Delivery in day(s): 4
Human Resource Management Challenges
Human Resource Management - Introduction
Human Resource Management Challenges is an integral part of any company’s strategy and long term growth plan. No company can survive for a long term without an effective policy of human resource management and talent development. Human resource is the department which takes care of the hiring’ training and development’ job role delegation’ talent management’ leadership development and other associated activities like constant motivation and encouragement of employees by rewarding and other benefits to maintain a smooth functioning and growth of organization. Human resource management is having scope in various arenas and it act as integrative mechanism between various departments of an organization so that all activities are synchronized with the long term objectives of the company. Currently most of the organizations develop their growth and business strategy keeping human resources in loop and consider the capability and talent of the human resources available in their company (Forsyth, 2006). In this report we will be discussing why it is very important to have an excellent human resource management technique and strategy in a technical company and what is the importance of continuous and meaningful interaction between a middle level technical manager and human resources department in a technically oriented company. In this report we will be discussing the challenges faced by a technical organization’ methods adopted by human resource department to cope with challenges’ job description and role played by a middle level technical manager in a company and how they work in resonance with the human resource department to maximize the productivity and effectiveness of the company (Knippenberg et al., 2011).
Challenges faced by a technical organization
In this Human Resource Management Challenges report we mean by a technical company as a company which is dealing in products and services which is related to technology field. For example organizations in the field of Information Technology’ communication devices’ computers and laptops’ aircrafts and aerospace engineering’ automobile industry’ internet based services providers are considered as a technical company for the purpose of this report. The history of these companies is very short and they have been developed all over the world in last couple of decades. These companies are example of instant success and they ride on the boom of communication and internet based development all over the world. The challenges faced by these companies are relatively new and different than traditional organizations. Here are a few examples of challenges faced by these organizations in current times.
- High attrition rate: - the employee attrition rate for these organizations are very high. The workforce in these organizations is engaged in mental labor. Majority of work force is highly qualified and educated. The industry is growing at an extremely high rate with majority of centers developing in Asian developing economies like India and China. The demand for talented and experienced professional in this industry is very high and there is widening gap between the demand and supply of skilled labor force. This has created an environment of competition between organization which attempts to lure talented human resources with higher salaries’ better benefits and challenging opportunities. This causes a high attrition rate among companies as employee’s move at a faster rate than conventional companies. the companies have another benefit in luring employee’s from other organizations as they acquire trained employee’s without spending time and resources in training of employee s. the procedure of offering more salary is relatively easier and cheaper than acquiring a fresh candidate and then training him for the job in due time (Fleetwood & Hesketh, 2009).
- Employee burnout:- the work is quite mechanical and demanding in technically oriented companies. The working hours sometimes are not comfortable and mental pressure for delivering products’ forming new innovations ‘discovering new approaches to do the same work repeatedly causes employee burnout. In this situation the employee drops everything they are working with’ refuses to work at all and even take a long leave from the work without any reason. This kind of situation is very dangerous specially if the employee is a senior level technocrat then future of some project’s critical work or future of entire projects are dependent on the skills of the employee. The organization faces a huge challenge to avoid employee burnout situation.
- Lack of challenging opportunities for all:- majority of employees in technically oriented companies are knowledge workers and their educated and talented mind is always seeking new opportunities which are more challenging and requires the employee to demonstrate their capability. It is difficult for an organization to offer such roles all the time to every employee. In many situations the employee’s remain unsatisfied with their current job role and this impacts their performance in a negative manner. Employee’s either decided to leave the job and seek opportunity elsewhere or remains in effective in their present job role in hopes than organization might change their role if they do that. It is very challenging for organization to encourage such employees to perform in an effective manner and organizations try to provide job roles as per the qualifications of the employee as much as possible (McLean et al., 2004).
Methods adopted by human resource management
Human Resource Management Challenges in all technically oriented companies constantly works to cope with challenges it faces. They are certain methods which are adopted by human resources for that like:-
- Balance score card system:- the human resources management review the performance of the employee through a balance score card approach. They analyze every aspect of an employee including both financial and non financial parameters of evaluation. A review from not only seniors but a peer review and subordinates review is also taken into consideration while evaluating an employee and based on his overall score promotions’ awards’ rewards’ punishments’ training and development like steps are taken in future for that employee.
