HR sector needs an overhaul

Source: The Hitavada      Date: 24 Apr 2018 12:29:07



By dr snigdha mishra & prof rachna nigam

People are the most important part of every organisation, no matter how big or small the company is, whether they are operating in services or manufacturing space. They bring with them the skills and competencies that help in achieving the organisational objectives. But the question here is, do all the people have skills or competencies or all of them can contribute for the achievement of the bottom line of the enterprise. The answer here can be twofold. If it is yes, then proficiently run human resource department can offer an organisation with structure and the capability to meet business needs through managing the organisations most valuable resources its employees.

HR practitioners may perform all the basic functions beginning from Talent Acquisition, Management, Development, and Retention & Separation. It is imperative to understand that business environment is dynamic and doesn’t remain constant and therefore HR environment is also experiencing the corresponding changes. The changing scenario of HRM includes workforce diversity, economic and technological deviations, globalisation, organisational restructuring, variations in the nature of jobs and work and so on. The challenge posed by transformed environment is compelling HR Practioners to manage the human capital differently than those of previous generation. The employment is moving fast from manual or clerical workers to knowledge workers, who counterattack the command and control model that business took from the traditional management practices.

Now that the dynamic environment of HRM is demarcated, the organisations can expediently present the new HR management practices suitable for the modern workplace. The challenges of this workplace can be emulated as declining employee loyalty, shorter employee life cycle, poorer relationship between efforts and expectations and very high demands with respect to economical and hierarchal growth to name a few. The HR department in such a scenario just cannot rely on the traditional processes ranging from attraction to retention, but has to constantly devise newer and very innovative practices to manage this very critical knowledge workforce. This workforce is not only difficult to create but is also very hard to manage. The HR now has to understand that the Millennials at the new workplace are no more in a mood to consider the regular 8 hours schedule, weekly, monthly and yearly holidays, and a desk job as perks for experiencing satisfaction and loyalty. Rather, the existing and potential employees are looking for more of work/life integration, and a greater sense of fulfilment from their jobs. It is important to note that model of the work and workplace has been redefined, and Human Resource professionals cannot afford to ignore the same and take the risk of missing great talent.

The HR must move away from the age old processes and must take a closer look and decision at implementing innovative practices such as competency based recruitment and selection, focus on performance management over appraisal only, greater opportunities for training & development, a deep dwelling at career and succession management and not to forget the performance linked reward systems which is the most important need of the hour.(The authors are from ITM Business School, Navi Mumbai)