Report: HRM Challenges, Industrial Examples, and Critical Evaluation

This report delves into the multifaceted challenges of Human Resource Management (HRM) in today's dynamic business environment. It identifies key challenges such as workforce retention, the integration of technology, and the impact of globalization. The report explores how organizations anticipate and manage these challenges, providing industrial and organizational examples to illustrate effective strategies. It examines the importance of talent management, leadership development, and the need for HR departments to add real business value. Furthermore, the report presents a critical evaluation of HRM practices, emphasizing the need for strategic alignment and measurement of effectiveness. It also discusses the significance of employee engagement and the development of a cohesive organizational culture. The report concludes by highlighting the crucial role of HRM in fostering organizational growth and adapting to the ever-changing demands of the business landscape. References are included for further reading.

REPORT

Contents
Introduction......................................................................................................................................1
Challenges and how challenges are anticipated & Managed...........................................................1
Utilization of industrial/organizational examples............................................................................3
Critical Evaluation...........................................................................................................................4
Conclusion.......................................................................................................................................5
References........................................................................................................................................6

Introduction
The rapid change in the business landscape clearly indicates how the human resource
management challenges tend to continue with time. Tom Marsden, Director of Professional
Services at Alexander Mann Solutions highlights about the HR department needs for adding the
real business value to the organization. There are restrictions on the recessions which are not
seen to be over, but it is important for the companies to recognize about the important steps that
needs to be taken for the workforce retention. (Albrecht et al., 2015). The possibility for the
retention is through proper training and giving a guidance through the program engagement
activities. This will bring interest among the employees to work in a more productive manner. It
will eventually lead to the optimized expenditure. The technology integration systems need to
work on improvement in the state of schemes that are mainly for attracting the employees for
work. HRM includes the jo analysis with providing a better planning and the personnel needs
where the recruitment of the right people for the job is important. HR is the function of the
organization that focuses mainly on the recruitment and providing a better direction for the
people who work in the organization. It is properly focusing on the performance management,
with the development of the organization, safety and the wellness with defined benefits and
motivation of employees.
Challenges and how challenges are anticipated &
Managed
Over the time, it has been seen that there is a major increase in the different organization sectors
that have been working with the operational internationalization. The international movement of
labor is considered to have a concomitant with the expansions related to working on human

resources across the International borders which are becoming important for the managers of the
international human resource (Collings, 2014). This also tends to pose a lot of challenges for the
HR managers. The human resource management challenges are:
a. There has been effectiveness in handling the Management Change
b. Development in the leadership standards
c. Measurement of the effectiveness with human resources
d. Effectiveness of the Organization.
Here, the major challenges of the HR manager tend to include the additional value for the
organization where the labor force and the business is important to be managed with the talent
management as well. This will help in continuously improving the employee retention where the
people will keep on working hard as possible. The model business cannot effectively operate if
there is a lack in the human ability or productivity. Hence, it is important for the company to
focus on HRM techniques with training the employees so that they are well-versed with the
functioning of the company.
The major highlights are on how the business can affect the working of the system. It includes
the globalization and then handling the different techniques related to production. This will help
in coping up with the different problems and the situations that the HR manager need to work on.
(Bratton et al., 2017). The HR manager facing different challenges need to focus on the
international and multinational organizational activities with knowing the diversity of techniques
to hack it. All the organizations need to be prepared for their human resources with a view of the
global environment to ensure the competitive advantage. Human resource manager needs to
build or develop the framework that allows the flexibility in developing a workforce for a better
tomorrow.

What are some of the priorities that the department of human resource should look for, in future?
The best answer is to consider the difficult factors that contribute to the HR manager functions
where the activities tend to keep on changing constantly. Here, the view of the entire situation is
that HR department is transformed as well. The challenges are related to the employee retention,
multicultural workforce, women workforce and the employee retrenchment. Here, the changes
are important for a better life with technology and the globalization that works with initiating the
process of change (Baum, 2015). In today's time, the business is dependent mainly on the top
performers so that the company can work on innovation with providing better services for
differentiating the company from the other competetitors. The corporation is reliant upon the
assets for survival and thriving. The Human Resource professions tend to anticipate about
retaining the best employees, and then work on handling the economic challenges that make it
difficult for the companies to maintain a higher level of the payment with time. The change
management varies in the traditional sector where the regulatory challenges include the industry-
wide initiatives, competitive pressures, and the other strategic agendas. It focuses on how the
firm has a long list of the changes for implementation. The change management represents the
challenges for the personnel management and handling the intervention related to turnaround,
mergers and the downsizing (Cooke et al., 2014). The research has also shown that the success of
interventions is depending upon the management of people issues in the process.
Utilization of industrial/organizational examples
The examples of the HR management includes the details related to the industrial growth with
the management of the leadership skills. As per the survey, Price Water house coopers had
different challenges related to the working on learning and development with succession

