how do i see hr by 2020 - neville wadia

Chronicle Of The Neville Wadia Institute Of Management Studies And ResearchISSN 2230-9667

Feb., 2012

169

Human Resource Management

How Do I See HR By 2020

Mr. S. D. BagadeAllana Institute of Management Sciences Azam Campus Camp Pune 411 001

Mr. Kishor KenchePh.D, Scholar, JJTU Rajasthan

Research Methodology : Rmphirical and ConceptualAbstract :A lot of changes are taking place Blue collared workers are now knowledge workers. Ample options and countless opportunities are / will be available. Multi tasking and multi skilling is indispensable. Employers demand much more from the employees. Employees are more professionals. Human resources know their worth. The staff desires more compensation for their sweat. Neck cutting competition, scarcity of skilled and right people, ample opportunities in the market, human resources want to achive a work life balance …… has changed several parameters both tangible and intangible, controllable and uncontrollable. An attempt is made here to focus the impact of changing forces and exploring as well as guestimating the altering HR policies here.Executive Summery Eight forces determine the structure of future workplace for individual employees and the shape the type of work to be under taken by the HR professions Those are: : 1) Global competition 2) Technical 3) demand for personal flexibility 4) Skills convergence in multi disciplinary environment 5) Macroeconomic and demographic changes 6) Global best practice business slandered e.g. CSR and ethics 8) Government imposition of regulations to quell public fears. The collective impacts of the forces indicated above are speed of change to economic market and labour. The world has been saved from economic depression of 2008.In a nutshell the challenges to workplace management will require future HR practioners to be known in the 2020 workplace

The challenges to workplace management will require future HR practioners to be known in the 2020 workplace will be :There will be transformation of the structure and conduct of works within a wide distributed set of locations. • Role models for integration and work life balance. • New value sets.• Rewards of performance aligned to widely distributed work places. • Architecture of new capacities for the new leaning places of work.• Shareholder relationship.

Chronicle Of The Neville Wadia Institute Of Management Studies And Research ISSN 2230-9667

Feb., 2012

170


• Priority to maximize engagement of employees and propelling people for excellent performance. • Cross culture integration • Better business outcome from the regulatory environment. The main, architecture of employment in the public sector services, traditionally, is built around the nation that working for government is noticeably different than working for other employers and therefore requires a special employment system. Civil service offered a high level of job security or even job for life. Slowly and gradually over a time period; many jurisdictions of government [including semi government, autonomous, public service organization] have lost this distinctiveness. And there is trend is a trend of similar practices, procedures system and procedures of employment. The organization for Economic co-operation and Development has defined civil services as ;; civil services refers to a group of people with a on district set of privilege and obligations set out in law. In general, the public service is characterized by various immunities granted to public servants such as; - Protection against arbitrary dismissal - Protect against punitive action without enquiry based on principles of nature justice. - Internal promotion on seniority. In career based system public servants are hired usually at the usually at the beginning of their career and are expected to remain in the public service more or less throughout their working life. Initial entry is based on academic credentials and/or an entry deployed depending on the needs of the organization. Position based systems are based on the principle of recruitment for skill competencies associated to specific positions area of work. Recruitment may be internal or external. However there is no guarantee for subsequently promotion / elevation. There is more opens in these systems. The reasons attributing to this is :: appointments are made from a wide pool of candidates. However the recent trend is most organizations are effectively operations under a hybrid regime that combines some models. The challenge for career based systems is how to have a public service which specialized skills demands of contemporary society. The challenge of position based system is how to encourage common values.

Trend 2 A reduction of protection, immunity and privilege. Permanent employment has traditionally been the norm in many public service settings, with much greater job security then the private sector. However the trend past exhibits that the differences between public sector and private sector employment are lessening. To cite an example; legislation is becoming more flexible and fixed term [e.g. SEZ, Malls, I.T sector etc] several concerns have been emerged from changes in the employment status of public servant. first: vulnerability for political pressures. Second - There are fundamental cultural values embedded in a national civil service which needs to be safeguarded. Third – Loss of traditional job guarantee. It is resulting in a shirking pool of talented people.

Trend 3 The emphasis is an individual performance. In the current environment; where government are facing the challenges of transforming the public


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services many have been attempted to create result oriented organizational cultures where the performance of individual and units are linked to organizational goals. The fund a mental view was effective performance management systems can help create result oriented cultures by providing objective information that allows managers to make performance in order to reward top performance and deal with poor performance. The incentives for good performance and sanctions taken in case of law differentiated pay according to performance achievement is increasingly an important concern for all governments. While performance related pay is one way to reward merit in the public service; its implementation has been riddled with difficulties. Performance pay promotes behaviors that emphasize success of achieving long term goal. Secondly focusing an new rewarding individuals does not allow enough recognition of the collective and collaborative efforts to address cross departmental challenges. Thirdly too much of a focus on material incentives downgrade other rewards and incentive measures that may be important such as satisfying job content promotion possibilities or flexibilities in work organizations. Lastly performance rewards could be susceptible to political influence and make public servants too responsive to government demand. Trend 4 Decentralization of human resources management policy although the scope and pace of decentralization vary; most have moves resource management responsibility for human and agancies to give management more appears to be three strategies of delegation transferring responsibility of HRM from central bodies to departments, simplifying rules and procedures and developing more flexible policies. In many cases the emphasis is shifting from exhaustive controls to providing guideline and defining basic standards. Transforming the people is not a simple tasks. What is needed is a balance in between the two faces namely stewardship of public and the responsive servant. The great task for any organization (public or private) is to find out its own indigenous practices. The world of work is changing rapidly. The result is challenges for Human Resources professionals to manages the people in the workplace. Globalization and India Globalization is having dramatic impact on every country in the world today; particularly countries like India that is heavily exposed to an open world trading environment. Eminent authorities in the HR stream states that; ‘in future, for by people from all countries on the planet. HR managers need constantly to remind themselves that actions and alignment in the work place will continuously need to reflect global performance standards. In order words, globalization will have influential impact on • Business strategies, structures and operations • Resourcing decisions [especially in sourcing and out sourcing decisions] Decisions on people including their education, employer and employee career development; standards of performance and ethics and ultimately their success on the job. It is stated that an average of twenty days for a business to respond to a competitors pricing tactics but it can take up to seven years of content efforts to changes an organization’s culture. The emerging future belongs to generation. It is guest mated that they will become the leaders of operating division. The desire of young knowledge workers for services and speed shows on bounds and far fewer boundaries so well as contributing to momentum of globalization, the new generation will

