{"id":850,"date":"2015-04-24T18:36:20","date_gmt":"2015-04-24T18:36:20","guid":{"rendered":"https:\/\/courses.candelalearning.com\/masterybusiness1xngcxmaster\/?post_type=chapter&p=850"},"modified":"2015-10-06T14:34:08","modified_gmt":"2015-10-06T14:34:08","slug":"reading-todays-hrm-challenges","status":"publish","type":"chapter","link":"https:\/\/courses.lumenlearning.com\/clinton-introbusinesswmopen\/chapter\/reading-todays-hrm-challenges\/","title":{"raw":"Reading: Today\u2019s HRM Challenges","rendered":"Reading: Today\u2019s HRM Challenges"},"content":{"raw":"

Containing Costs<\/h2>\r\nAll departments within an organization must prove their value and contributions to the overall business strategy, and the same is true with HRM. As companies are becoming more concerned with cutting costs, HRM departments must show the value they add to the organization through alignment with business objectives. Being able to add value starts with understanding some of the challenges of businesses and finding ways to reduce a negative impact on the business. If you were to ask most business owners what their biggest challenges are, they will likely tell you that cost management is a major factor in the success or failure of their business. In most businesses today, the people part of the business is the most likely place for cuts when the economy isn\u2019t doing well. \u00a0Expenses that involve the people part of any business include benefits, hiring process costs, and many more . . .\r\n
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Benefits<\/h2>\r\nThese costs cut into the bottom line of any business. The trick is to figure out how much, how many, or how often benefits should be offered, without sacrificing employee motivation. A company can cut costs by not offering benefits or 401(k) plans, but if its goal is to hire the best people, a hiring package without these items will most certainly not get the best people. Containment of costs, therefore, is a balancing act. An HR manager must offer as much as he or she can to attract and retain employees, but not offer too much, as this can put pressure on the company\u2019s bottom line.\r\n

Hiring and Turnover<\/h2>\r\nAnother consideration is the cost of hiring and turnover. The hiring process and the cost of turnover <\/span><\/span>in an organization can be very expensive. Turnover refers to the number of employees who leave a company in a particular period of time. By creating a recruiting and selection process with cost containment in mind, HR can contribute directly to cost-containment strategies company wide. In fact, the cost of hiring an employee or replacing an old one (turnover) can be as high as $9,777 for a position that pays $60,000 (James Del Monte, \u201cCost of Hiring and Turnover<\/a>,\u201d JDA Professional Services, Inc., 2010, accessed October 1, 2010).<\/span> By hiring smart the first time, HR managers can contain costs for their organization.\r\n

Offshoring<\/strong><\/h2>\r\nOne cost-containment strategy for U.S. businesses has been offshoring. \u00a0Offshoring is the process of moving jobs overseas to contain costs<\/span><\/span>. It is estimated that 3.3 million U.S. jobs will be moved overseas by 2015 (Vivek Agrawal and Diana Farrell, \u201cWho Wins in Offshoring?<\/a>\u201d in \u201cGlobal Directions,\u201d special issue, McKinsey Quarterly<\/em>, 2003, pp 36\u201341).<\/span> According to the U.S. Census Bureau, most of these jobs are Information Technology (IT) jobs as well as manufacturing jobs. This issue is unique to HR, as the responsibility for developing training for new workers and laying off domestic workers will often fall under the realm of HRM. Of course, cost containment isn\u2019t only up to HRM and managers, but as organizations look at various ways to contain costs, human resources can certainly provide solutions.\r\n\r\n<\/div>\r\n
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Technology<\/h2>\r\nTechnology has greatly affected\u00a0human resources and will continue to do so as new technology is developed. Through use of technology, many companies have virtual workforces that perform tasks from nearly all corners of the world. When employees are not located just down the hall, management of these human resources creates some unique challenges. For example, technology creates an even greater need to have multicultural or diversity understanding. Since many people will work with individuals from across the globe, cultural sensitivity and understanding is the only way to ensure the use of technology results in increased productivity rather than decreased productivity due to miscommunications.\r\n\r\nTechnology also creates a workforce that expects to be mobile. Because of the ability to work from home or anywhere else, many employees may request and even demand a flexible schedule to meet their own family and personal needs. Productivity can be a concern for all managers in the area of flextime, and another challenge is the fairness to other workers when one person is offered a flexible schedule. \u00a0Many companies, however, are going a step further and creating virtual organizations<\/span><\/span>, which don\u2019t have a physical location (cost containment) and allow all employees to work from home or the location of their choice. As you can imagine, this creates concerns over productivity and communication within the organization.\r\n\r\nhttps:\/\/youtu.be\/RW4lGWB37_4\r\n\r\nThe use of smartphones and social networking has impacted human resources, as many companies now disseminate information to employees via these methods. Of course, technology changes constantly, so the methods used today will likely be different one year or even six months from now. Of course, the major challenge with technology is its constantly changing nature, which can impact all practices in HRM.\r\n
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The Economy<\/h2>\r\n<\/div>\r\n<\/div>\r\n
\r\n\r\nTough economic times in a country usually results in tough times for business, too. High unemployment and layoffs are clearly HRM and managerial issues. If a human resource manager works for a unionized company, union contracts are the guiding source when having to downsize owing to a tough economy. \u00a0Besides union restrictions, legal restrictions on who is let go and the process followed to let someone go should be on the forefront of any manager\u2019s mind when he or she is required to lay off people because of a poor economy. Dealing with performance issues and measuring performance can be considerations when it is necessary to lay off employees.\r\n\r\nhttps:\/\/youtu.be\/fWsvr7UaPpQ\r\n\r\nLikewise, in a growth economy, the HR manager may experience a different kind of stress. Massive hiring to meet demand might occur if the economy is doing well. For example, McDonald\u2019s restaurants had to fill six hundred positions throughout Las Vegas and held hiring day events in 2010 (\u201cMcDonald\u2019s Readies for Massive Hiring Spree<\/a>,\u201d Fox 5 News, Las Vegas, May 2010, accessed October 5, 2010).<\/span> Imagine the process of hiring this many people in a short period of time The same recruiting and selection processes used under normal circumstances will be helpful in mass hiring situations.\r\n\r\n<\/div>\r\n
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The Changing and Diverse Workforce<\/h2>\r\nHuman resources should be aware that the workforce is constantly changing. It is expected that over the next ten years, more than\u00a040 percent of the workforce will retire, and there will not be enough younger workers to take the jobs once held by the retiring workers\u00a0(Alvaro Fernandez, \u201cTraining the Aging Workforce<\/a>,\u201d SharpBrains<\/em>, August 10, 2007, accessed October 6, 2010).<\/span> In fact, the American Society of Training and Development says that in the next twenty years, seventy-six million Americans will retire, and only forty-six million will replace them. First, the retirement of baby boomers results in a loss of a major part of the working population, and there are not enough people to fill those jobs that are left vacant. Second, the baby boomers\u2019 knowledge is lost upon their retirement. Much of this knowledge isn\u2019t formalized or written down, but it contributes to the success of business. Third, elderly people are living longer, and this results in higher health-care costs for all currently in the workforce.\r\n\r\n<\/div>\r\n
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KEY TAKEAWAYS<\/h3>\r\n
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\r\n\r\nWhether it is changes in health care laws, an aging workforce, changes in technology or an increasingly diverse workforce the fact remains that human resource managers must always be attuned to the changes in the external environment in order to plan for and maintain the workforce necessary for the company to achieve its goals.\r\n