INTRODUCTION
Organizations of these days have various problems that they face which need urgent attention.
The environment has its own problems which are diverse these include , globalization , rapid technology changes , tougher competition ,organizational changes such as new organizational alliances , new structures and hierarchies , new ways of assigning work , high rate of change, ever changing workforce including employee’s priorities capabilities and demographic characteristics.
In order to tackle problems effectively Human resources must be flexible enough to adopt and cope with various changes.
The effective management of human resources in a firm to gain a competitive advantage in the marketplace requires timely and accurate information on current employees and potential employees in the labor market
The environment
These are the problems that come from out of the firm and can easily affect performance of the firm. The challenges include: Rapid change, Rise of internet, Workforce diversity, Globalization, Legislation, Evolving work and family roles, Skill shortage and rise of the service sector and Natural disasters. Human Resource managers need to formulate and implement Human resource strategies that fit with the environment. These strategies should help organizations better exploit environmental opportunities or cope with the unique environmental forces that affect it. We can examine the environment in terms of four major dimensions. These are (1) degree of uncertainty (how much accurate information is available to make appropriate business decisions); (2) volatility (how often the environment changes); (3) magnitude of change (how drastic the changes are); and complexity (how many different elements in the environment affect the firm, either individually or together). HR strategy that promote flexibility, adaptiveness, quick response, transfer of skills, the ability to secure external talent as needed and risk sharing with employees through variable pay will be of great benefit to the organization. Every business is unique therefore, it is very important to know ways of handling environmental challenges may not be the same as other organizations. It is always important to choose strategies that will fit your organization.
The organization
These are concerns or challenges internal to a firm often a by product of environmental forces. Organizational challenges include: Competitive position (i.e. cost, quality and distinctive capabilities), Decentralization, downsizing, organization restructuring, self managed work teams, rise in number of small businesses, organizational culture, technology and outsourcing. Human resource managers must formulate and implement strategies that fit with organizational capabilities. Strategies must be tailored to the organizational personality. Human resources strategies make a greater contribution to firm performance the greater the extent to which (1) they help the company exploit its specific advantages or strengths while avoiding weakness and (2) they assist the firm in better utilizing its own unique blend of human resource skills and assets.
Recruitment Challenges
Recruiting a workforce that reflects today's reality is another challenge for human resources departments. To address the challenge of attracting a new generation of employees, HR professionals can tap into the popularity of the Internet. With online job postings and company websites, human resources departments are now able to conduct around-the-clock recruiting. With this wider scope, recruitment efforts can no longer be limited to the HR department and will increasingly involve numerous departments and actors within an organization. o develop a workforce that reflects the diversity of consumers and clients, HR departments should reach out to minority groups that were discriminated against and excluded in the past. Recruitment strategies can include the use of minority recruiters, targeting universities with high minority enrollment, and forging relationships with minority organizations.
Technological Advancement
The economic landscape has undergone radical changes throughout the 1990s with
Increasing globalization, technological breakthroughs (particularly Internet-enabled
Web services), and hyper competition. Business process reengineering exercises became more common and frequent, with several initiatives, such as right sizing of employee numbers, reducing the layers of management, reducing the bureaucracy of organizational structures, autonomous work teams, and outsourcing.
Firms today realize that innovative and creative employees who hold the key to organizational knowledge provide a sustainable competitive advantage because unlike other resources, intellectual capital is difficult to imitate by competitors. Accordingly, the people management function has become strategic in its importance and outlook and is geared to attract, retain, and engage talent.
Multi-general Workforce
The latest form of human resources has shown that new dimensions are of people who work together as people of different generations as a way of achieving goals very fast hence human resources has to cope with such adjustments
The latest form of human resources has shown that new dimensions are of people who work together as people of different generations as a way of achieving goals very fast hence human resources has to cope with such adjustments
Need for achievement
HR must be able to seek responsibilities and work hard to succeed. They must have the inner motivation and achievement drive. The present generation needs HR who believes that they are stewards of the business organization’s resources and as stewards of God not negligent of their duties but hard working to accomplish their duties. (Titus 1:7; Daniel 6:4)
Analytical
HR must be able to make wise decisions. As Ellen G. White in her book “Education” says that, “instead of education weaklings, institutions of learning must send forth men strong to think and act, men who are masters and not slaves of circumstances, men who posses breadth of mind, clearness of thought and courage of their conviction (p. 18). She also says that, “ higher than highest human thoughts can reach is God’s ideal for His children (ibid).Having analytical ability also means being able to identify problems, determining alternative solutions and finally make decisions to solve the problems.
Self Confidence
Having a positive self - image as capable and effective persons. This confidence comes as a result of inner strength that comes from preparation and competence. HR must have courage to perform their functions because they believe they can do all things of course through Christ who strengthens them. (Phil. 4:13)
Initiative
HR in the 21st Century must be self - starter. Getting jobs done with minimal supervision but also know what to do, when to do the job and be firm in all decisions.
Opportunity seeker
One who listens, observe the environment, travel around, read books, newspapers, magazines and develop plans to find out anything that may become a business opportunity. Must also be able to listen with compassion to understand and help fellow HR to achieve organizational goals. HR must be willing to take risks that is emphasizing on growth and innovation and venturing into uncharted territories.
Integrity – honesty
Integrity and honesty is the strength of character. This is the most important characteristic that HR must posses. Integrity leads to trust, and trust to respect, loyalty and ultimate action.
CONCLUSION
It is therefore of great importance for companies in the ever changing world to develop new human resource strategies for their better performance before they lose their competitive advantage
It is therefore of great importance for companies in the ever changing world to develop new human resource strategies for their better performance before they lose their competitive advantage
· Gomez-Mejia, L.R., Balkin, D.B., and Cardy, R, L, (2007) Managing human resources 5th edition, Upper Saddle River, N.J.: Pearson-prentice Hall.
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