conversion of hrm challenges into opportunities

7/23/2019 Conversion of HRM Challenges Into Opportunities

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Challenges:The literal context of word Challenge is:

An invitation to compete with or take part in any argument.

In routine life, challenge is actually considered in terms of checking ones determination. If one

is strongly committed to his/her work, he will gladly accet the challenge.

Concept of Challenges in context of Human Resource Management:

!uman "esource #anagement is actually concerned with the detection of eminent workforce

and then aoints this $alua%le asset on the most aroriate ositions in the organi&ations to get

the assigned task accomlished successfully. 'ut the manager or the leader has to face many

hurdles in a$ement of aointing the workforce and then letting this workforce meet the

challenges and go through them successfully instead of %ecoming a $ictim of these articulars.

Human Resource Challenges:

(lmost all sectors whether they are related to %usiness field or not, ha$e to face some sort of

challenges and these challenges may hinder their otential to do a articular task. )ow it deends

uon the workforce that how they deal with these challenges. *ither they %ecome $ictim of the

hurdles or face them %oldly and comel them to %e used as oortunities to exlore the world.

+ollowing are some of common challenges faced %y !uman "esource #anagers:

orklace -i$ersity.

(ligning technology %est ractices to glo%al management strategy.

(doting a 'ottomine 0riented (roach

*nsuring *mloyee 1ometence

#anaging 1hange

!" as a uni2ue source of cometiti$e ad$antage:

+lexi%ility:

1ororate 3ocial "esonsi%ility:

Conversion of challenges into opportunities:

Irresecti$e of the articular sector of life, in which one is dealing, e$ery%ody has to face

the challenges and rest is u to us that how we deal with them4 hether we let them

dominate o$er us to render them recessi$e o$er our efforts and &eal to accomlish tasks

successfully.


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!" managers are facing many challenges in resent %usiness scenario like 5lo%ali&ation

workforce di$ersity, technological ad$ances and changes in olitical and legal

en$ironment, change in information technology etc. (ll these challenges increase the

ressure on !" managers to attract, retain and nurture talented emloyee. !"

6rofessionals cant ignore these challenges rather they ought to %e line to design and

execute inno$ati$e mechanisms of de$eloing skills and cometencies of human

resources to reare them to not only accet the emerging challenges %ut also con$ert

them into oortunities.

1. WR!"#AC$ %&'$R(&)*:

(ccording to Thomas 7899;, orklace di$ersity has following dimensions:

(ge, "acial di$ersity, gender, ethnicity, geograhical locations, religious %eliefs, arental status

and work exerience.

To a$e the ath of success for any organi&ation, it is necessary that its workforce should %e

roerly managed. It is the cardinal resonsi%ility of !" manager to manage the di$erse %ody of

human talent and extract inno$ati$e ideas from their creati$e mentalities and render those ideas

ractically alica%le to enhance efficiency of the organi&ation. This is the way, workforce could

%e considered as $alua%le asset for any organi&ation.

'ut in organi&ations, like multinational comanies, their managers may face the ro%lem to deal

the workers who ha$e di$ersified origin as their way of li$ing as well as doing work,their %eliefs,

thoughts and ersecti$e of exosure to the world $ary greatly. 3o if !" manager cannot comly

the exectations of all of these emloyees, and fail to ro$ide them desired working

en$ironment, they may switch from the organi&ation and in this case, we will %e gi$ing our asset

and cometiti$e ad$antage to our cometitors.

'ut this challenge can ro$e to %e one of eminent oortunity for %enefit maximi&ation if

creati$e ideas and di$ersified skills of the emloyees ha$ing different attri%utes are aroriately

managed. It is on the art of !" manager that how he turns his di$ersified emloyees into one of

most effecti$e and $alua%le asset %y tying whole workforce into one unit irresecti$e of their

ersonal, racial and likewise differences.

+. A#&,H-&-, )$CH-#,* $() "RAC)&C$( ) ,#A#

MA-A,$M$-) ()RA)$,*:

Technology is ad$ancing worldwide with the assage of time, so to coe u with the

accelerating rate of ad$ancement, e$eryone should ha$e to readily adat these moderations and

technological modifications as well as its aroriate understanding and usage is cardinal asect

for generating %enefits.

