Advantages and Disadvantages of Job Analysis
Though job analysis plays a vital role in all other human related activities but every process that has human interventions also suffers from some limitations. The process of job analysis also has its own constraints. So, let us discuss the advantages and disadvantages of job analysis process at length. Advantages of Job Analysis Provides First […]
Role of Work Culture in Employee Behaviour
Work culture plays an essential role in influencing employee behaviour. An employee needs to feel comfortable at workplace for him to deliver his level best. Encourage your employees to work in teams rather than working alone. Individuals who work in isolation tend to be overburdened and hence are frustrated and often criticize fellow workers and […]
Benefits of Employee Multitasking
Let us go through the benefits of employee multitasking: Employee multitasking is beneficial for organizations as it reduces the cost of hiring new employees and also training them. Hiring is a cumbersome process. Human resource professionals need to be extremely careful while recruiting a new person so that he does not create problems later on. […]
Why Reskilling Might be the Solution to Avoiding Job Losses from Automation and Robots
The Gloom and Doom over Job Losses and How Reskilling can Help It has now become routine to read about how automation would result in widespread job losses and how robots would soon replace factory workers, drivers, and even white collar professionals as the Age of Machines arrives. Indeed, the negative reports that regularly appear […]
What Ails The Millennials/Gen Zers? A Lost Generation of Workers or A New Paradigm
Is Something Wrong with the Millennials/Gen Zers, Slacking Out of The Workforce Anybody who is somebody would have heard of The Great Resignation, the trend of American and Canadian Millennials and Gen Zers quitting their jobs en masse for no apparent reason, other than to make a “statement”, driven by tech driven viral events. While […]
Most of the organizations do not feel much about managing their talent. Here is why they should -
Talent management is not only important for hiring people as per the need, it is also important for determining when to hire. In the traditional model of hiring supply meant developing people internally for future. There was an upfront investment in candidates recovered through an enhanced performance over time. This was a good perspective; there were equal chances of making and losing money by investing in your people.
Hiring from outside or temporary employment on the other hand was seen as something that cannot fetch you substantial returns and or act as potential source of knowledge and competitive advantage.
These trends lost sheen over a period of time with the rise of the great corporate career. Consider this - In 1950’s — 1960’s an average fortune 500 executive had been with his/her company for average 24 years. Not anymore, the traditional and lifetime model was breaking up and giving way to a new model. Outside hiring increased along with the increased employee turnover.
The change was brought over by organizations failing to plan. Increased pressures from market for speed of delivery and variety of goods, the third wave of corporate restructuring and failure to keep up with new management practices brought chaos to planning.
In a survey conducted in 2003 by SHRM it was found out that 60% of the firms have no succession planning of any kind. Surprisingly more than 70 % had it in that late 1970’s! IPMA-HR survey of the workforce as a whole in the year 2004 found out 63 % have no workforce planning of any kind; the same was an integral component of virtually all companies in 1950’s. A new trend had taken shape, shortage - go outside and hire!
On the employee side, the trend of lifetime employment has diminished now. Talking in terms of the percentage of lifetime employees - in 1980’s 53 % of employees worked as life time employees, the same decreased to 34 % in 2009. The questions that arises is how do we manage the next generation employees and what exactly do people expect from jobs.
The new generation employees it seems do not believe in the old philosophy of ‘we will stick around till you need us’. They are more enterprising and will to take risks in their career; they accept failures easily and are prepared for them. People now prefer flat hierarchies, build careers around jobs and want a clear performance management system.
There are work-life balance concerns, issues of job flexibility all of which calls for renewing the social contract with the employees. The employees, their psyche, their beliefs and most important their attitudes are changing - talent management can’t afford to sit back. It needs evolution.
Your email address will not be published. Required fields are marked *
