Discussion Board - Assignment Example

Leading Global Workforce Considering the growing complexity of the current business environment and diversity in the workplace, it is really difficult for organizations, particularly the human resource management, to anticipate predictable business risks. Hence, Modern business organizations really struggle to deal with risk management effectively. Consequently they become increasingly vulnerable to even common market threats. Obviously, the nature of work and the structure of jobs are rapidly changing today, and therefore it is really a challenging task for the management team to be informed of the changing management roles and responsibilities.

According to Caligiuri, Lepak, and Bonache (2010), today many firms arrange flexible working schedules and work-at-home facilities for their employees so as to meet employee satisfaction and hence to mitigate staff shortage or staff turnover issues (p.na). Organizations follow this policy also to attract highly skilled labors and to reduce their operating expenses. Under such circumstances, it is inevitable for the management to frame more comprehensive workforce management approaches so as to generate better outcomes.

If concerns fail to develop a collaborative approach for managing their diverse workforce and work schedules, it would not be possible for them to gather fragmented pieces of information and to assess approaching threats effectively. The situation worsens during the time of economic crisis or unforeseen changes in the global business environment because such contingencies may raise potential challenges to organizations, HR departments, managers, and employees. A well structured human resource philosophy is vital to enable organizations to address financial, operational, and workplace issues in an efficient manner while emphasizing a people-first management style.

First, it is necessary to respect the individuality of each employee in order to keep him/her motivated towards the achievement of shared organizational goals. Second, firms should consider their human resources as an integral component for creating a worksite environment that promotes excellence in training and learning, R&D, and public relations. Third, the top management must emphasize the fact that the staff members need to maintain proper knowledge, resources, and authority to perform their tasks effectively on an individual basis as well as in a team setting.

Fourth; organizations should value and promote diversity in the workforce, particularly when it comes to the design and implementation of personnel programs, services, and operations (Becker, Huselid & Beatty, 2009, p.117). Finally, the top management should ensure that its employees are treated fairly and their rights are protected so as to strengthen the management-employee relationship. These key elements of human resource philosophy may assist the management to deal with financial, operational and workplace issues effectively.

High level employee qualities such as loyalty, commitment, and creativity are vitally needed once the current economic crisis ends. Ellet (2007) states that in a recovering economy, increased investments in R&D and employee creativity can greatly assist organizations to capture emerging market opportunities and thereby to gain a competitive edge over rivals in the marketplace. Referring to such a future market situation, it is predicted that employees’ career configurations would be notably changed over the coming decades.

To conclude, workforce management may be a complex but key task for firms in the future because it would play a significant role in determining the way fragmented information are accumulated to form some meaningful outcomes. ReferencesBecker, B. and Huselid, M. (2009). The Differentiated Workforce: Transforming Talent into Strategic Impact. Harvard Business Press.Caligiuri, P. Lepak, D., Bonache, J. (2010). Managing the Global Workforce. US: Wiley Blackwell.Ellet, W. (2007). The Case Study Handbook: How to Read, Discuss, and Write Persuasively About Cases.

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