HRM - CHALLENGES - GLOBAL CONTEXT

Market Responding 

Figure 1 - Opinion

The Human Resource Management (HRM) theory has developed over the decades due to contemporary issues arises in interaction with people globally and internationally. According to Snell, Morris and Bohlander (2014), both internal and external challenges has resulted the executives to find greater strategies to achieve objectives through Human Resource Management (HRM).In the global arena the businesses have to sustain the organizational performance through the global labor market competition and develop the strategies for future. (Snell, Morris and Bohlander, 2014). Theories like Total Quality Management (TQM), Six Sigma, Business Process Reengineering (BPR) and Lean Management have introduced to develop the required competencies of human in responding to the market.

Strategic HRM policies must be developed to the highest level to fulfill the employee – customer gap. It is vital to ensure effective leadership and communication process; revised administrative systems are there in reengineering the HRM (Beardwell and Thompson, 2017).Addressing changing people needs has become a global challenge. It can’t be overcome only by delivering new products, since human (employee) interaction plays a huge role in delivering goods and services to the customers. 

Ulrich (2009), suggest “Real HR transformation begins by responding to the general business conditions and specifically serving key stakeholders”. The proper addressing for the labour markets’ supply and demand variables helps organizations overcoming the weaknesses and threats in responding to market and it ensures the stakeholders expectations. The two variables gap, should be clipped by using existing talent, well developed knowledge, staffing requirements and managing change.

Labour market supply	Labour market demand
Changing societal attitudes to work and education Economic condition Changing demography Government policy Employment regulation Level and target of investment in education and training Industrial policy Wider social policy	Changes to the external environment Changes in the business environment Changing communication and production technologies Changes in the political context Economic restructuring Changing skills requirement Regional, national and international economic condition

Figure 2 - SlideShare

Belron, is a vehicle glass repair and replacement group operating worldwide across 34 countries and employing over 25,000 people. Autoglass, Safelite, Carglass SAS, Carglass B.V., Belron Canada Inc., Carglass N.V., Allgäuer Autoglas Gmbh are the subsidiaries of Belron. In 2017, Belron looked after around 16.5 million consumers on six continents with a focus on service quality generating a very high level of customer satisfaction. In their success story during the bad weather changes had in 2014, the CEO Gary Lubner said “We are used to dealing with the challenges of the. On some days we simply could not get out to do the work due to the severity of the weather. We undertook our largest ever recruitment programme hiring more than 1,000 additional technicians to cope with the demand. We also redeployed technicians from our European businesses to support our US colleagues with around 60 technicians being seconded to various cities. While we saw a small drop in service during the early months of the year this was rapidly addressed” (Belron, 2014).

The Nestlé is a market leading company which regularly does research in qualitative and quantitative forms to gain a clear idea of consumer opinion and trends. They have moved towards animal welfare as a social responsibility especially due to high concern of consumers’ over animal safety. “Staff is continuously trained in animal behavior, humane handling and animal welfare” (Nestlé Responsible Sourcing Standard, 2018).

Conclusion:

Challenges are a path-way to find efficient and effective solutions (i.e. required performance) over current practices (Armstrong and Taylor, 2014). Adopting foremost strategies based on universal best practices to lead, superior organizational performance is the answer to overcome the competitive market challenges .

References:

1. Armstrong, M. and Taylor, S. (2014). Armstrong's Handbook of Human Resource Management Practice. 13th ed. London: Kogan, pp.309-440.
2. Beardwell, J. and Thompson, A. (2017). Human Resource Management a Contemporary Approach. 8th ed. London: Pearson Education Limited, pp.01 -209.
3. Belron. Responding to Market Challenges. (2014). D’Ieteren Activity Report 2014. [online] Brussels: Belron, pp.4-10. Available at: https://www.dieteren.com/sites/default/files/belron2014_0.pdf [Accessed 4 Jul. 2018].
4. Nestlé Responsible Sourcing Standard. (2018). Vevey, Switzerland: Nestec Ltd., p.23.
5. Snell. S., Morris. S., Bohlander. G. (2014) – Managing Human Resources – 17th Edition – Cengage Learning,2015.
6. Ulrich, D. (2009). HR transformation: Building Human Resources From The Outside In. :Chicago, McGraw-Hill.