*$ery inno$ation or ad$ancement in technology is itself a challenge for the workforce as well as

an oortunity. ( 1hallenge, in the context that, already existing workforce is used to

accomlish assigned tasks in a redefined way %ut with the ad$ent of any new ractice,


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emloyees ha$e to change their working rograms. It may %e a challenge for them to coe u

with the inno$ations and to de$iate from the usual way of doing work.

)ow it is the resonsi%ility of !uman "esource manager to lead his emloyees efficiently and to

ena%le them to face the situations that seem as difficulties for them %ecause they do not ha$e that

much information a%out the technology and to ha$e cometiti$e ad$antage, they ha$e to adat

e$ery new techni2ue as well.

To kee the entity in the stream of rogress, !" manager should train the emloyees and gi$e

them comlete information a%out how to do work in ad$anced worklace. (s the emloyees

themsel$es are hardworking and the training acti$ities comly with their selfassertion towards

work, that collecti$ely, will change the challenge of ad$ancement in technologies into

oortunity as the workforce has adated new ways of accomlishing tasks.

uality #anagement and the like lay a ma=or role in thisregard.

. $nsuring $mployee CompetenceThe traditional aroach to e2uiing emloyees to fulfill organi&ational re2uirements entailed

training and de$elomental inter$entions. The scoe of training and de$eloment has undergonemuch change in recent times noted for high la%or mo%ility. !uman resources deartments need

to %alance the cost of training with the reality of such emloyees 2uitting %efore the organi&ation

reali&es the in$estment from the training inter$ention. 0rgani&ations also gi$e increasing

reference to talent management o$er training.

The dimensions of !" challenges in this regard include:


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understanding the emloyees innate skills and cometencies and ro$iding emloyees

with oortunities to aly these skills for the %enefit of the organi&ation

skill enhancement of the workforce to romote adata%ility, resilience, and agility

adoting a market dri$en aroach

2. Managing Change

1hange is the only constant in todays %usiness en$ironment, forcing organi&ations to kee ace

with such changes constantly and raidly to exloit new oortunities. 1hange takes the shae of

organi&ational restructuring, mergers and ac2uisitions, right si&ing, imlementing outsourcing,

ro$iding telecommuting oortunities for emloyees,and the like. +ocused change inter$ention

increases roducti$ity, imro$es organi&ational communications, imro$es rocess efficiency,

imro$e 2uality, and raises emloyee morale.

The challenges related to change for human resource management include:

heling emloyees o$ercome resistance to change %y con$incing them a%out the %igger

icture

ro$ide leadershi for the change rocesses

ensuring sta%ility of systems and rocesses during the change rocess

*2uiing emloyees to deal with the changed realities.

3. HR as a uni4ue source of competitive a/vantage: "ecent theoretical work in %usiness strategy has gi$en a %oost to the imortance of !" in

generating continual cometiti$e ad$antage. (ccording to the resource%ased $ie$ir of

the firm 7e.g., 'arney, 89?@, 8998, 899A;, firms can de$elo sustained cometiti$e

ad$antage only %y creating $alue in a way that is rare and difficult for cometitors to

relicate. (lthough traditional sources of cometiti$e ad$antage such as natural

resources, technology, economies of scale, and so forth, create $alue, the resource%ased

argument is that these sources are increasingly easy to imitate, esecially in comarison

to a comlex social structure such as an emloyment system. If that is 30, human

resource strategies may %e an esecially imortant source of sustained cometiti$e

ad$antage 7adoB ilson, 899CD 6feffer, 899CD right B #c#ahan, 899;.

