Managing Organisations

(20MBA21)

Assignment on
Challenges Faced by Human Resource Managers & Changing
Role of HRM

Submitted By
Sukesh
Sec ‘C’
1st year MBA
USN No - 4NM20BA158

Submitted To
Prof. Divya Rani Pradeep
JKSHIM, NITTE.

Date of submission
26-8-2021
 Challenges Faced by Human Resource Managers &
Changing Role of HRM
HR planning is an important activity for HR managers. In terms of HR functions in the
twenty-first century, organizations have evolved from "behind the scenes" to becoming a critical
differentiator in businesses. Human resource roles have taken on a new dimension in the twenty-
first century, particularly as a result of globalization. Manpower management is a difficult job
that necessitates specialized knowledge. Many transitions have occurred in the previous few
years, such as the rise in layoffs; many people lost their jobs, putting a lot of pressure on the
organization's management to reassess its procedures and strategies.
More companies are becoming global organizations as they attempt to recruit from abroad,
incorporate diverse cultures, and retain external talent. Employee emotional health is more
important than ever before, and HR managers may face ongoing challenges as a result. The days
of sticking with one company are over; mobility is now the norm. Employees gradually make job
choices based on family considerations and a desire to have a life outside of work as a result. The
challenges of managing talent, improving leadership development, and balancing work and life
are viewed as major future challenges for the HR Managers. Following is a discussion on some
of the challenges being faced by HR Managers.
Challenges being faced by HR Managers

1. Recruitment & selection

The primary function of human resources is to find people with the necessary expertise for
a company's growth. The effectiveness of recruitment and selection strategies has a
significant impact on the quality of people hired. However, this process of recruitment and
selection is not always smooth sailing, and it is beset with numerous challenges as a result
of globalization, which has enabled firms to invest abroad. The cost of advertising job
openings is an example of a tangible problem encountered during the process, whereas
intangible obstacles can include communication gaps between recruiters and hiring
managers.

We all know that everyone is unique; even the hiring committee will make decisions based
on their own perceptions, which are influenced by their values, beliefs, and social views,
making it difficult to rule out bias. The human resources departments of multinational
corporations and local businesses are having a difficult time. Both types of businesses are
having difficulty finding qualified candidates. To select the best talent from a large pool of
candidates, 21st-century managers must broaden their perspective on judging people based
on their origin, culture, values, ethnicity, and background.

2. Career development & growth

 Employee career development activities are initiatives taken by employers and employees
to sharpen their skills and stay up to date on the latest developments. Globalization has
resulted in numerous technological advancements and changes. Innovation is the most
important factor in any business's ability to grow and survive. Providing internal career
development opportunities can assist organizations in retaining top talent by preventing
them from seeking opportunities elsewhere. It is critical to train and develop employees so
that they can cope with all of the changes and innovations that come their way. Now a days,
training should not be confined to teaching employees a single skill or information; rather,
it should focus on the employees' overall growth and career development. The training
should not be done just for the sake of it; the content of the training programme must also
be carefully considered.

3. Promoting organization culture & heterogeneous workforce

Organizations today have a diverse workforce, which is considered a positive thing because
diverse minds will lead to new creations and ideas, but managing a culture where people
have different mindsets and putting across cultural values is a difficult task. Because the
culture of any workplace is its foundation, HR managers must expend significant effort in
developing a successful organisational culture. Because of acquisitions and mergers in the
twenty-first century, HR managers must create a culture that supports these changes.

4. Conflict management and resolution

Conflict has two sides, one positive known as constructive conflict and one negative known
as destructive conflict. Managers today must be well-trained to deal with both types of
conflicts. Long working hours, high levels of competition, pressure to meet targets, and
other factors have contributed to stress and conflict among organisational employees in the
twenty-first century. Human resource managers must devise strategies for dealing with
conflict in a timely manner. They must act as a mediator and respond quickly to a conflict
before it causes significant damage to an organisation. Because clear and transparent
communication is critical in conflict resolution, the HR manager must be a skilled
communicator. HR managers are sometimes expected to explain the code of conduct to
employees in order to handle employee complaints, and they are sometimes expected to act
as a liaison between employers and labour unions in order to resolve conflicts between
parties.
5. Business ethics and values
Any manager's job requires close attention to business ethics and values. With recent
changes in workplace culture, strategies, and organisational structure, it is more important
than ever to have values and ethics in place that will determine organisational sustainability
in the global market for a longer period of time. As this unit directly deals with a
company's employees, the HR department is bound to face a variety of ethical issues or
challenges. The HR department faces numerous ethical challenges that can jeopardize a
company's reputation as well as its long-term financial viability.

6. Managing Multi-Generational Workforce

 Employees in today's organisations come from a variety of generations and age groups.
Baby Boomers l, Generation Jones or Boomers Il, Generation X, and Generation Y are the
generations. People born in Generations X and Y are known to be more technologically
savvy and prefer to employ new methods of working. They prefer to adopt new
philosophies and are thought to be innovative, whereas baby boomers and boomers Il are
content with their traditional ways and do not like to step outside of their comfort zone. It is
critical for an organisation to retain both types of people, as both are equally important to
the organization's success.

7. Flexible work hours

As we moved into the twenty-first century, time became more flexible, posing a significant
challenge for human resource managers. People nowadays prefer to work from home for a
variety of reasons, including technological advancement. The internet gave birth to a virtual
world and a market place that is open 24 hours a day, seven days a week. Although flexible
work arrangements have numerous advantages, they also increase the level of stress on
management and the workforce, which must be managed effectively by 21st century
managers. With flexible work arrangements, HR professionals must regularly monitor the
successes in various projects as well as the challenges encountered during the period.

