Future and employee agility rather than relying on

Future prediction is a difficult process we need
to analyze past and current situation of doing business. There are different
challenges in future of HR Four major factors are impacting and will continue
to impact, organization and shaping the future of work.

Globalization:

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It is clear that the world will become
increasingly connected over the next 10 to 20 years as the flow of products,
services, talent, and knowledge continues apace across developed and developing
countries. To compete and survive, a growing number of companies will intensify
their efforts to explore new market opportunities and develop business
capabilities to take advantage of these markets, while continuing to grow in
more established venues.

Implications
for HR: Companies will
increasingly depend on building organizational and employee agility rather than
relying on periodic change initiatives. They will find it necessary to develop
the capacity to attract, develop and retain topnotch talent in emerging markets

Technology:

Technology enables employees at all levels to
work virtually while easily collaborating and sharing ideas not only with each
other but also with outsiders. Continued advancements in globalization and
technology increasingly turn work into a 24/7 reality which blurs the lines
between work and non-work lives and increases the pressures and stress on
employees sometimes with unfortunate consequences for their  physical and emotional well-being.

Implication
for HR: In a world of
increasingly advanced technologies, where the nature of work changes with great
frequency, traditional approaches to filling jobs internally will give way to
more systematic and decentralized approaches to matching talent to work and
work to talent. As work is redefined and talent flow increase, new primarily
online approaches to employee development will become necessary to ensure that
requisite hard and soft skills are kept current.

New technology of data science has big impact on
talent acquisition. We can easily find skilled workforce from Big data through
data science by using data mining. Right man on right job on right time.

Consumerization:

Greater access to information, combined with the
spread of social media, encourages the development of a consumer mentality in
which customers and clients feel empowered ro shape their own experiences while
companies are forced to adapt by customizing their products, services and
solutions. These experiences are increasingly being replicated inside
organizations as employees – particularly younger employees – come to see
“consumerization” and customization as guiding principles on which to base the
employer-employee relationship.

Implications
for HR: In this new model,
employees expect a greater say in shaping the content of their assignments,
goals, and even work environment when it comes to issues such as where and when
to work companies will find it necessary to cut back on the number of
one-size-fits-all policies and practices in their arsenals in favor of greater
overall flexibility and, in particular, the capacity to be more responsive to
employees individual needs and wants. Leaders and managers will find it
necessary to improve their understanding of employees as individuals by
developing deeper relationships with them and engaging them in genuine dialogue
around work, goals, and processes, as well as more personal matters.

Generational
Differences:

Most organizations currently have four
generations in their workforce: traditionalists/greatest generation, baby
boomers generation X and generation Y/ millennials- with some companies
starting to see a fifth( generation Z- those born in 1997 and later). Although
there are many similarities across generations and not all members of a given
generation are the same, employers will see key differences across generations
I term of working styles and approaches to collaboration communication, and
decision making, as well as expectations regarding feedbacks, reward and the
pace of promotions.

Implications
for HR: Nearly all traditional
HR practices are coming under scrutiny as companies find it particularly
difficult to motivate young people and retain this talent long enough to recoup
investments in their development. In broad terms many if not most, gen Ys feel entitled
to jobs, projects, and experiences that are tailored in a wat that they find
personally meaningful. As leaders and managers feel the pressure to
individualize everything and to coach and mentor (and even to be reverse
mentored), organizations will find that some leaders will and can adapt whereas
others will not and cannot.1

1-(Health Wealth Career “The future of HR”)

The
Future workplace: Building A consumer and digital HR organization

Today, almost every company is undergoing a
digital transformation. Cloud and mobile computing, artificial intelligence,
and increasing automation have created the potential to transform nearly every
aspect of a business. A survey of CEOs conducted by Fortune asked
whether they thought their company was a “technology company” and 67% of CEOs
said yes.

The same can be said for forward looking HR
departments like those at IBM and General Electric. HR leaders such as Diane
Gherson at IBM, and Susan Peters at General Electric, are transforming HR to
deliver an employee experience that is human centered, uses the latest digital
technologies, and is personalized, compelling, and memorable.

According to Forreaster 47% percent of executives
surveyed believe that by 2020, digital will have an impact on more than half
their sales. We see how digital has transformed media, retail, transportation
and education. Now it’s HR’s turn. Digital and consumer marketing are permeating
new ways of recruiting, working, learning, and engaging employees.

Applying a consumer and digital lens is much more than just
incorporating new solutions in HR. Being employee-centered and digital is about
having a new mindset, plus a set of consumer-focused and technological
skills to creating new HR solutions. Above all, it requires a belief in the power of leveraging
the latest consumer technologies inside HR. This starts with how a company
engages prospective new hires. Consider how Zulily an e-commerce company
selling clothing, toys, and home products, invites candidates applying for a
job on its social media team to submit an Instagram post that best
represents themselves and what they would bring to the team. Or consider how
MasterCard, BMO Financial Group, Cisco, and Silicon Valley Bank develop new HR
solutions by conducting hackathons to co-create new ways forward with employees.2