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HR: Top 8 New Trends in HR Management in 2013
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altThe 2012-2016 China Human Resources industry development research and investment prospects report pointed out that Human Resources has become the first resource of enterprise development and talent strategy has become an important part of enterprise strategy.
How can we balance the enterprise’s competitiveness? The answer is in the value of human resources. What will be the new trends be in the following year? Looking back always helps to forecast the future. 
1. Human resources outsourcing services will make a continuous growth. As we can find looking at history, HRO services have rapidly developed in the past 30 years, with an annual growth rate above 15 percent. In 2011, only SFSC, CIIC, Beijing FESCO - three human resource service enterprise’s income scale have reached nearly CNY 100 billion. External HR Specialists could also provide efficiency and effectiveness, which can match the requirements in a fairly short time instead of hiring the whole range of human capital. Enterprises will consider delegating an HRO vendor to disaggregate the HRM system; especially for small businesses since they are unlikely to have specialists in HR law or practices within their ranks, so outsourcing human resources could be  a smart move.
2. Employees are customers, human resources’ new function will be providing customised HR products and services to their staff. Employees are customers. Corporate human resources management’s new function is to  continuously customise human resource products and services to the staff of the 21st century. Enterprise should introduce employees to a new way of thinking, developing human resources in the organisation from a marketing perspective. In one sense, human resource management is also a marketing kind of job, it’s said that enterprise should stand in the perspective of employees' needs, providing satisfactory human resources products and services to absorb, retain, motivate and develop talents. From the new century enterprise management value chain perspective, enterprise has to win employee satisfaction and loyalty before winning the customers’. Human resource managers of the 21st century play a combined role of Engineer + Salesman + Account Manager.
3. New model partnership between enterprise and employees will be built on both the labour contract and the psychological contract. In the 21st century, relationships between employees and employers need to be maintained by new regulation, which is a combination of labour contracts and psychological contracts. This is a vital link between employee and enterprise. For one thing, the right and obligation relationship, the benefit-based relationship of both sides should be set according to the market rule. Then enterprises need to build upon a mutual bright future with employees which they can realise together; also allowing employees to get self-actualisation. For another aspect, enterprises should pay attention to the ‘tacit understanding’ between the staff of the organisation's psychological expectation and the organisation to employees' psychological expectations.
4. HRM (Human Resource Management) plays a more important strategic role, and furthermore, a less important management responsibility within the organisation. Human capital has switched from a secondary, supportive role to a primary, central role in helping organisations to achieve a competitive advantage. Firms have come to realise that people are the primary source of rare, inimitable, flexible capabilities. Unfortunately, HRM staff members are not always seen as equally crucial in capitalising on this competitive resource. Also, a change from an administrative charge to a service support role happens gradually inside HRM. In future, self management team (SMT) will be developed in a far more mature manner, as employees also desire to be trained and developed. It will be far more efficient when HRM is in charge of the strategic role play and the employees are self-managed.
5. The globalisation of human resource management is inevitably due to the globalisation of organisation. The global concept of talent management is decided by the globalisation of organisation. Firstly, make employees and managers have a global concept through the development and training of human resources personnel. Secondly, talent flows internationally. International talent exchange markets and talent exchanges will appear and become mainstream. The value of talent is not only reflected in a regional market, but also views in accordance with the requirements of the international market. Cross-cultural human resource management has become an important component.
6. The use of cloud computing (Web based HR Systems) is increasing. Cloud computing is the delivery of computing as a service rather than a product, whereby shared resources, software, and information are provided to computers and other devices as a utility (like the electricity grid) over a network, in particular the Internet. At the foundation of cloud computing is the broader concept of infrastructure convergence and shared services. This type of data centre environment allows enterprises to get their applications up and running faster, with easier manageability and less maintenance, and enables IT to more rapidly adjust IT resources (such as servers, storage, and networking) to meet fluctuating and unpredictable business demand.
7. The rapid rise of viral recruiting and social media as a recruiting tool (e.g. LinkedIn, Facebook, and Twitter). In recent years social media has become a vital player in many businesses’ recruiting strategies. The top three frequently used social networks: LinkedIn, Facebook and Twitter play an increasingly important role in organisational operations. These organisations update various messages and information to find and connect with potential new hires, build an employer brand and recruit new candidates. New responsibilities for both employers and HR are also created through the using of social media.
8. Aging of population will cause retirement benefit changes, how should HR act towards this will be a primary course to study. Although in 2012, there aren’t any policy reforms toward the retirement benefit, won’t it change forever? For companies to compete effectively in this possible coming situation, HR must be flexible, adaptable and adjustable. Companies need help to manage their intellectual capital as effectively as they do their tangible assets. Firstly, for HR, understanding the formula derivation and the principle is the necessity. Helping employees to get past the misunderstandings is essential. Secondly, methods of explaining the pension policy to employees is what every HR should consider. Understanding is the first step, while calculating the influencing factors is the key point.  HRM must assume new roles to meet these new challenges. 
Businessman P. Sloan said that “There is no resting place for an enterprise in a competitive economy.” What I want to say to the HRM is the quite the same. Human resource management needs to continue to be focused on what they’re doing and to consider all the challenges in seizing unprecedented opportunities under all the changes.

By Robert Parkinson 
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