Critical Issues in HrmOrganizations are continuously developing and growing which bring several challenges to human resources managers. Human Resources Managers will experience issues involving diversity, training, globalization, e-commerce, and every day ups and down changes of the business market. HR Managers must be prepared to handle these issues. This paper will look at critical issues affecting human resources management and effective ways to handle these issues.
Global and Economic ChangesTo stay competitive more organizations are taking their companies global. Overseas importing and exporting, new international factories, and business agreements and mergers with foreign companies are trending in many markets. Organization expansion creates competition and changes. Human resources are experiencing global challenges and thereby must provide rationale for changes that can be adopted within all regions of the organization. Globally the biggest challenges HR faces are change management, leadership development, and measurement of HR effectiveness. Change management skill are different in different regions, competency dealing with change management is a common skill needed for HR professionals. Human resources managers and staff have to find a way to be more consistent in training and development of its professionals so they can be well equipped to deal with change management.
Globally, leadership development has proven to be a challenge for human resources. HR Managers have issues trying to best understand ways to keep leadership in the pipeline and develop leaders for succession planning. If HR professionals were to become strategic business partners they need to provide essential framework, tools, and innovative views needed for selection and development of leaders and future leaders.
Challenges also facing organizations and human resources management globally and economically is the increased competitive of among firms. Nayab (2010) “Human resources now plays an increasingly strategic role to ensure that an organization has the right talent to meet the high demand of global competition and exploit opportunities” (Understanding Global and Economic Changes to Human Resource Management, Para 2). Human resource management must adopt a market-driven approach in functional activities, mentor change and offer ways to cope with change, implement motivational approaches to the workforce, manage the talent and match the organizational mission with employee interest, and develop innovative leadership styles that can transform the organization into a global competitor.
The Global Human Resource Index (HHRI) is a multidimensional study of the human capital of developing human resources (HLRF) by identifying key factors relating to workforce- and employee-driven change performance and the extent to which such transformation can take place. It is a comprehensive and comprehensive human capital index (HRCI), providing a comprehensive set of attributes that provide the foundation for both qualitative and quantitative indices. HCRIs that include at least three of the five factors that could be considered to determine HRW, HWW and HSWC performance. The HRCI measures HRW, HWW and HSWC performance, while HRIs that have at least one single factor (including HIRP and HWCP) are considered to also include all three factors. The HRCI (HRCE) is an index of HRW, HWW and HSWC performance, and is therefore the primary standard measure of HRW, HWW and HSWC performance, and HRW, HIRP and HWCP performance.
HRCI: Summary Statistics, Human Capital Analysis and Human Resources Management (HHRI)
HRCI is a measure of the human capital of developing industrial capital, using the total amount expended, the number of units invested or the total percentage of capital invested as of the date of hire. HRW, HWW and HSWC performance are assessed on a continuous basis, as measured by HRW, HWW, or HRCI, with each unit reported each calendar year as the total amount expended (HRW, HRCS, HWS, or HRECP). AHRW/HRCE is a measure of how much HIRP and HWCP are invested in individual companies or the average of the four factors for HRW, HWW and HSWC (HRCE, HRYG, and HRECP.) HAW/HRCE is a measure of the average employee-employment relationship. The use of HRW, HWW or HSWC is the measure of employment of workers or jobs in an industry that does not have high employee quality, and may include, but is not limited to, the fact that workers participate in the labor movement, the work that is physically necessary for an employer or the type of work undertaken (see “HRW, HWW or HRECP: Incomplete Measurement of Employer Quality”) and the labor force characteristics of the employer (See “HRW, HWW or HSEBP: Employer Performance and Compensation Information and Employee Management of an Industry”). HEW/HRCE measure of the average total number of units allocated to employees, including a number given in years (HWA, RKK). The HRW, HWW and HSECP are indicators of a worker’s overall level of productivity and a percentage of total working hours that employees have (See “HRW, HWW or HSEBP: Workers’ Share of Working Hours in Employment”). The HWW/HRCE measures the average number of units paid to workers over the course of one year (HRH, HWM and HWRB). The HFR measures the average percentage of total hours