Globalization has led to an increase in the vigilance of consumers on the behavior of human assets in different companies. Sustainability and ethical business activities are integral variables in the building of a good reputation for companies in the modern business world. These variables have led to many companies being compelled to develop human resource management functions with competent leaders. This paper looks at the changes in HRM and HR professions that have been witnessed in the business world over the recent past.
Changes in HRM and HR profession
In traditional business settings, companies did not place value and power in HRM because the top management and the leadership function were actively involved in the development of competent human asset bases. The post-modern business field has compelled companies to look at developing leaders in the HR department because the function has become an important tool for enhancing the competitiveness of companies (Ulrich et al. 2013).
HRM is actively involved in adding value to the products and services offered by different companies in the development of values that motivate employees to portray their highest levels of competence. HR leadership no longer requires the designated leader to be at the top of the hierarchical ladder in the department. Any member of the HR department that possesses leadership qualities can take the role of leading the rest of the team. The basic requirement of a leader in the HR profession is the possession of a desirable personality that is reinforced by experience in team management (Wald & Lang 2012).
Future of HRM
The future of HRM will be parallel to the environmental changes that are being witnessed in the business world. The HRM function in many companies will have to adopt tolerance to social requirements in terms of the behavior of HR professionals (Wells 2013). Modest conduct among human assets in organizations will have to be actualized, and individual employee performance evaluation will prevail.
The human resource of the different companies will continue to be better educated, and they will demand the provision of their rights by the companies. Organizations in the future will have to adopt new mechanisms to ensure that their customers and employees are satisfied with the business activities associated with the companies. Companies will make paradigm shifts in their application of technology in the HR profession, and specialization will be a primary requirement for employees in different tasks of the company (Pritchard 2010). The future of HRM will also be characterized by the presence of more women in human resources, and employers will be compelled to uphold affirmative action in their employing processes. The awareness of public needs will prevail for most companies looking to enhance their competitiveness in different business industries. These changes mean that the human resource leaders in the future will have the primary task of ensuring the employees and the consumers are satisfied.
Traditional HRM functions had the role of recruiting job applicants and handling minor tasks in organizational leadership, but the modern business world has changed the role of HR professionals. The professionals are currently charged with the responsibility of finding ways to motivate employees to portray their highest competence levels in handling different organizational tasks. The future of HRM holds many requirements of the public domain, and it is expected that human resources will actively pursue their rights. The leaders in the HRM function will have to develop skills in satisfying the employees and consumers.
List of References
Pritchard, K 2010, ‘Becoming an HR strategic partner: tales of transition’, Human Resource Management Journal, vol. 20, no. 2, pp. 175-188. Web.
Ulrich, D, Younger, J, Brockbank, W & Ulrich, MD 2013, ‘The state of the HR profession’, Human Resource Management, vol. 52, no. 3, pp. 457-471. Web.
Wald, PM & Lang, R 2012, ‘Reorganization of HRM—Past, Present, and Future’, The Encyclopedia of Human Resource Management: Thematic Essays, vol. 1, no. 1, pp. 173-180. Web.
Wells, EA 2013, ‘What is HR Leadership? A Twenty-First Century Perspective’, E Journal of Organizational Learning & Leadership, vol. 11, no. 2, pp. 1-7. Web.