HUMAN RESOURCES MANAGEMENTS

To be more significant, HR must become more professional.

Challenges of

introduction
With the increase in competition, locally or globally, organizations must become more adaptable, resilient, agile, and customerfocused to succeed. And within this change in environment, the HR professional has to evolve to become a strategic partner, an employee sponsor or advocate, and a change mentor within the organization. In order to succeed, HR must be a business driven function with a thorough understanding of the organizations big picture and be able to influence key decisions and policies

In general
The focus of todays HR Manager is on strategic personnel retention and talents development. HR professionals will be coaches, counselors, mentors, and succession planners to help motivate organizations members and their loyalty. The HR manager will also promote and fight for values, ethics, beliefs, and spirituality within their organizations, especially in the management of workplace diversity.

Workplace Diversity
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. 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.

The Challenges of Workplace Diversity

IGNORANCE OF LOCAL TALENT . MANAGING DIVERSITY IS A TUFF TASK . POTENTIAL SOURCE OF CONFLICT . DELAY IN DECISION MAKING . COMMUNICATION DISTORTIONS

The Management of Workplace Diversity

there are several best practices that a HR manager can adopt in ensuring effective management of workplace diversity in order to attain organizational goals. They are:

Planning a Mentoring Program Organizing Talents Strategically Leading the Talk Control and Measure Results Motivational Approaches

Challenges of new technology

Advanced technology has tended to reduce the number of jobs that require little skill and to increase the number of jobs that require considerable skill, a shift we refer to as moving from touch labour to knowledge work. This displaces some employees and requires that others be retrained. In addition, information technology has influenced HRM through human resources information systems (HRIS) that streamline the processing of data and make employee information more readily available to managers.

Challenges of managing change

Both proactive and reactive change initiatives require HR managers to work with line managers and executives to create a vision for the future, establish an architecture that enables change, and communicate with employees about the processes of change

Challenges of developing human capital

In order to "compete through people" organizations have to do a good job of managing human capital the knowledge, skills, and capabilities that have value to organizations. Managers must develop strategies for identifying, recruiting, and hiring the best talent available; developing these employees in ways that are firm-specific; helping them to generate new ideas and generalize them through the company; encouraging information sharing; and rewarding collaboration and teamwork.

Market Challenges
In order to respond to customer needs better, faster, and more cheaply, organizations have instituted total-quality management (TQM) and reengineering programs. Each of these programs requires that HR be involved in changing work processes, training, job design, compensation, and the like. HR issues also arise when communicating with employees about the new work systems, just as with any change initiative.

The Partnership of line managers and HR

In working with line managers to address the organization's challenges, HR managers play a number of important roles; they are called on for advice and counsel for various service activities, for policy formulation and implementation, and for employee advocacy. To perform these roles effectively, HR managers must contribute business competencies, state-of-theart HR competencies, and change-management competencies. Ultimately, managing people is rarely the exclusive responsibility of the HR function. Every manager's job is managing people, and successful companies are those that combine the expertise of HR specialists with the experience of line managers to develop and utilize the talents of employees to their greatest potential.

CONCLUSION
The role of the HR manager must parallel the needs of the changing organization. Successful organizations are becoming more adaptable, resilient, quick to change directions, and customer-centered. Within this environment, the HR professional must learn how to manage effectively through planning, organizing, leading and controlling the human resource and be knowledgeable of emerging trends in training and employee development.