Solutions to HR Challenges
We are frequently in a hurry of implementing a solution that is not always the correct intervention. However if we plan very carefully and cautiously before creating and using most other investments in process changes and in capital and operating expenditures we could positively arrive to the correct solution. The creation of an agile environment equipped with skilled professionals will best solve the general problem in human resource because the core issue revolves on human problem and how more can we solve it by focusing on the human resource itself.
Why is an agile organization a solution? Its adaptability and readiness to changing circumstance is the direct path to solving the problem. It is also flexible and can respond instantly to changing customer needs. It also very innovative and integrates employees, customers and suppliers to share knowledge and skills thus it encourages the contribution of ideas. A forum among the human resource participants shall develop a critical thinking and thus once contributed in a debate shall serve as key points on which part needs attention (Spencer, et al.
Competency Assessment Methods: History and State of the Art). Systems problems and people problems are two common problems that companies faces. The former can
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According to Richard A. Shafer, Associate Dean and Executive Director of the Center for Leadership in Dynamic Organizations at the Johnson Graduate School of Management at Cornell University, agility will create a new role for the HR function. He further added that the HR system is the major obstacle to creating an agile workforce because most HR systems reduce flexibility and adaptability. .” As an HR professional in the future, our job is to make an organization that will faithfully increase its capacity by starting with the people you employ.
Determining the current state of skills, knowledge, and abilities of our current and/or future employees will help examine our goals, as well as the internal and external constraints. Identifying the desired or necessary conditions for organizational and personal success will help focus on the necessary job tasks or standards that needs to be successfully accomplished. It is important that we identify the critical tasks necessary, and not just observe our current practices. We also must distinguish our actual needs from our perceived needs, our wants (Yeung and Sullivan 50).
In an agile environment, multiple layers of management will not function well because it separate people from information and it will not help in their ability to make a knowledgeable decision. In this type of environment, you are giving your costumer the opportunity to make a decision especially coming from a person who has the knowledge and close idea to the situation. Other wise, you are taking his or her chance to grow and depriving the function of an agile environment thus, limiting yourself only to that goal.
The people problem will be solved if you help people to internalize their vision and help perform their work to maximize their attainment (Spencer, et al. Competency Assessment Methods: History and State of the Art). Companies must be able to respond quickly to constant change. They need to be Flexible enough to change products and services rapidly to respond to changing global markets, new technologies and other changes. Companies have to work on several alternative solutions to problems simultaneously to hedge their bets and to make sure at least one solution works immediately.
Another solution is the use of the competency model, which help facilitate changes in human resource. Since, competencies are being used as a way to give pointers to the organization on what is important and what it takes the workforce to be successful. In addition, competencies provide the mechanism to eliminate the technical aspects of a particular job and create a critical path through regulations and laws to the results desired by management (Yeung and Sullivan 49).
Furthermore, this model will show competencies needed by the organization and serve as mediums for change. It will also help their organizations understand desired behaviors, control costs and increase customer satisfaction. In human resources development, competencies are used to identify and close the gaps in individuals’ capabilities. In performance management, competencies and results are assessing to connect how a job was done to the results achieved. In compensation, pay can be based on the certified skills and competencies used on the job (Yeung and Sullivan 49).
I think the best alternative is the competency model because it will determine an applicant’s qualification and it will help assess employees for future needs. If an organization is capable of competency, it can create a competitive advantage, which is the focus of the human resource job market- a competitive field. The next wave of competency models should be able to explain for different competencies depending on where in the organizational structure HR professionals find themselves.
For example in the public sector, where the evolution of HR structures is still taking place organizations should be able to build structure-based competency models that can be used to tailor and use it for operation so that the competencies needed will be able to meet the requirements of each organizational level and the needs of various customers. Conclusions After going through several readings on facts of human resource job market in the next 5 to 15 years, I realized that choosing my career path in human resource was a right choice.
For many job seekers who have taken a degree other than an HR profession would probably think that they have made a mistake with the wrong degree they finished. Although, they could still find a job in the HR position but they might have a problem with their promotion to the next higher level. I am personally confident that I will find a good paying job because though at this point, it is still a relatively young field, and there are significant challenges to its future I believe that it will be a demanding and competitive field.
Although, we cannot absolutely predict the future, but we can we can prepare for it by understanding the forces that can shape the future as well as the challenges and potential they represent. We can track and monitor continuities and discontinuities so that we can recognize trends ahead of the curve. If we are just able to apply properly the solutions to the challenges then we will never go wrong. I think the problem with only come to its worst scenario if we fail to acknowledge that these challenges will marginalize HRD within organizations.
If the HD professionals will do something about it and be wary about its effects in the future, then we could probably say that we will have a successful job ventures in the future. I think the tasks are as easy as delivering and measuring outcomes, thinking and working systemically, using a sounder theoretical base, with clear standards and ethical codes, and using stronger professional bodies and competent practitioners. I would personally encourage all those in the HR course to support in the future of HRD, to join to deal with the critical challenges that we face in our field.
It is also important that we engage in deep meaningful dialogue about the challenges, and construct workable, effective, and immediate approaches to addressing the challenges to secure the future of HRD. Our goal is to get rid of irresponsibility and to encourage dialogue. We still have a long way to go but I am very sure that it is all worth the pain because a career in the human resource is impressive and must be given with enough attention.
I believe everybody knows that a professional career in the human resource calls for integrity, confidentiality, and a high level of interpersonal interaction capability from its practitioners. Now my advice is if you want to have a successful career in Human Resources, I think we will also need business management, finance, and accounting education and be prepared to develop a deep understanding of the business that our employer is engaged in to succeed in a career in Human Resources.
Spencer, Lyle M. , David C. McClelland, and Signe M. Spencer.Competency Assessment Methods: History and State of the Art. Boston: Hay/McBer Research Press. 1990. Strauss, George. The Future of Human Resources Management. Institute for Research on Labor and Employment. Institute for Research on Labor and Employment Working Paper Series. Paper iirwps-003-87. 1 April 1987 <http://repositories. cdlib. org/iir/iirwps/iirwps-003-87> Yeung, Arthur, Patricia Woolcock, and John Sullivan. Identifying and Developing HR Competencies for the Future: Keys to Sustaining the Transformation of HR Functions. Human Resource Planning. 1996. Volume 19. Number 4. Pages 48-58.