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Abstract
The challenges of HR managers today is to recognise talent and nurture the same carefully and
achieve significant productivity gains over a period of time. The enterprise is nothing but people.
The role of HR manager is shifting from a protector and screener to the planner and change
agent. In present day competitive worlds, highly trained and committed employees are often a
firm’s best bet. In this research paper i will be discuss about the challenges faced by the
organizations and HR professionals. HR professionals can help an organization select and train
employees for emerging roles. Only people who are involved and intelligent can make a
difference. In future, the principal issues will be how the HRM function can transform its
outlook from a traditional to a modern one. Increasing globalization and technological revolution
have been identified as two primary factors that create a new competitive landscape.
Keywords : HRM, Changing Role of HRM, Challenges of HRM in modern era, Workforce
Diversity, Way to overcome the challenges.
INTRODUCTION
specialization through division of labours. Organization design and job descriptions are the part
of organizational structure, which limit the behaviour of the members in organizations.
Prior to the twentieth century, there were unorganized and sporadic efforts at improving the
management of people at work. In some instances, personnel specialists' positions were
established in private industries to assist with hiring, safety, training and health issues. After
industrial revolution, there developed a greater need for planning, recruitment, selection and
placement. The theme "the right man in right job" became familiar and popular. And it was
during this same period that one of the most important movement in management was taking
place: scientific management. Taylor, an industrial engineer, advocated separate responsibilities
for workers and management. Utilizing time studies toward the scientific determination of a
proper job design, Taylor proposed methods and standards for performing each job, for training
and supervising employees in the proper use of tools and equipments and for evaluating each
worker's performance.
After II world war managing employees became the most concerning matter for every
organization. Realization that workers were human beings, not just mere pieces of equipment,
promoted the humanism movement. Focus was placed on employee participating especially on
those decisions that directly affected the employees. Attention were focused on reducing or
eliminating the boredom, fatigue and stress that many behavioural scientists believed were
primarily caused of worker alienation and reduced job productivity. It was felt that
organizational objectives could not be achieved until and unless employees were satisfied and
motivated toward works. Much of our current knowledge on motivation and reward system came
out of this period.
Upto 1970 the management of employees was called personnel management. There was a great
movement. The narrow view that human resources are something managed from within the
personnel department changed to the wider recognition that the management of human resources
is the responsibility of every manager. The opinion that all the managers in an organization must
be familiar with human resource management concept in the same way that they should
understand marketing and accounting concepts, was widely accepted. Currently, human resource
management has grown into matured profession.
With rapid globalization and with more businesses going international, we need for managers to
deal with employees from varying backgrounds and cultures are also increasing. Managers are
required to understand that employees from various cultures and backgrounds are bound to have
similarities and differences. From all these discussions, we came to know that passing through
different stages employee management has gained current name human resource management. It
has undergone extraordinary changes in the past. We can predict that the next generation will
bring changes of similar magnitude. The past quarter century has seen significant changes in our
society brought about by technological advancements, social alternations, economic influences
and political pressures. These changes has directly affected the human resource practices and the
changes that era likely to occur furthermore will also make affect on it. In this situation the role
of human resource management has got more crucial. Specially, the following changes in the
environment can be considered as the factors for rising interest in human resource management.
and other inputs including power and electricity, encouragement of the culture of
consumerism, increasing consumer awareness and demand for quality products,
continuing upward trend in the inflationary pressures with decrease in the purchasing
power of rupee and its spiralling effects in the ever increasing aspirations of workers for
higher wages and other material benefits and mounting costs on the employee welfare
and other benefits. In an inflationary economy, the resources tend to become scarce and
the costs of machine, materials and labour multiply. These push up the capital and
running costs.
Mobility of Professional Personnel:- one of the interesting facts will be increase in the
mobility of various managerial and professional personnel between the organizations. As
individual develop greater technical and professional expertise, their services will be
greater demand by organization in the environment.
