The HRM is vital to the success of any business today. Together with technology and finances, management needs to utilize HRM to succeed and continue serving its stakeholders better. The HRM is the department that ensures work is done in the most efficient way so that the company continues to get solutions to the problems facing the company. The concept of HRM pools resources together for the good of the entire organization. Managing resources effectively will assure an enterprise survival and competitive advantage over its rivals (DeNisi, Wilson, & Biteman, 2014). The historical roles of HRM in organizations included developing the performance appraisal that the management will use to appreciate its employees. The functions of the professional in HRM played early included establishing procedures and policies, monitoring employees, and assessing the performance of employees. In the past, the professional in HRM had the role of protecting workers and screening the work that they were doing.
There are tremendous changes in business word that affect all operations. These are contributed by the changes in technology, economy, and social factors that affect all stakeholders of the firm. These changes have not left HRM behind thus it is experiencing changes too. According to Dessler (2011), the trends in HRM are mainly on the roles that professionals in this field play. Company operations are turning to involve employees in decision-making. To achieve the objective of the business, there is need integrate efforts of both management and staff. The key question leading to changing trend in HRM professional is how the leaders of the HR department can get into the table and look for a solution together with employees. This will ensure efficiency in the company operations. Involving HR team assures the company strong teams that help the company uphold its competitive advantage.
The change in the role of HR attracts them to think strategically and sit together with company executives to make decisions that help the enterprise develop and achieve its strategic goals. Since the HR departments interact with its employees, it identifies the capabilities of different staff members and through this; they can table new ideas before management for implementation. McConville (2006) states that the contribution that the HR can make in business today is reducing costs for the company through effective utilization of available human resource team. If the contributions that the HR is making to the enterprise are measurable regarding reducing costs, the company is assured of development. Through the development of talents, the HR has succeeded in identifying individuals who have ideas that can help the company. Hence, the current HR is creative for the sake of business success.
The implications for the changes in HRM professionals contribute to understanding the fate of this profession in the future. The changes imply the kind of professionals will be present in this field. The critical implications in this profession are that HR will be team leaders in the future. Acquiring leadership skills gives them ability to create strategies and through the staff to the organization make them succeed (Graham, Kennavane, & Wears, 2008). As leaders, they need to be experts so that employees can consult with them in their line of duty. The company’s HR needs skills that allow communication to employees, which is the bottom line in business. The changes also imply that the profession needs a global mindset so that through the available human resource, the decisions and efforts of the company will remain geared towards the global achievement. Through the available technology, the HR needs to stay relevant and apply these skills in planning for the success of the company.
There are other implications of a change in the HR profession, which include HR as agents of change in organizations. There need for effective relationship skills in business today and in the future. Effective communication in both writing and verbal helps pass the message to the intended person in organizations (Kazlauskaite, & Buciuniene, 2008). The other implication that the change in HR profession has skills development among company staff. The HR team initiates programs that are helping employees to work on their talents. In future, the role of HR will remain paramount by being involving up to conflict resolving among employees.
The future of HR profession is defined to bring high impacts to the organization success. Employees in the future need involving a relationship in the organization. The concept of performance management is geared towards bringing the ideas and opinions of employees in business. The key roles that HR will have in the future to ensure smooth running organizations include management of employee talents. To make employees happy and loyal to the firm, the management through the HR team need to provide for the intrinsic factors that affect employee performance are satisfied (Kaufman, 2014). The demographics of company employees remain essential thus; the future HR needs to ensure it has the productive workforce regarding idea generation and actual work delivery. Organizations in the future are turning out to be learning institutions. Professions in this field need to help the workforce to gain skills and develop their careers with the organization.
References
DeNisi, A. S., Wilson, M. S., & Biteman, J. (2014). Research and practice in HRM: A historical perspective. Human resource management review, 24(3), 219-231.
Dessler, G. (2011). Fundamentals of human resource management. Pearson Higher Ed.
Graham, M. E., Kennavane, E., & Wears, K. H. (2008). Diversity management content in introductory human resource management textbooks. Academy of Management Learning & Education, 7(3), 429-433.
Kaufman, B. E. (2014). The historical development of American HRM broadly viewed. Human Resource Management Review, 24(3), 196-218.
Kazlauskaite, R., & Buciuniene, I. (2008). The role of human resources and their management in the establishment of sustainable competitive advantage. Inzinerine Ekonomika-Engineering Economics, 5, 78-84.
McConville, T. (2006). Devolved HRM responsibilities, middle managers and role dissonance. Personnel Review, 35(6), 637-653.