Chronicle Of The Neville Wadia Institute Of Management Studies And Research ISSN 2230-9667

Feb., 2012

172


be keen to enjoy the benefits from it. As the speed of change is immensely asselerating; it will also reflect an increasing sign of a loss of purpose confidence and context among Gen Y employee as to their future. Future the pressure of inadequate work-life balance are building significant and ‘difficult to manage stress levels within Gen X cohorts. This generation group will search for greater manning from their work and younger generation may be increasingly magnetized to organizations with string values and sound community social response will make sincere, serious and strenuous efforts redefine themselves and reestablish their values as ‘employees of choice’ to next generation coming through. Organizations may change their internal of its work place and people. Values about “how we treat each other around here’’ include respect, integrity, honesty and equity. This will be in response to Gen ‘Y’ imperative. Those who are marching out the circular the Y Generation group; the quality and afford ability of their retirement. Both generation X and Y will be more concerned about experiencing a quality career. Obserences of generation Y will be :: stronger desire for work flexibility, better technology literacy level, more transparent attitudes on leadership brand in the organization for which they work. There will be a need for greater understanding of mental health issues. The corollary over time is that as we become older, mental health issues can aeries when full time work and child rearing commitments come to an end there are no comparable demands on your time, or relatively few of them. This can be equally dangerous time foe older workers and retirees. One of the key challenges for the HR function will be to link the organizations resources to meet the demands of globalization. In turn at the workplace communication and engagement approaches and philosophies will be a key part of inter generational people transformational challengers that is ahead. It is perceived that the top people challenges can be seen as: managing talent, improving leadership development, managing work life balance, managing a mix of Gen X, Gen Y, older workers, Becoming a learning organization. Employee engagement and commitment. Improving alignment. Managing change cultural transformation and diversity. Managing C.S.R. There is no doubt that HR is a well integrated business skill. Hr matters enormously in good times. It defines you in the bad. During tough times. HR professionals assist their organization to manage its people in the following way:: 1. Talent Management : - Priorities for the targeted intention of staff will be with the characteristics : well trained in the basis of globalized business, high resilience and with aptitude for continuous change, active communication network – innovators. 2. Maximize staff engagement and communication through a recession. 3. “Walk the talk” on costs strong awareness and rational thinking among the people. More consciousness of organization to lead by example in managing down costs of items such as travel, accommodation, hospitality and ancillary expenditures. 4. Carefully managing any downsizing the investment in people will be well understood and protected. It is predicted hat women will constitute the majority of the work force. Women may prefer to work part time which will make them economically more valuable than men. Women will assert their value and potential for more senior business leadership roles as they seek to improve their flexible work arrangement. Employees themselves will need to make adjustment to job requirements so that on that the job training allowance and accredited in-house learning will increase commensurately to hold scarce talent.


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Emotional syndromes will ripple because of establishment of new trends in the life style such as couples with no children, lone persons and single parent families. The work experience will be well aligned to the growth of the service sector in the decade and therefore contribute to their professional future. Most will understand that incomes are higher if professional qualifications are obtained. Social engineering policy will be counter intuitive. HR practioners will need to respond to the potential from:: • It modernization • Consolidated and structured data management at the enterprise level that enables improvement to governance, quality and intelligence • Business process management. It is expected that there will be a move towards smart, flexible, green but highly productive office location. Top leadership will become more customer and employee centric and demonstrate the same with more ethical values. Transformational (i.e. discretionary leaning organizations with self managing structures) will outperform transactional ones. (i.e. tailored). The former will have caring leaders, a change oriented culture, collaborative partnering, a bid for change, flexible practices, problem solving, a customer focus and use it and management plans extensively. Quality assurance and values are going to be driven across organization restructure unnecessary and volatile regulatory build ups. People, talent, performance, learning, reward and risk management sophisticated and centralized. Education will become a lifelong learning process. The intensity of desire for better work security and work life balance will be increased. Barriers for women and retirement ages will become ‘upside down’ Those who are closest to the customers will be regularly consulted by management. CSR, sustainability and risk will all be key business enablers the fortune managize data and Hay Group information is probed by Australian Human Resources Institute lead that companies which will outside have a number of district characteristics. • Business strategies matches with clear people strategies. • Management and leadership is highly respected. • People management practices and strategies are best. • Sustainability and CSR programs that drive profit and performance • Open and transparent communication and genuine employee engagement. • Recognized for the service rendered and innovation. The writer does not claim to be original. However this paper is an assembly of scattered thoughts picked up from discussions, listening to the lectures of eminent people, leading etc. The writer is indebted to all such references.

References :1) Dr. Schwartz – The Future Snock2) Dr. Schwartz – The Third Wave 3) Peter Drucker Literature.4) Report from National President Australian Human Resources Institute 5) www.google.com

how do i see hr by 2020 - neville wadia

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