HR Response to Organizational and Social Trends

HR Response to Organizational and Social Trends Order Instructions: The HR leader’s response to organizational and social trends

In this essay, write about synthesizing ways in which HR leaders can use policy to respond effectively to such trends.

HR Response to Organizational and Social Trends
HR Response to Organizational and Social Trends

HR Response to Organizational and Social Trends

You may find that classmates in other industries or other parts of the world may have very different views of some trends and their implications. Consider whether what might appear at first to be a serious problem for HR leaders could, with the right policy development, be leveraged into an opportunity for the organization and its staff.

To prepare for this essay:

•Review the required Learning Resources which have been sent by email.

o Supporting another student’s views or providing an alternative perspective on the ways in which HR leaders can use policy to be responsive to organizational and social trends.

o Synthesizing general lessons about the importance of organizational context in formulating HR policy

o Discussing ways your experiences are similar or different with regard to the impact of organizational and social trends on HR policy

HR Response to Organizational and Social Trends Sample Answer

The HR leader’s response to organizational and social trends

Human Resource is responsible for, hiring, attracting, choosing, preparing, assessing and compensating workers while ensuring conformity with employment policies and labor laws. They are also in charge of workforce diversity, business continuity, and progression preparation.

 Ways in which HR leaders can use policy to be responsive to organizational and social trends.

Most HR policies related to technology, data security and use of social media are outdated as technology is ever advancing at very high speed. Most workers around the world are connected through the internet, therefore; the policies should be flexible, practical, enforceable, and friendly and enhance work-life balance meaning the policies should be flexible (Ulrich 2013).  Moreover, the HR managers should encourage openness while providing firm guidelines regarding the use of those technologies in a bid to protect both the organization and the individual. Therefore, HR managers should be ahead of the game to stay competitive.

The HR managers should, therefore, employ the current technology to control their workforce or employ online agencies or recruiting organizations to control their workforce (Bamberger, Biron & Meshhoulam 2014). The aging workforce, globalized workforce, removal of compulsory retirement age, for instance, requires new policies to govern new legislation The HR policies should seek to maximize the opportunities offered by the new trends while minimizing the risks that come with the new technology.

There are also political and economic trends that are affecting HR. politically, the increase in demand for precision in government and organization and power dispensation should be addressed. Economically, there is an increased economic growth, increasing the gap between the rich and the poor, growth and increase in state capitalism. All these emerging trends should be countered by appropriate HR policies in the organization (Sanchez-Apellaniz, & Triguero-Sánchez 2016).

Synthesizing general lessons about the importance of organizational context in formulating HR policy

Contemporary policies should be developed to govern issues of workers mobility, flexibility in work arrangements, life balance, and skill gaps, including a shift in demographics and diversity. Policies should also be developed that govern line management, pressures at work and women work life balance (Bratton & Gold 2012). Overall, the policies should ensure consistently and adhere to organizations values and should not be over controlling but rather it should balance the organization’s requirements and private life.

Discussing ways your experiences are similar or different with regard to the impact of organizational and social trends on HR policy

Organizations become universal in their operations and markets. There will be an increase in political and societal pressures and accountability. Use of technology will increase at a higher rate; work will be more composite and mutually dependent, people will be more mobile and global in nature leading to an increase in workforce migration (Ulrich 2013). There is also the likelihood of an increase in a mismatch between skills needed and talent available, there will be cultural diversity and more work will be done in a more diverse way.

Consider whether what might appear at first to be a serious problem for HR leaders could, with the right policy development, be leveraged into an opportunity for the organization and its staff.

The aging population will present an opportunity for HR to hire new talents, control different expectations, retooling skilfulness, progression preparation and phased leaving (Bamberger Biron & Meshhoulam 2014). Globalization will help employees to be diverse, integrative, produce high performance and become customer focused. They will also increase perfect communication networks. It will also assist HR managers to design and develop flexible work arrangements, leverage technology, and develop value-added work systems

HR Response to Organizational and Social Trends Bibliography

Bamberger, P.A., Biron, M. and Meshoulam, I., 2014. Human resource strategy:                                Formulation, implementation, and impact. Routledge.

Bratton, J. and Gold, J., 2012. Human resource management: theory and practice.            Palgrave Macmillan.

Schmidt, A., 2013. The implications of flexible work: Membership in organizations            revisited. management revenue, pp.179-198. (Schmidt, 2013)

Sanchez-Apellaniz, M. and Triguero-Sánchez, R., 2016. New Trends in Leveraging  Workforce Diversity through Human Resource Management                 Initiatives. Handbook of Research on Race, Gender, and the Fight for                 Equality, p.360.

Ulrich, D., 2013. Human resource champions: The next agenda for adding value and       delivering results. Harvard Business Press.

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