WORKFORCE DIVERSITY
Workforce Diversity refers to the similarities or differences that exist among employees in terms
of their gender, age, ethnic background, physical characteristics and abilities, mental abilities,
race and sexual orientation. Diversity means different. In human resource management context,
different regards in the sense of sex, colour, age, caste, creed, culture, religion and language etc.
Moreover, different also regards in the sense of highly educated, mid-educated, highly skilled,
mid-skilled, low-skilled etc. Today composition of work-force has been quite diversified.
Different people have different need and interest. They have different perception, experiences,
learning habit, personality etc. To understand the need of different people, to manage them, to
create organizational climate and culture, to develop the feeling of team-work, human resource
management plays the important role through its activities. it is human resource management
which brings all the people of different nature under the same umbrella of organization. It is the
most significant task done by human resource management, which other management cannot
perform. This has played a vital role in rising interest in human resource management.
According to Thomas (1992), dimensions of workplace diversity include, but are not limited to:
age, ethnicity, ancestry, gender, physical abilities/qualities, race, sexual orientation, educational
background, geographic location, income, marital status, military experience, religious beliefs,
parental status, and work experience. The future success of any organizations relies on the ability
to manage a diverse body of talent that can bring innovative
ideas, perspectives and views to their work. The challenge and problems faced of workplace
diversity can be turned into a strategic organizational asset if an organization is able to capitalize
on this melting pot of diverse talents. With the mixture of talents of diverse cultural
backgrounds, genders, ages and lifestyles, an organization can respond to business opportunities
more rapidly and creatively, especially in the global arena, which must be one of the important
organizational goals to be attained. More importantly, if the organizational environment does not
support diversity broadly, one risks losing talent to competitors. This is especially true for
multinational companies (MNCs) who have operations on a global scale
and employ people of different countries, ethical and cultural backgrounds. Thus, a HR manager
needs to be mindful and may employ a Think Global, Act Local approach in most circumstances.
With a population of only four million people and the nations strive towards high technology and
knowledge-based economy; foreign talents are lured to share their expertise in these areas. Thus,
many local HR managers have to undergo cultural-based
Human Resource Management training to further their abilities to motivate a group of
professional that are highly qualified but culturally diverse. Furthermore, the HR professional
must assure the local professionals that these foreign talents are not a threat to their career
advancement. In many ways, the effectiveness of workplace diversity management is dependent
on the skilful balancing act of the HR manager.
Cross cultural training of HR personnel so that they understand other cultural people.
Motivate Professional personnel more and more so that do not change organization more
frequently financial motivation is not always required you can motivate through non
financial motivation like encouragement, training of employee, job satisfaction.
Proper performance evaluation system and proper career development plans should be
used in the organization to reduce professional mobility.
Cyrus Mistry wants more women in leadership roles in Tata group:- Stressing on the
importance of harnessing talent of women workers, Tata Group chairman Cyrus
Mistry has batted for the fairer gender taking up more leadership roles in the over $100
billion salt-to-software conglomerate. In his first address to shareholders as the chairman
of Tata Global Beverages Ltd (TGBL), Mistry said women have been and continue to be
an integral part of the company across the world. "I look forward to seeing women in
important roles and positions of leadership in the years ahead, as our company grows,
prospers and transforms itself. I am also confident that this initiative will be increasingly
embraced by other Tata companies in the years to come," he said in the annual report of
TGBL for 2012-13.
Mistry, who took over as the chairman of the group after Ratan Tata retired last year,
lamented that when women are insufficiently represented in the workplace, "we lose out
on 50 per cent of the talent pool".
"In an environment where human capital makes all the difference between success and
failure, this is a massive loss," Mistry said. Underlining the importance of the role played
by women, he said: "Women bring rich and diverse perspectives to the workplace. Often,
they bring management styles which are quite complementary to those of men.
Workplaces that celebrate women naturally benefit from better decisions."
