Trends set to impact HR over the next five years

With increasing disruption in the workplace, it is expected to see higher growth than the labour workforce broadly. Personnel across various sectors are undergoing important operational and technological changes to the way in which they basically work. It leaves high pressure in HR professionals across the globe, making them force to increase engagement with their likely talent and employees. As per the research based in Deloitte Economics, over the next five years, there will be high demand of skilled HR personnel and one of the critical driver of demand for skills and qualifications is the important technological change rising from machine learning and artificial intelligence.

The next trend is the ethical business practice where HR professionals need to consider the increasing awareness of professional ethics and corporate responsibility in relation to driving growth in the HR sector. There will be an increasing pressure from all side to human professionals to direct changes towards enterprise professionals, governance and employment law. Changing tools and resources is the next trend and this required HR professionals to be aware of emerging digital tools that can lead to impact HR functions which can be stated as the key to improving the employee experience with the application of data analytics to improve employee retention and engagement (Ulrich et al, 2012). At last, Generation Z will represent more of the workforce and this can be challenging for the organisations as they tend to be highly digitally focused and also they may be more risk-averse than the millennial generation who often view the world with ‘rose-tinted glasses’. Hence these are some trends set to impact HR over the next few years. While they are not new, they are going to increase in prominence in relation to forthcoming year and may well have important implications for the businesses (David, 2015).

Experience Doesn’t Predict new hire’s Success

Various organisations are not weighting prior work experience greatly, however, it is still a factor in a lot of EA hiring processes. In addition, even after providing training and coaching to the employees, it is experienced that there is no correlation with earlier employers and retention or the like hood that an individual would stick with his or new business firm. Organisations can measure this in two ways like with employer evaluations like yearly reviews or more goals, quantifiable metrics. In addition, there is also one way to evaluate experience with the number of jobs one held, tenure at an individual previous employers, annual time of total work, whether or the person has previously worked in an identical role. Such evaluation will state that whether an applicant owns understanding however, not about the attribute or importance of that experience, and this can be perceived to be more bearing on performance.

Organisation HR management also looks for candidates with experience as there is a belief that those people have developed the necessary skills and knowledge there and they also understand that the applicant may have done certain types of work with having a particularly needed personality attributes. However, it is recommended that employer should focus on the skills, knowledge and capabilities straightly rather than giving priority to education or experience as a proxy (Bridgstock, 2009).

However, most of the times, it also depends upon job and the organisation and requires support of various leaders within the organisation to come across effective direction.

Does IHRM need to acknowledge business ethics

The ethical issues discourse of today has resulted in a rising pressure to various organisations while demonstrating that they will follow sustainable and responsible corporate practices. In today’s competitive environment, internal human resource management is an interactive combination of human resource and ethical practices. It is important for IHRM to enhance ethics value of enterprise human resource required to take the protection development of human resource as a principle and also setting up correct training ethics view. There is also needs support from the government to strengthen the protection of employees and increase the responsibility and risk of organisation illegal ethics morale if have.

Sometimes, interaction between organisations and local bureaucracies opens the way for unethical practices such as bribes payment and in order to move such things in the right direction, the organisation required to integrate IHRM practice with ethical standards.

From future perspectives, the reason for rapid development of international human resource management (IHRM) in the past decade, as well as IHRM issues, also has been increased in number of organisations and with increase in pressure, stakeholders also get concern for effective and ethical use of all resources (Lengnick-Hall et al, 2011). Some of the ethical issues may include race discrimination in hiring, compensation or job placement, use of child labour or offering of unsafe working environment.

Therefore, it can be said that IHRM practices must be synchronised with business ethics and corporate principles in order to retain competent employees while coordination with other departments.

Why you need to give up on traditional performance management?

Traditional performance management is a practice that emphasizes negatives over positive and where there are not any alternative presents to the human resource. The top-most reason to shift from traditional performance management is to create an agile, involved and dedicated workforce towards personal development and careers. In this rapidly changing environment, organisation that does not keep pace with innovations will fall behind the competition and it is difficult to find, recruit, engage and retain top employees.  It is also stated that traditional methods often produce net-negative results where individuals are found to be biased in their assumptions and redesigning performance management has directly increased employee engagement for 90 per cent of organisations (bonus.ly, 2019). By understanding and functioning to meet the expectations and needs of current workforce, modern strategies in performance management can effectively enhance the return on investment.

In addition, modern performance management also includes various positive approaches to help employees, managers and organisation to meet their objectives. When using strategically, these can also be known as fuel to innovation while keeping business moving forward (Gruman & Saks, 2011). However, sometimes employee resists to adapt with modern performance management and therefore, this become priority to management to make aware of positive benefits with having a greater impact on overall organisations.

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