THE TRENDS SHAPING HUMAN RESOURCE

MANAGEMENT
 THE TRENDS SHAPING HUMAN RESOURCE
MANAGEMENT
1. Technological Advances: Technology dramatically changed how human
resource managers do their jobs.

• Employers can access candidates via Facebook (this provides

a seamless way to recruit and promote job listings
from Facebook) and Job boards (an online
service that employers use to advertise jobs. A job board is a
website providing online employment platform.)
• HR portals, usually hosted on a company's intranet, provide
employees with a single access point to HR information. They
let employees, managers, and executives interactively access
and modify selected HR information
 THE TRENDS SHAPING HUMAN RESOURCE
MANAGEMENT

2. Globalization and Competition trends :

Globalization refers to the tendency of firms to extend their sales, ownership,

and/or manufacturing to new markets abroad.

More globalization means more competition, and more competition means

more pressure to be ‘world class’ to lower costs, to make employees more
productive, and to do things better. This can require offshoring, new
trainings, pay practices, etc.
 THE TRENDS SHAPING HUMAN RESOURCE
MANAGEMENT

3. Trends in the nature of work:

Technology has affected how people work, and therefore impacts the skills
and training today's workers need
• High Tech jobs require training.
• Service Jobs : In America and much of Europe, manufacturing jobs
are down and service jobs up. Higher productivity enables
manufacturers to produce more with fewer workers. Just-in-time
manufacturing techniques link daily manufacturing schedules more
precisely to customer demand, squeezing waste out of the system and
reducing inventory needs.
 THE TRENDS SHAPING HUMAN RESOURCE
MANAGEMENT

• Knowledge work and Human Capital:

In general, jobs require more education and more skills. For example,
we saw that due to automation even manufacturing jobs require more
reading, math, and communication skills.
For employers this means relying more on knowledge workers and
therefore on human capital (refers to the knowledge, skills, and
abilities of a firm's workers). Human resource managers now list
critical thinking/problem solving and information technology
application as the two skills most likely to increase in importance over
the next few years.
 THE TRENDS SHAPING HUMAN RESOURCE
MANAGEMENT
4. Demographics and work force trends:
• Demographic trends makes finding and hiring employees more challenging.
• Generation Y: Many younger workers may have different work values than
did their parents. They focus on work-life balance and require quick
feedback and recognition. They seek out creative challenges and aim to
work faster and better than other workers.
• At the same time, work is shifting to nontraditional workers. Nontraditional
workers are those who hold multiple jobs, or who are temporary or part-
time workers, or independent contractors who work on specific projects and
move on once they complete the projects. Co-working sites are springing
up. These offer freelance workers and consultants office space and access to
office equipment (and the opportunity to interact with other independents)
for several hundred dollars per month.
 THE TRENDS SHAPING HUMAN RESOURCE
MANAGEMENT

5. Economic challenges and trends:

Economic challenges: Ever-rising inflation, increasing unemployment,

shrinking GDP and diminishing exports.

The challenging times mean that for the foreseeable future and even well
after things turn positive-employers will be more frugal and creative in
managing their human resources than perhaps they've been in the past.
STRATEGIC HUMAN RESOURCE MANAGEMENT
 STRATEGIC HUMAN RESOURCE MANAGEMENT

• Formulating and executing human resource policies and practices that produce
the employee competencies and behaviors the company needs to achieve its
strategic aims is known as SHRM.

• Check the firm's strategic aims pinpoint the employee behaviors and skills
we need to achieve these strategic aims Decide what HR policies and
practices will enable us to produce these necessary employee behaviors and
skills.