. They have instant access to information and to people. *mart CEO's are thin%ing about ways to leverage this technology e)plosion. +any are already e)perimenting with virtual teams& non,traditional wor%places& and flatter corporate structures. How will your company leverage technology- 're there ways to connect more effectively with co, wor%ers& customers& or investors- Can access to information help to run the company more effectively- Have you identified what information is important to your success and how it should be shared- #ill you use an enterprise platform li%e *'( or (eoplesoft& or will you simply use basic services li%e email and the .nternet- *o& the basic "uestion from a human resource perspective is how to use technology to connect people and information to your advantage. .f you are not thin%ing about all of this& rest assured that your competitors are already e)perimenting with the new technologies. +a%e sure that you don't get left in the dust. Global Marketplace 's demonstrated during the recent downturn& worldwide economic activity is more interdependent than it ever has been in the past. 'lthough trade has crossed borders even before the *il% oad was traveled by +arco (olo& in today's global mar%etplace what happens in one country usually has a dramatic impact in another. The largest economies li%e the U*& China& /apan& and Europe are so interdependent that their leaders meet periodically at the 0,12 summits to discuss issues of mutual interest and common strategies. *maller countries that were formerly called third,world countries are now called emerging mar%ets because they have the most robust growth. .t is now also possible to do business across borders more easily using global transportation services li%e 3H4& 5edE)& and U(*. Even small businesses have the opportunity to compete or buy supplies from outside their local mar%etplace. This is a growing trend and much of the growth will be outside of the developed countries. *o& how is your company positioned to participate in this growth- Can you tap into new mar%ets or find suppliers or contract wor%ers at lower cost- Can you partner with other businesses or agencies in different mar%ets at home or abroad- .f you are loo%ing for new customers& pro6ect wor%ers or new opportunities& then it only ma%es sense to thin% about strategies that would allow your company to participate in the global economy. How can your company tap into the growth in the emerging mar%ets- +ore specifically from an human resources

perspective& can you leverage contract wor%ers for pro6ects or support staff- #hile this may not be feasible for every business& it might be more viable than you thin%. #or%ers who do their 6ob primarily at a computer can do this 6ust as well in another state or country. This is especially true if you have the right technology platforms or use cloud computing. #hile there are security& cultural& and other issues to address& don't let the opportunities pass you by 6ust because you haven't thought globally about your business in the past. The future is a global mar%etplace. Thin% globally. Rising Costs of Benefits .n the United *tates& health care and benefit costs generally have been rising at an unsustainable rate. ecent federal health care legislation may address some issues7 however& it is still very li%ely that the costs will continue to rise. Thus& companies will be loo%ing to shift the burden for the costs of benefits. *ome of this will be shifted to the government& some will be shifted to wor%ers& and still other benefits will 6ust be cut because they are no longer affordable. +any companies have already cut their defined benefits pensions and retirement programs. Others have modified them to lower matching contributions when they aren't ma%ing a profit. Others have shifted their health insurance to high,deductible plans which offer lower premiums& but also re"uire wor%ers to pic% up much of the basic cost even when they use health savings accounts. Thus the trend for many companies is to be more frugal with employee benefit offerings7 however& other companies will use their enhanced benefit programs as a recruiting tool to attract the top talent in their industry. *o each company must analy$e their benefits in relation to their overall strategy to attract and retain talent for their firm while balancing the overall costs of the programs. 8ou must be able to answer the basic "uestion& 9#hat is our compensation and benefits philosophy and how does if fit into our overall business strategyFlexible Workplace The wor%places in the future will be more fle)ible. Once again& technology might be one of the driving considerations that ma%es this possible7 however it is not the only factor. 8ounger generations are not only more accustomed to being treated differently& but in some cases demand that employers are fle)ible so that they can balance wor%,life issues. Unless there is a compelling reason for wor%ers to be on site during certain hours& such as a doctor in an emergency room or a shift manager at a manufacturing facility& then employers should thin% about how they can be more fle)ible in their wor%places. 'llowing wor%ers to tele,commute has both disadvantages as well as advantages& so there is not a simple right or wrong answer for every company. However& ma%e no mista%e7 some companies are wor%ing through these issues right now so that they can offer fle)ibility for their employees that compliments their business strategies. This will be their %ey to attracting top talent. Demographics

3emographics are definitely changing. .n the United *tates where there is a tradition of immigration& there is a shift from the traditional white,male dominated wor%place to a multi,cultural environment. This is happening at all levels from line,wor%ers to management. 'dditionally& women will brea% through the 9glass ceiling9 and rise to more senior management ran%s. Beyond ethnic and gender considerations& age is also li%ely to play into the e"uation of wor%force planning. +any leadership and managerial positions are now occupied by aging 9baby,boomers9 who will be retiring over the ne)t five to ten years. This will open up new opportunities for younger wor%ers& but only if they are prepared. On the other hand& some older wor%ers will be wor%ing well past retirement age either because they haven't saved for retirement or because they will be retained as critical employees due to their 6ob e)perience. They might be willing to stay if their employer offers some fle)ibility li%e 6ob sharing or a four,day wor% wee%. Outside of the U*& industriali$ed nations will also need to deal with aging populations while the emerging countries will have younger wor%ers who are eager to share in a more affluent lifestyle. Thus& CEO's and H managers are thin%ing about ways that their wor%force will change in the ne)t few years. #ill you have "ualified leaders to replace aging baby, boomers- #ill you need to train younger wor%ers to transfer the institutional %nowledge that is currently retained by your more e)perienced staff- How will your company ta%e advantage of shifts to a more diverse wor%force- These are all very important "uestions that must have an answer if your firm is going to thrive in the future. 4oo%ing into the future is hard to do& especially in the 1:st Century& but trends offer some clues. #e live in a more comple) and interconnect world. Events in one part of the world are "uic%ly news everywhere over the internet& cable T; and mobile phones. 'lthough it is an e)aggeration to say that the gentle flutter from a butterfly's wing in 'sia can result in a hurricane on the other side of the globe& we see the far reaching effects from events in one place to other regions that would not have %nown about them in the past. Thus& it is important to loo% for trends that will impact our world. .f you can capitali$e on the changes that result from the trends& then you can prepare to either ta%e advantage of them or minimi$e their harmful impact. These five trends in human resources trends are already impacting the way we do business. They will definitely continue to impact our world& and it is up to you to figure out how to leverage them to your advantage.