Table of Contents
Introduction
Some years back the human resources (HR) departments were often known as personnel. They had the responsibility of keeping records, ensuring that companies adhered to regulations and were in compliance to laws. They were also responsible for the determination of wages, packages of compensation as well as other benefits. HRD has evolved over the last 10 years. This can be attributed to the emergence of a slew of technologies which have automated a bulk of the work that the HR professionals used to do initially. Besides the programs that have automated payroll as well as streamlining the process of on-boarding. They also used to oversee platforms to simplify the process of recruitment and also to manage talents that allow for companies to determine if their employees have the opportunities for the right training.
Employee Experience (Culture and Work-life)
A company’s mission, beliefs, values and ethics are among the things that describe the culture of a company. The expectation that companies have on their employees are defined by their culture. Employee happiness is highly related to the culture of an organization. They tend to bee happier in an organization that has a strong culture. Productivity is strongly linked to happiness; hence managers are seen to focus more on the improvement of the cultures of their organizations (Brown, Ruthven, & Schutte, 2017).
Some companies employ heads of employee experience as well as develop strategies aimed at establishing employee experience that takes into account the environments that the employee work in, tools as well as technologies that enhance their productivity. All this constitutes the evolution of the HRD with regard to its capacity and scope of operation.
Employee engagement also determines their happiness and hence their willingness to do more and also influencing productivity. This engagement of employees by HRD also leads to improved quality as well as making employees work well with one another. Reports show that coworkers are the leading factor that makes employees like their jobs. Engagement therefore helps establish a team that is more connected and were everyone’s back is covered (Meister, 2017)
Increased need for Data Analytics Tools
This captures the increasing need for organizations to develop or establish systems of data and tools for analytics. The ability to collect, process, as well as analyze big is ever becoming more crucial. This is mostly important in the identification and management of business lifecycle challenges.
Companies that aim to gain competitive advantage face an increasing requirement to use analytics. This enables them to gain insights that are driven by data, into trends in the workforce as well as to take initiative in refining recruitment, compensation as well as other incentives to performance. These are geared t meeting the evolving objectives and interests of employees (Lawler, & Boudreau, 2015).
Generational Differences at the workplace: Focus on Millennials.
Organizations are experiencing a rise in millennial employees. The modern workplace is not only trying to absorb them, but also address the issues of having three generations of workers forged to work happily as a solid team. The multi-generation situation has been worsened by the economic downturns. This has resulted in the older generation who are unable to retire despite planning for retirement, in order to pave way for the millennial generation.
Managing Millennials requires skill that is developed over time. These group of workers endeavor to attain a balance between work and life. Employers have to accommodate the young millennial talent, as well as nature their strengths and capabilities to add value, or risk losing them to other employers who will.
Performance
Many organizations put the redesigning of the performance management cycle on the top of their agendas in the recent years. Most companies are getting rid of the traditional process that was paternalistic. Here, the boss was tasked on giving reports on the performance of employees yet he/she had limited observation in order to efficiently and effectively appraises these employees. Most organizations are ridding themselves of using performance rating to label people. Managers might tend to focus on the employment of performance consulting. This will be aimed at helping employees improve their performance.
Data (Tracking Turnover, Performance, Attendance)
The privacy of data and its ownership have gained immense importance to companies over the years. Data is collection is aimed at improving employee analytics, track their performance and use such data to influence output. Data will is also becoming more essential over the years in turnover tracking. This allows manager to track individual performance and redesign the companies’ strategies in recruitment and also appraising employees based on attendance. These are better approaches other than using observation my managers who may not accurately capture every detail about the employees.
- Brown, V., Ruthven, H., & Schutte, S. (2017). 10 trends from the past 10 years of HR – Real Business. Real Business. Retrieved 25 April 2017, from http://realbusiness.co.uk/hr-and-management/2014/05/15/10-trends-from-the-past-10-years-of-hr/
- Lawler, E., & Boudreau, J. (2015). Global trends in human resource management (1st Ed.). Stanford, Carlifornia: Stanford University Press.
- Meister, J. (2017). The Employee Experience Is The Future Of Work: 10 HR Trends For 2017. Forbes.com. Retrieved 25 April 2017, from https://www.forbes.com/sites/jeannemeister/2017/01/05/the-employee-experience-is-the-future-of-work-10-hr-trends-for-2017/#504b01420a6c