- Aligning human resource policies with strategy development of the company:- the technical companies have human resources as their biggest asset. The strategy of an organization like growth and expansion’ acquiring new markets etc are very much dependent on the capability of their human resources(Anonymous 1995). The human resources ensures that every employee understand the long term objectives of the organization and align their efforts in resonance with that. The employee understands the bigger picture for the organization and realizes how their efforts are important and valuable for the organizations. This provides him new challenges for the work and improves their commitment levels.
- Other efforts:- in most of the technical companies following policies are adopted to ensure that challenges are less for human resources department is lesser and easier to manage.
- Salaries and remuneration is always up to the industry standards and benefits offered are also of excellent quality.
- Regular training and development programs for employees so that they can be prepared for new job roles and future leadership.
- Lesser working hours and proper recreational facilities for the employee and their families so that there is a good balance between personal life and work life.
- Job roles are offered after thorough understanding of an employee’s qualification and capability so that everybody gets the most suited role for their qualification.
All these approaches are employed in hopes that employees remain satisfied and happy in the organization as only a happy and satisfied employee can work effectively and efficiently (Brewster et al., 2007).
Interaction between HRM and middle level technical managers
Middle level technical managers are usually team leaders and project leaders. They are the immediate bosses for the technocrats who are working on different projects. These managers are technically sound and capable of leading a team of educated and talented individuals for entire projects. Human resource can provide them with the strategic alliance between HRM policy and long term objectives of the company. These managers in turn can make their team realize the direction of efforts to be kept. They are closer to the actual workers and keep a close watch on the temperament developing in teams’ detect any dissatisfaction at an early level. Provide immediate solution for minor disagreement before they develop into big problems. Middle level managers are also responsible for the productivity of their teams and human resource by regular interaction can provide them real time feedback on their team’s performance not just on the technical aspects but on parameters which are related to the long term objectives of the organization. The technical managers act as a bridge between employee and human resource department and convey each other’s expectations and requirements. The importance of regular interaction is very high also in context that middle level managers are usually a long term experienced employee of the organization and organization can focus on their leadership skills development for future leader roles of higher level in organization. The organizations are instilling leadership qualities in them by regular interaction and developing their skills to manage a team (Coyne and Balakrishnan, 1996).
Organizations in all sectors face different kind of challenges in human resources management each with its own attributes and features. The technical organizations are newly emerging and their challenges are also newer in nature. They need an innovative approach from the human resources as well as upper management of the organization for resolving. With sufficient experience in the industry each organization’s human resource department can develop its own methodology to face the challenges posed by their human resource and their resolving (Grunig et al, 2002).
- Forsyth, D.R. (2006), Group Dynamics, 4th ed., Thomson Wadsworth, Belmont, CA.
- Grunig, A., et al, (2002). Excellent Public Relations and Effective Organizations: A Study of Communication Management in Three Countries, Lawrence Erlbaum Associates, Mahwah, NJ.
- Anonymous (1995) Five steps to better knowledge management, Computerworld, Vol. 29, Issue 25, , pp34-76
- Coyne, K.P. and Sujit Balakrishnan (1996) Bringing discipline to strategy, The McKinsey Quarterly, No.4.
- McLean, G. N., Osman-Gani, A. M.,& Cho, E. (Eds.) (2004) Human resource development as national policy. Advances in Developing Human Resources, (3)
- Fleetwood, S. & Hesketh, A. (2009) Understanding the Performance of Human Resources, Cambridge: Cambridge University Press 270pp.
- Brewster, C,, Sparrow, P.R. & Vernon, G. (2007) International human resource management. 2nd Edition. London: Chartered Institute of Personnel and Development. 323pp
- Van Knippenberg, D. , Dawson, J.F., West, M.A., & Homans, A. (2011) Diversity faultlines, shared objectives, and top management team performance, Human Relations, 64, 3, 307-331.