The world of work is changing. Outsourcing. International mobility. Talent shortages. New labour laws. Globalisation. Shifting demographics. An ageing workforce. Where, how, and for whom, people work is, in turn, transforming company structures and cultures. Over the next decade, the convergence of dominant business, demographic, and social trends will only accelerate the changes sweeping through today's workplace.
The human resource (HR) function is also changing and HR leaders are under more pressure than ever to demonstrate results from their workforce practices and policies. Business leaders recognise the link between business performance and the people within their organisation. And they understand that people-related issues need to be at the heart of the boardroom agenda. As a consequence, HR managers are being encouraged to implement people strategies that support the organisation's business objectives and increase accountability and transparency around people management and reporting.
This study indicates that HR is increasingly seen as a strategic linchpin-one that needs to work closely with operations, finance, and other corporate departments to help drive business strategy and success. Nowadays Human resource managers are on their toes to strike a balance between employer and employees keeping in mind the recent trends in the market. They may find themselves in dire consequences if they are not able to handle the human resource challenges efficiently despite the many workforce changes and challenges.