8. Striking work life balance

This concept is gaining popularity these days. Because of the market's tough competition,
the workload is increasing on a daily basis, resulting in a variety of health issues and high
stress among the workforce. It is the manager's responsibility to draw a line between work
and leisure activities. People frequently quit jobs because they are unable to strike an
appropriate balance between their personal and professional lives. As a result, the manager
must work to avoid such a scenario, and they must assist employees in finding the right
work-life balance.

9. Managing the 5 R's

With the changing role of HR managers in the twenty-first century, the 5 R's are becoming
increasingly important in the success of any organisation. Managers must now pay special
attention to all five R's: Resourcing, Recruiting the right talent, Retaining talent,
Retraining, and Restructuring.

10. Industrial relations

Industrial relations is one of the most complex problems confronting modern industrial
society. Without worker cooperation and harmonious relationships, any industry cannot
progress. As a result, it is in HR managers' best interests to foster and sustain positive
relationships between workers/labors (employees) and management (employers).

11. The Freelance (Gig) Economy

 Many talented individuals have chosen to leave the traditional workforce in favour of
freelance work in their field of expertise. This provides them with the desired lifestyle
flexibility, and it is a great selling point for potential clients because the overhead is lower
when you are a contract employee. Working with a different system is difficult for human
resource managers, despite the fact that this is a great system for talent. If the best talent for
an in-house position is no longer available, human resource managers must find ways to
either create long-term contracts or develop other suitable talents.

12. Automation and Innovation

Human resources departments are frequently tasked with employee training and
development. This means that when a new company rollout includes technological
advancements, the human resources department must prepare to train employees. In some
cases, this entails collaborating with technology developers to create programming that can
be easily distributed to employees. In other cases, the human resources department must
assist in the program's rollout and internal training programmes.

13. Changing Regulatory Issues

Compliance with regulatory requirements is a primary responsibility of human resource
managers. While this job duty hasn't changed over the years, what it entails has. This
means that human resource managers must stay abreast of all changes. New laws governing
healthcare benefits are an example of a change. Privacy laws are constantly changing,
necessitating updated disclosures as well as employee training and acknowledgment. If the
human resources manager is not up to date on new regulations and laws, the company risks
lawsuits, penalties, and public scrutiny.

14. Managing personal health and wellbeing as well as the employees

If the COVID19 pandemic has tested one thing, it is everyone's mental health.
Unfortunately, many other things have been tested. Sudden changes in work culture can
affect (employees') mental health and well-being, and it is true, as well as many other
outstanding issues such as anxiety and stress. Many organizations have implemented
various health programs to help employees overcome mental health problems by providing
them with the flexibility, safety, and health benefits they need. The spread of this virus
requires more attention to the mental health of employees. When you add in the heaviest
workload of keeping the business running, engaging employees, ensuring all remote
workers are effective, and managing employee mental health, you will realize how difficult
it is to manage HR professionals. for your own health and well-being. mention the health
and well-being of employees.

The Role and Responsibility of Good HR MANAGER

 HR's role and responsibilities have been shifting for some time. The transition from
personnel to human resources was a step toward recognising the value of employees as an
organisational asset. Furthermore, this shift was intended to position HR as a strategic
partner, advising on critical issues and participating in major business decisions. In light of
the aforementioned challenges, it is suggested that HR managers remember that they must
take a proactive rather than a reactive approach. It is a requirement of time for HR
managers to be responsive to the changing environment in which organisations find
themselves. Sticking to traditional methods to meet unique needs is not a good idea;
instead, new processes must be implemented to achieve effective and efficient results.
To support their role as HR manager, they must be fully equipped with specific expertise.
To respond to 21st-century challenges, HR managers must adopt the mindset of a business
change agent who counsels employees on how to improve their capabilities and reshape
their expectations about the role of HR and what it provides for the organisation.
They should participate in effective talent acquisition by investing in modern methods to
attract and retain the best people, as this will give them a competitive advantage over
others. HR managers should be able to predict how certain changes will affect the business.
To meet the challenges of the global environment, HR managers must go the extra mile;
they must devise a slew of strategies for both flexibility and creativity that will allow them
to compete well in the international market and succeed in new territory, with new
employees and clients. It is critical for the HR function to maintain consistency with other
organisational functions or units. During this period of transition, HR managers must create
a competency framework that defines the skills and expertise required for job performance.
These frameworks will aid in the revitalization of the workforce and the pursuit of
excellence. In today's competitive world, it is critical to invest in the right technology and
be equipped with the necessary expertise to put that technology to use. Technology has
brought about enormous changes in almost every aspect of life, from manufacturing
techniques to the recruitment and training processes.
As the trend has shifted from an industry-based economy to a knowledge-based
economy, it is necessary to diversify HRM strategies in order to provide value to both
customers and employees. Work-life balance is a new phenomenon that HR professionals
must embrace as a positive trend. They must consider how to use work-life balance as a
tool to attract and retain qualified employees. As a strategic partner, the HR manager must
recognise that the work-life balance trend benefits both employees and employers, which
can lead to increased productivity and lower costs.

CONCLUSION
It is undeniably time for a quantum leap in human resource management. HR
professionals can help with this transition by taking serious steps to meet the challenges
of organisational change; they can also help the company figure out how to measure HR
value. Finally, they can conduct extensive research on human resources and their
performance in future organisations.