Mistry also talked about the need to support women workforce and need to retain talents.
"It is true that many talented women drop out of the workforce in several countries
including India, creating a porous pipeline of talent. Therefore, companies need to do
much more to retain, develop and grow their women."
The Tata group already has quite a few women who are at different leadership positions.
For instance, Avani Davda, CEO of Tata Starbucks Ltd, is the youngest CEO in the Tata
Group under the TGBL umbrella. Other women at top positions in the group include
Kavery Nambisan, Chief Medical Officer of Tata Coffee Ltd; Margaret Campbell,
Director of Plant Operations at Landrover Factory in US; Amy Holdsworth, Marketing
Director, UK and Ireland Tata Global Beverages and Katy Tubb, Director, Tea Buying
and Blending, TGBL. Mistry said in order to promote gender diversity, the Tata Group
had launched initiatives such as the Tata SCIP (Second Career Internship Programme) in
2008. The programme allows women professionals who have taken a long break in their
working lives to re-enter the professional space.
"It provides opportunities for such women to undertake flexi-hour assignments, and thus
builds a bridge back to the workplace," he said, adding "this is only a small beginning,
and there is much more to be done".
Cyrus Mistry calls for openness, synergy among Tata Group:- Acknowledging that
the business environment continues to be uncertain and volatile, Tata Group chairman
Cyrus Mistry has called upon the employees to re-look at some of the group's strategies,
recalibrate business models and fine-tune their execution capabilities.
In a year-end letter to the employees, Mistry who on December 26 completed a year at the helm
of affairs at the $100-billion conglomerate has been candid in stating, "Stagnant or sluggish
economic growth across some of our key markets such as India and Europe has impacted the
performance of several Tata companies."
To overcome these, the chairman called for a culture of openness and pooling of resources across
companies and focus on innovation and remain agile.
"To succeed in an uncertain and volatile environment, it is critical that our businesses evaluate
alternate scenarios of the future while crafting our strategies. Our organisations will need to
embrace agility, powered by teams with the aptitude and capability for continual learning,"
Mistry has said.
Underlining the distinctiveness of every Tata enterprise, he has said "each needs to be viewed in
a manner that is appreciative of its uniqueness".
Spelling out key factors to remain relevant in an increasingly competitive world, he said: "We
shall put innovation capability at the core of each of our companies' operating structures and will
invest in R&D and grow top talent".
Calling for more synergy among the over 100 operating companies of the group, Mistry said:
"As a group, we must also continue to seek opportunities for our companies to pool resources to
co-create shared value. There is so much that collaboration between our companies can offer, be
it in areas like innovation, management of technology, or identifying the emerging needs and
wants of consumers."
Highlighting factors that will influence on how successful the group will be in achieving its
goals, he said, "Principal among these will be our ability to foster a culture of openness across
the Tata Group, and develop a performance oriented framework that values each colleague's
contribution as well as cultural fit with the group. This requires significant investment in people
development and in encouraging diversity in the workplace."
CONCLUSION
To conclude that it can be said that HR practice is becoming more ad more challenging day by
day, they have to face lot of problems like retention, attraction of employee, dealing with
different cultural people, managing work force diversity, technological and informational
changes to overcome with these challenges training (Cross cultural training and technological
and informational training) is necessary of HR people. To reduce mobility of professional
personnel HR people have to motivate them from monetary and non monetary techniques. Proper
performance evaluation system and proper career development plans should be used in the
organization to reduce professional mobility.
REFERENCES
2. Human Resource Management By J.S Chandan, Professor, Medger Evers College, City
University of New York.
7. http://articles.timesofindia.indiatimes.com/2013-06-24/india-business/40165012_1_cyrus-
mistry-ratan-tata-tata-global-beverages-ltd
8. http://www.indianexpress.com/news/cyrus-mistry-calls-for-openness-synergy-among-tata-
group-cos/1213919/
9. www.citehr.com