Viewing Hiring Trends In The Next 20 Years

Viewing Hiring Trends In The Next 20 Years

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The role of Human Resource h?? changed dramatically over past 30 years; and the changes those are inevitable will continue to occur. Years after years as human demands change the HR demands for human resource requirements also change and get upgraded every time. Looking at the traditional staffing process now although the trend has changed, having a fast forward glance is also important. Hence the traditional Strategic Staffing process goes as follows: The process of identifying and addressing the staffing implications of business plans and strategies, or better still, as the process of identifying and addressing the staffing implications of change. While into staffing its impact should also be known, as well as the changes to business plans are being considered. Then defining the number and type of employees who will be needed at a particular point either presently or in the future to implement plans effectively; projecting the “supply” of talent that will be available at that point in the future. Successful implementation of a strategic staffing process lies not in how these basic steps are defined. The “devil is in the details” — or perhaps more appropriately in this case — the devil is in the implementation. It is not the steps themselves that are important, it is how they are developed and implemented that counts. The organization needs to be proactive. The key appears to be strategic ?l?nn?ng. W?th th? changing landscape ?f Human Resources management ?n th? years t? come, strategic ?l?nn?ng w?ll b? th? key f?r HR t? meet those needs and t? succeed. The CEO’s had always been focusing to leverage on technology. Hence they experiment with virtual teams, nontraditional workplaces and corporate structures. The workplace are predicted to be more flexible, and this scenario is visible everywhere. Beyond ethnic ?nd gender considerations, age ?? ?l?? l?k?l? t? play ?nt? th? equation ?f workforce ?l?nn?ng. Looking ?nt? th? future ?? hard t? d?, especially ?n th? 21st Century, b?t trends offer ??m? clues. W? live ?n a more complex ?nd interconnect world.

Looking at the flexibility trends at workplace here are few of the following possible trends[/b][/b]

Collaborative cultures = workplace model.

Flexibility in hours and work location, technological job aids and more pay at risk with significant upside potential.

Company intranets will become a major tool for communication, training and benefits administration.

Separate the best employees from the rest through intelligence through knowledge transfer capability will

Employees will have more and more choices about work arrangements, allowing them to meet their individual needs.

Work hours scheduling will become less important as organizations focus on performance and results.

Company facilities will become Virtual through work-at- home, telecommuting and outsourcing.

The workweek will be less structured-employees will still work 40-plus hours, but at varied times and places other than the office.

Legislation will lead to greater portability of health, welfare and retirement benefits.

Free-lance teams of generic problem solvers will market themselves as alternatives to permanent workers or individual temps.

Enhanced value for the person rather than value for the job

Versatility will be the key factor in determining employee value with strategic thinking, leadership, problem solving, technology and people skills close behind.

Compensation systems will be linked to business outcomes.

All jobs will require higher levels of computer skills.

Positions will be organized in teams focused on a task, not organized around a hierarchy.

Positions will be defined by the competencies needed to be performed.

Employees will be more independent, moving from project to project within their organizations.

Nonemployees will be managed within the human resource management system (HRMS) to allow for headcount and productivity analysis, project staffing, security provisioning, training programs, and other HR-related processes. Many jobs will be redesigned to be much broader in scope, especially in management positions, resulting in leaner head counts. Employees will be increasingly measured by how much value they contribute to the business, not by whether they fulfilled predetermined objectives. Work will be more challenging, and jobs will become increasingly complex. In the 1990s, a number of emerging issues are posing serious challenges to the staffing function in both public and private sector organizations. In particular, examines and discusses the various staffing and career challenges posed by workforce diversity, the increasing entry of women in the workforce, the increasing demand on education and training, the increasing importance of equal opportunity and age discrimination legislation and the changing pattern in employee aspirations and attitudes. Core HR systems strategies will focus on master data. The notion of a single source of truth for who works for the company today is still an elusive goal. Based on pioneering work done with customer data hubs, we will start to see strategies evolve for master data management related to the employee life cycle. This will enable the employee data to be kept in sync across multiple HR, payroll, benefits, and talent management systems, as well as third-party business partners and operational applications that use employee data. The definition of the workforce will continue to evolve. Whereas the workforce has traditionally meant employees who are actually on the payroll, business needs encompass tracking and provisioning a variety of “nonemployees” as well. “Nonemployees include contractors, consultants, temporary workers, volunteers, and others who represent part of the productive workforce.

 
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