planning. Here, problems are mainly due to the economic uncertainty and the instability of the
job of the employee and the less effectiveness of HR (Doherty et al., 2014).
The organizational setup needs to focus on the presenting a better flow of the goods and services
with capital and ideas. Here, the things are worked on without any management of the human
resource. The markets are defined to handle the domestic competition that includes how the
market shares are able to capture the complete value with focusing on the workforce that holds a
knowledgeable form. Here, the business leaders need to focus on the cost centers which related
to the non-strategic forms. The effectiveness is to focus on organization demand with the
revenue generating business functions. Here, the focus is on the cost savings for the different
functions where HR tends to lack the professionalism and forward thinking. The strategic
advisory focus on the effectiveness where they do not spend the time to understand the business
they support and focus on the transactional HR activities.
Critical Evaluation
The effective HRM includes handling the traditional development with administrative work. It
focus on the roles to handle the transaction which is outsourced increasingly. The additional
value to the strategic utilization of employees with major impact on the business in a measurable
way helps in setting the defined metrics and measurement for demonstrating value (Jackson et
al., 2014).
With the challenges related to the talent acquisition and the management of talent, the
organizations are struggling mainly to hire and then manage the talent effectively. There are
corporate recruitments and the talent functions which are reactive and are rarely focused for the
future. The functions are also aligned with the organizational business strategy that is not the part

of the formal organizational talent strategy. Considering the Human Resource management, there
are different HR leaders who are trying to work on handling the organizational talents. HR
management needs to focus on maximizing the employee performance in service of the
employee strategic objectives. It includes the responsibility for overseeing the benefits of
employee designing and recruitment, with proper training and development. This is done
effectively through the different programs of training and performance evaluations where the
major concern is about handling the broken policies. (Reiche et al., 2016). The organization
needs to understand the limitations of talent functions and make decisions to invest quickly in
resolving all the functional deficiencies or simply work on them. Good communicators build
teams and trust where our communication create and feed uncertainty. The challenges do not
stop with recruiting the right person, but it depends on how one is going to manage the
performance of the employees. Hence, for this, the people need to focus on designing the
compensation system that tends to motivate the employees with structural benefit packages to
measure the success effectively.
Conclusion
The Human Resource plays an important role in the development of the organization and its
cultural standards. The increased diversity tends to contribute to the challenges with building a
cohesive culture where the people from different backgrounds are able to bring in the fresh ideas
and perspectives, differences that tend to contribute for the conflicting standards. The cultural
variances are in the values and the rituals that affect the ability of the employees with finding the
commonality (Collings, 2014). The cross-cultural teams and diversity management are
considered important tools which need to be used by HR to positively impact the diversified
workplace.

References
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engagement, human resource management practices and competitive advantage: An integrated
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Baum, T., 2015. Human resources in tourism: Still waiting for change?–A 2015 reprise. Tourism
Management, 50, pp.204-212.
Bratton, J. and Gold, J., 2017. Human resource management: theory and practice. Palgrave.
Brewster, C., 2017. The integration of human resource management and corporate strategy.
In Policy and practice in European human resource management (pp. 22-35). Routledge.
Collings, D.G., 2014. Integrating global mobility and global talent management: Exploring the
challenges and strategic opportunities. Journal of World Business, 49(2), pp.253-261.
Cooke, F.L., Saini, D.S. and Wang, J., 2014. Talent management in China and India: A
comparison of management perceptions and human resource practices. Journal of World
Business, 49(2), pp.225-235.
Doherty, B., Haugh, H. and Lyon, F., 2014. Social enterprises as hybrid organizations: A review
and research agenda. International Journal of Management Reviews, 16(4), pp.417-436.
Jackson, S.E., Schuler, R.S. and Jiang, K., 2014. An aspirational framework for strategic human
resource management. The Academy of Management Annals, 8(1), pp.1-56.
Reiche, B.S., Stahl, G.K., Mendenhall, M.E. and Oddou, G.R. eds., 2016. Readings and cases in
international human resource management. Taylor & Francis.