5. 6lexi7ility:

(s increase in trends of glo%ali&ation and di$ersity, organi&ations are forced to %e more flexi%le

and adata%le. #any of the ri$ate sector organi&ations are working internationally or glo%ally

and so they ha$e to em%race di$ersity in their workforce and to coe u with these challenges,

the !" deartment of the organi&ation needs to %e more flexi%le and de$elo a wider range of

skills and strategies. 0ne of the most imortant factors of worklace changes that increased

organi&ational flexi%ility is the workforce di$ersity. (s di$ersity increases, it tends to increase

organi&ational flexi%ility. 6ri$ate sector organi&ations ha$e shown +lexi%ility in their structure,
http://www.brighthub.com/office/home/articles/68833.aspxhttp://www.brighthub.com/office/home/articles/68833.aspxhttp://www.brighthub.com/office/home/articles/68833.aspx


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olicies, strategies and work attern etc. in many ways like they allow their workers to do work

in $arying arrangements including flexi%le timing and ayment schedules etc. 3ome of the

ri$ate sector organi&ation now treats their workers as indeendent consultants rather than

traditional emloyees hence allowing them to work through telecommuting etc.

3o this shows that with changing trends ri$ate sector is changing its structure from traditional

one to a more flexi%le and cooerati$e one. This strategy will hel the organi&ation to flourish,

and will aid to create such an image of organi&ation, that ro$ides its emloyees with all sort of

indeendence and flexi%ility on the =o% and off the =o%. It has %een noticed that

emloyees/workers, in the currently assing era are looking for such organi&ations where they

can erform their tasks without any %oundaries and structural hindrances.

8. Corporate (ocial Responsi7ility:

1ororate 3ocial "esonsi%ility refers to a %usiness ractice that in$ol$es articiating in

initiati$es that ro$ides %enefit to the society. !" managers lay a $ery imortant role in o$erall

de$eloment of the societies they are not only resonsi%le for creating =o%s and growth, instead,

go$ernment as well as ri$ate sector organi&ations owe resonsi%ility for well%eing of society

and their roserity. )owadays, due to ad$ancement in communication channels and

glo%ali&ation, local and international enterrises are aying great attention to 13" of comanies.

6u%lic and nonrofit organi&ations had this cometiti$e edge on ri$ate sector that they aid

more attention towards 13" %ut now ri$ate comanies are more socially aware, resonsi%le and

em%edded in organi&ational culture. To %e more resonsi%le socially hels ri$ate sector

organi&ations in attracting and recruiting more cometent and high 2uality candidates as

graduates are now showing interest in 13" of the organi&ation along with comensation andother %enefits ro$ided %y it.

3o for the urose of %eing more socially aware and resonsi%le !" deartment or the

organi&ation should de$elo a 13" deartment to imlement 13" olicies and lans more

effecti$ely. 0ne of the cororate social resonsi%ilities that the ri$ate sector should adot is

$thical #a7or "ractices.

It in$ol$es the ractices of treating emloyees fairly and ethically and it is esecially imortant

for the organi&ations that are oerating internationally. This will also hel organi&ation in ha$ingmore skilled, resonsi%le and socially aware human resource.

'y treating emloyees fairly and ethically, comanies can also demonstrate their cororate social

resonsi%ility. This is esecially true of %usiness that oerates in international locations with

la%or laws that differ from those in the Enited 3tates.


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Conclusion:

(s it is the first and foremost task of !" to %uild strong and effecti$e organi&ational structure so

for this urose organi&ation hires skilled emloyees who ade2uately %ring their caa%ilities into

ractical utili&ation. It is said that it is the human asset not the fixed asset that will make the difference

for successful organi&ation.!" management is the one who ha$e the caacity to face the challenges

and con$ert those challenges into oortunities %y encouraging and moti$ating workforce to

comete and sur$i$e in an oen en$ironment.

Reference:

'ecker, '., B5erhart, '. 7899@;. The imact of human resource management on organi&ational

erformance: 6rogress and rosects.Academy of management journal, 397C;, FF9?G8.

'aird, ., B#eshoulam, I. 789??;. #anaging two fits of strategic human resource management.

Academy of Management review, 1378;, 88@8?.

*ncycloedia of 'usiness, . e. 7n.d.;. Refrence for Business. "etrie$ed from "efrence for

'usiness.

#aes, T. 7G8

conversion of hrm challenges into opportunities

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