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HR: Trends for 2019
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Trends for 2019
By Mary Lewis

BT 201905 hr 012019年雇主招聘趋势

根据Grand View Research, Inc 2018年的一份报告,全球人力资源管理部门将在2025年达到300亿美元,由于人力资源专业人员希望自己和组织团体能够保持竞争力,因此明智的做法是考虑影响职场未来的最大趋势,这已经成为短期和长期计划的一部分。

提高技能
实上,员工流动费用昂贵,因为组织团体需要支付直接解雇成本,招募和培训新员工也需要额外费用。公司现在不仅注意到了投资提高员工适应数字创新的技能的重要性,而且要提高员工的士气,满意度和接受持续战略计划。

员工学习与发展(L&D)正在采取多种形式。这些可以基于网络的微观学习课程,指导内部导师教授初级员工学员,与教育机构和公共部门合作,或者与课程初创企业合作,使用虚拟学习或游戏化学习与发展系统。

雇主品牌建设
组织团体的信誉和受欢迎程度对于雇主在招聘环境竞争占用很重要的角色。80%找工作的人认为他们在找工作的时候雇主的信誉是非常重要的考虑因素。

BT 201905 hr 02The Global Human Resource Management Sector will reach $30 Billion by 2025, according to a 2018 report by Grand View Research, Inc. Largely contributing to the scale are technological innovations in the field of data analytics, machine learning, Internet of Things (IoT), as well as Artificial Intelligence, all geared to meet the dynamic workforce needs of the modern organization.
 

The entry of millennial employees, geographically scattered worksites and the shift to a flatter organizational structure opens challenges, such as talent management, critical employee performance monitoring and providing 24/7 secure HR administration. As HR plays such a crucial role, any mistakes made have the potential to impact greatly not only on employee retention, but also the reputation of the business.
 

As HR professionals are set to equip themselves and their organizations to remain competitive, it is wise to consider how the biggest trends impacting the future of the workplace can already form part in the short-term and long-term plans.

BT 201905 hr 03Upskilling

It is a fact that employee turnover is expensive, as organizations pay direct exit costs and incur additional costs to recruit and train new hires. Companies now see the rationale of investing to upskill their workforce to better adapt to digital innovation, but also to boost employee morale, satisfaction and allow strategic succession planning.
 

Employee Learning and Development (L&D) take multiple forms. These can be micro learning web-based sessions, assigning internal mentors to handle junior employee apprentices, partnering with educational institutions and public sector or with start-ups on courses, using virtual learning or gamified L&D system.

BT 201905 hr 04Employer Branding

The organization’s reputation and popularity as an employer plays an important role in staying ahead of the recruitment competition, while developing trust as a preferred place of work among potential new hires.
 

In fact, 84% of job seekers say reputation of a company as an employer is important when deciding where to apply for a new job. More startling is the statistic which show that 50% of candidates say they wouldn’t work for a company with a bad reputation – even for a pay increase (Talent Now, 2018).
 

The challenge for companies is to actively and socially promote their values and build a strong and positive brand presence to attract the most talented candidates. Building conversation around your company entails creating a more appealing work culture, strategic use of internal and external marketing channels to tell your story, and having a seamless recruitment process to spark a great first impression.

BT 201905 hr 05Workplace experience

Flexible work arrangements are fast becoming a game changer, as the move towards more specialized skillsets are sought, while considering the potential of outsourcing talent and allowing for diversity and inclusion in the workplace.
 

This demands new practices in designing and managing how work gets done, measured and rewarded. As such, HR must shift their mindset and processes towards more agile and distributed work environment. In this aspect where customer experience (CX) i.e. needs to be present at several touch-points will most likely be aligned to the workplace experience (WX) to address pain points and maximize everyone’s value creation.
 

Here, HR is set to embrace technologies, such as virtual reality conferencing for recruitment, use of team collaboration apps, as well as integrate AI on staff management and performance monitoring. More importantly, HR should create an enabling environment to support diversity, by creating policies and practices that do not favour or discriminate a certain set of employees.

BT 201905 hr 06High Tech but In-Touch

For change management to be successful, it should not be viewed as mere automating processes, but rather to cultivate the mindset to re-imagine how the business and technology can better improve the human experience (both workers and consumers).
 

One area where a high-tech, but in-touch approach should be adapted is in designing the modern workplace to improve wellbeing. Many, in fact, are turning to active design guidelines as work spaces can have a tremendous impact on the health of their employees, especially as sitting time only gets to exacerbate the sedentary lifestyle.
 

Active design solutions are those which incorporate organic changes in policies, programs and even in the infrastructure to encourage employees to move more throughout the workday. Examples of these would be promoting ‘walking meetings’, providing more active furniture, such as sit-stand workstation or investing on convertible exercise spaces.

BT 201905 hr 07Community Focus

The companies’ role and stance on sustainability, transparency, equality and ethical business and labour practices put the HR in front and centre. Employees, especially the younger ones, expect the company to be able to fulfil its social responsibility, aside from just satisfying its ideal customers.
 

With this expectation, HR has the impetus to consider the broader set of stakeholders – vendors in the supply chain, the underserved communities within the company’s territory, the global labour laws, as well as the environment.
 

With the modern workplace impacted with many disruptions– it is time for human resources to bring more “human” into the picture.

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