Human Resources Facing the Future
Human resource management was a product of the early twentieth-century human relations movement when researchers began documenting ways to create value through strategic workforce management. The function was originally modelled on transactions such as wage and return management (Stone & Deadrick,2015). With globalization, corporate consolidation, technological advances and additional research, human resources are now focused on strategic initiatives such as mergers and acquisitions. Talent management, heritage planning, industrial relations, ethical considerations, diversity and inclusion. Among other things, these initiatives help to understand people management as a current problem due to their evolving nature.
While the nature of human resource management will be difficult to predict in the future, there is strong evidence that theory and practice will continue to change due to globalization, new technologies, and fundamental changes like work and associated employment (Stone et al.,2015). These external and internal burdens and their possible effects on organizations, employees, and general working conditions underlie the continued development of people management as a contemporary discourse and the need for continuous innovation by human resources experts and thinkers.
According to this article “why we hate HR”, human resources are seen as a necessary evil and a known bureaucratic force to enforce unnecessary rules without any trace of creativity or ability to enhance constructive change (Hammonds, 2005). It is the department that has the most potential to drive company performance in the right direction, but it is not consistent. The human resources department is primarily responsible for processing payments, pensions and benefits. However, many companies outsource these services or hiring features that offer lower costs. Therefore, the only important function left for HR is to enhance the reputation and intellectual capital of the company. However, it turns out that HR is also not suitable for this function.
The article contains several reasons why HR is found to be incompetent in almost every function it should perform. The first reason is that HR is not the most sophisticated or independent thinker in the business world. Sometimes it’s made up of smart people, but not business people (Hammonds, 2005). People hired by employees cannot be considered a moral compass because they are not independent and competent thinkers. Some of them are people who were banned from the company because they did not perform the most important tasks.
According to Bates, Employers are placing more emphasis on corporate vision and automating and outsourcing many managerial roles, forcing many HR professionals to demonstrate new skills and compete for new, sometimes unfamiliar, roles. Positions and tasks are expected to change over time (McDonald & Waite,2019). General practitioners and human resources performance specialists are losing their importance by bringing new financial analysts to the human resources department.
In these new human resources department, professionals must know enough about the company to adapt human capital to the needs of the company, develop the talent needed, or leave the organization to acquire it. Human resources are proactive. Employees try to solve problems. Not only does HR have a place at the table; Human resources determine the agenda. Future HR Jobs While the work environment continues to evolve; experts see several potential critical roles for HR professionals on the horizon. Among them: the director of human resources financing. This number generator can use measurements to demonstrate the intrinsic economic value of staff and to analyze the profitability of various practices.
References
Hammonds, K. H. (2005). Why we hate HR. Fast Company, 97(8), 40-47.
McDonald, K. S., & Waite, A. M. (2019). Future Directions: Challenges and Solutions Facing Career Readiness and Development in STEM Fields. Advances in Developing Human Resources, 21(1), 133-138.
Stone, D. L., & Deadrick, D. L. (2015). Challenges and opportunities are affecting the future of human resource management. Human Resource Management Review, 25(2), 139-145.