Employee development and training is an alternate zone. In the IT business, training is not simply about recognizing training needs and giving the presupposed training, but anticipating and reckoning the necessities and advancing suitable training to equip employees so that they can handle the challenges.
Another serious challenge is the way businesses have the ability to fuse all the sub-systems in HR and help them in accomplishing a definitive objective: extraordinary performance. Individuals must be groomed to get in tune with the performance culture. Making an environment that invigorates the formation of information and its sustenance all through the organization is an enormous challenge. However, investments in Human Resource Information Systems (HRIS) must create, maintain, and enhance a performance driven culture. The role shifts to that of a facilitator. HR will include the entire organization in this process and go about as an advisor and facilitator. This is a HR challenge and any company faces (Rosenzweig, 2011). Even with such challenges, managers must strive to provide environments that will enable organizations to survive and thrive in such turbulent stages of globalization.
Globalization and Outsourcing
Since many companies are venturing into global markets, the workforce may be categorized as temporary, part-time, or independent contracts. The essential concept regarding outsourcing is that a firm can use the services of readily available workforce elsewhere if the quality is not compromised (Scales, Singletary, & Cooper, 2012). Global outsourcing has altered the way organizations work. At first, outsourcing was just used for the peripheral services like janitorial ones. However, outsourcing has been expanded even to the central functions like customer service, final product assembly, technological services, and financial services.
Business Process Outsourcing incorporates call centers, software development, animation, data processing, and knowledge processing and data transcription. An example is Convergys Corporation, a Cincinnati-based company handling large volumes of data for many global companies. Outsourcing is the source of its workforce. As a global private company, the company has over 700,000 agents in the BPO industry. The company has been able to promote homegrown talent by absorbing local employees from the countries in which it has its offices and via agents (Scales, Singletary & Cooper, 2012). In a recent tour to Philippines, Convergys president and CEO Andrea Ayers applauded the need to have homegrown talent in its outlets globally. This would be seen as a perfect face of outsourcing. The choice adopted by the company has enabled it to adapt to cutthroat competition and remain useful in a globalized economy.
The growing intensity of worldwide interconnectedness suggests an accelerating worldwide cooperation as the improvement of international frameworks of transport and communication. In turn, this increases the potential velocity of the worldwide dissemination of information, goods, ideas, people, and capital. The developing velocity, intensity, and extent of global collaborations may also be connected with the increasing inter-relationship of local and global business. In such cases, the effects of distant events are amplified while local improvements might have massive global effects. In the cases specified above, distant events are seen to have influenced business processes in third world countries (Vance & Paik, 2011).
A good example relating to increased globalization is evident in the electronic communication sector. The pertinent framework has seen the development of transoceanic links incorporating the presentation of satellites and fiber optic links. These links have made expansive super-territorial spaces for computer networks. The change in electronic communications has quickened the rise of the call center idea. The call center approach has been necessitated by the need to maintain constant services utilizing few staff sustainable to an organization. Having twenty-four hour service is a principle consideration for embracing this approach (Taplin, 2008).
Globalization and reward management
Globalization has accelerated worldwide division of work. Organizations in the West are settling on a new site determination choices, which are determined by business needs and exploitation of opportunities. Organizations from the U.S. have particularly shut production plants in the U.S., made offshore operation centers and professionals, and relocated them to where labor is cheap (Hendry, 2013). For instance, IT commercial enterprises have moved to India's Bangalore City universally regarded as the Silicon Valley. The employees in India are immensely talented but they receive payments, which are less compared to what their counterparts in the U.S. do.
In Kenya, organizations like Kencall are sourced as independent contractors. They provide services like customer service through the telephone across the world and provide clients with significant data required. It is a client-oriented service where a client is served on telephone from Kenya. Afterwards, their requests are sent to the significant branch for transforming. The organizations that contract these independent operators are not from Kenya but Europe and Americas. Employees in organizations are paid considerably less in contrast to the U.S. And UK guidelines. However, they are agreeable since they show signs of improvement in terms of compensations when they contrast themselves with others (Harris, Brewster & Sparrow, 2008).
The global division of labor has brought about underdeveloped nations specializing as suppliers of cheap labor and items. On the other hand, the developed nations such as Japan, Europe, and USA focus on skills that could be empowering the production of high value added services and goods of various types. In Western nations, this has been reflected in the movement of business from work concentrated product and such creation is outsourced to modest work economies, to the administration division, for example, fiscal and business administrations, retailing and in individual services (Congress & Gonza-lez, 2013).
How human resource management can prepare itself better for the challenges
Human Resource Management used to be recognized as other traditional authoritative employments. This has enhanced the capacity of the working environment, planned the needs of human resources, and balanced the employees and the organization. This is aimed at meeting organizational goals and improving productivity. The world is highly competitive, and HR has become an integral component and function of all organizations (Scales, Singletary & Cooper, 2012).
It is a serious challenge to grasp the psychology of the workforce, attract and maintain the best talents, motivate them to perform satisfactory and address diversity while ensuring unity, especially in foreign destinations. Globalization has facilitated numerous positive improvements but left numerous concerns for HR professionals. In today's extreme world and tight business sector, organizing a multicultural or differing workforce is a true challenge for any HR department. Human Resource managers work hard to strike parity between business and workers remembering the later patterns in the business sector (Dessler & Parson, 2009). They might end up in urgent results assuming that they are not equipped to handle the human resource challenges proficiently. To be ready in the global business, human resource managers must embrace the following strategies in addressing human resource challenges productively:
Handling a Diverse Workforce: Dealing with individuals from diverse age, sex, race, ethnicity, educational background, area, income, parental status, religious convictions, marital status, and lineage and work experience could be a challenging assignment for HR managers. With this, administering individuals with a distinctive set of philosophies, perspectives, lifestyles, and psychology might be exceptionally unsafe. Successful communication, flexibility, dexterity, and positive attitude of HR administrators can tie the assorted workforce and retain talents in the organization (Burke, 2005).
Supervising Change: no one needs to change his or her belief system or working methods used to meet their expectations. Getting change organizational techniques and strategies, executing it then after that managing it, is one of the grandest concerns of HR administrators. The business environment is always unpredictable. Innovation continues changing consistently all because of globalization. Redesigning the existing innovation and training individuals is a true migraine for HR division. The success rate of innovation change depends how well HRD can handle the change and supervise individuals' issues simultaneously (Congress & Gonza-lez, 2013).
Holding the Talents: Globalization has offered an opportunity for working experts to work anywhere in the world. Since they have unending lucrative chances to work, contracting, and holding the best industry talent is no joke. Supporting amicable relations with them, furnishing top-notch work environment, and offering more compensation and benefits than industry rivals can motivate and retain employees (Vance & Paik, 2011).
Conflict management: HR experts might as well know how to handle employer-employee and employee-employee conflicts without harming their affections. While it is practically difficult to stay away from conflicts around individuals, tactful strategies of handling conflicts can help HR administrators to resolve the issues. They must have the ability to listen to every group, decide, and communicate to them in a persuading way to avoid future conflicts. HR professionals must be proactive with all systems keeping in mind the defined goal to help the organization. They must be careful with the essential capacities of HR such as organizing, planning, leading, and regulating human resources (Aswathappa, 2009).
International human resource management is a source of expert framework used to develop and manage people within a global organization. Such frameworks enable HR managers…