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FUTURE OF SHRMMariia KreposnaDecember 2014
Demographic changes
Technological changes
CSR & sustainability
Performancemanagement
Talent management
Mega trends
Demographic changes
Demographic Changein Age Structure
Healthy, productive, motivated through
• Ergonomics• Workplace design• Organizational structure• Assignment of tasks
Provision of adequate trainings
and incentives• Decreasing technological
affinity • Reduced interest
in training
Substantial commitment of resources
•Not viable for every company
Employment of diverse social groups• New management
approaches• Establishment of supportive
group norms and climate
• Discrimination through stereotypes
Knowledge transfer•Appreciate knowledge•Climate of mutual trust and
respect•Organizational environment
of learning and developing
Change in Diversity
Implications for Practice & Research
Increasingly practice age management
• Analyze firm’s age structure• Determination of employee needs• Create adequate HRM processes
Integrate different dimensions of workforce diversity
Technological changes
Changes
Technology Organizational life
Change > situation bound
It’s in the eye of the beholder
Facilitator Inhibitor
Improve training attain competitive advantage
Influence the content of an activity (time-saving, space-
saving, life-saving)
Technology
HRM
Technology as Inhibitor
Automation Elimination of tasks, overload of responsibilities upon managers
limited human interaction
Virtual communi-cation
barriers to learning process
Future Insights
SHRM e-HR
Control
Security
Technology
Strategic role
e-recruiting e-selection
Talent management
Talent = central role in companies‘ operations
Contribution to organizational success
Competitive advantage
Attracting talent
Developing talent
Retaining talent
• internal fit – consistency among TM practices
• cultural fit – alignment of TM practices to corporate culture• strategic fit – linkage of TM to company strategy & goals Adoptation required to participate in future war for talent
Leading companies excel in talent management because:
Performance management
Firm performanceSHRM ?
HRM practices
Micro level Macro levelComplianceefficiencyproductivity ROI
Everyday routines StaffingLearning Remuneration
SHRM strategy
Firm performance
Upper echelon
Line managers
Business strategy
SHRM practices
Employees
Individual productivity
Eventually, firm performance in general refer to individual employee beliefs, behavior and performance outcomes.
investigate additional behaviors that contribute to employee and firm thus,
performance
Future research