Top 8 Hr Challenges And Solutions

The role of a Human Resource department is ever changing in today’s volatile business environment. Over the years HR have become strong strategic partners within an organization by providing functions such as recruitment,

Indicative Content: Understand key contemporary business issues affecting the HR function within private, public and third sector organisations. Types of organisation; the role of management within them; ways in which HR is delivered; the main functional areas of management; the search for sustained organisational performance, business

In this paper Team C has discussed the issue of poor employee retention concluding in a high employee turnover rate. This is an issue that can be common among some companies and that is a great example of

This is keeping employees in their job for as long as possible to benefit from their skills and experience.

Retaining employees is one way the turnover rate can decrease, Branham (2000), focuses on retaining valuable employees by incorporating four key elements. The first key elements is, “be a company that people want to work for”. There are many companies that have been labeled as, “employers of choice”. These employers all have something in common, which is how they value their employers (Branham, 2000). They treat their employees with respect and like family. With being an “employer of choice,” people are the most valuable asset; not just customers but employees too. Many companies go above and beyond for their customers, but not for their employees, yet they wonder why they are losing valuable talent.

Retaining staff is essential to the long term health and success of a business. Retaining the best employees will ensure: customer satisfaction, product sales, satisfied

Strategy is defined as: a way of doing something, or a game plan or plan of action. As a HR manager you must possess the ability to look at things from a strategic approach (Anthony, Kacmar, & Perrewe', 2010). Over the years the whole approach to HR has changed drastically and continues to change. This approach requires an employer to see human beings as a resource to the organization. The development of people is now the most important asset of improving the performance of an organization; this is accomplished through improving designs and methods of Human Resource Management.

The retention of employees basically refers to different procedures and practices that help retain employee for a much longer period of time. The following issues should be taken under consideration if they want their employees retained for a longer time period: management, communication, salaries, decision making, perks, career development, recruitment, understanding and appreciation (Belanger and Caron, 2005).

According to the article “Falling Short” there are 10 top strategies to retain employee’s. 1) Leadership skills developed from top down, 2) Shift motivation rewards to match the task, 3) Provide more creative and challenging work, 4) Allow flex time, sabbaticals and extended time off, 5) Invest in training and growth for all employees, 6) Recognize employee performance goals rather than tenure, 7) Provide a career path, 8) Offer full-time employees contracts, 9) Provide real-time performance evaluations, 10) Have fun. (Cran, 2012)

Workforce turnover is a complex and important issue amongst today's organisations. It is perhaps one of the most often cited cause of increased cost and decreased productivity. No wonder people management has become an important frontier to extract and create more value from company assets. On comprehending the articles, it has become evident that organisations have moved beyond the traditional approach of only investing in core business activities, to invest in employee retention strategies. Many organisations, for example St. George Bank

Jackson, Schuler, & Werner explain, “Retention includes all of an employer’s activities to encourage qualified and productive employees to continue working for the organization” (Jackson et al., p.188). This comes down to that particular organization’s willingness to motivate and make those employees who are high performing and productive satisfied enough to continue to work there at that same level if not higher level. Improvements in productivity, reduction in labor costs, and a competitive edge are all the things that can be attributed with a successful recruiting and retention program. This in turn makes your organization more alluring to those on the outside looking in.

A critical factor to the success of any company is its ability to attract top talent while retaining those already working within the company. Losing employees can have a significant impact on a company’s morale, productivity and overall profit.

In an era of organizational flux due to competition and globalization, companies and employees are faced with constant change. Leaders must be able to adapt to change as the environment shifts. HR has been known as the organizational change agent, administrative expert, and employee advocate. More recently they have been regarded as business strategic partners for many organizations. In order to be successful and remain competitive in today’s market, Human Resources (HR) must be considered a strategic partner if an organization wants to flourish. Top executives today commit significant resources to ensure that their company’s functions are capable of rapid change and achieving their

Drivers for change: •Dissatisfaction in many organisations with HR’s contribution to the restructurings and mergers in the early 2000’s. •Increasing disillusion with HR’s contribution beyond following the latest management fad. This disillusion has led to calls to reduce the cost of HR and to see harder measures of outcomes, whilst increasing HR’s flexibility and business focus. •The move in many businesses to outsource non core activities including HR whilst providing a stronger business contribution by enhancing HR’s contribution to strategic business initiatives. •The change in organisational models themselves that are trying to balance the need for centrally driven efficiencies with locally driven responsiveness. This highlights the challenge of providing strong functional expertise with the need to align with different business needs. •A shift in the role of HR from being employee focused to an organisational and management focus. •The adoption of ERP systems accelerated by legacy fears in the run-up to Y2K and the use of these systems to improve and systematise administrative and HR processes so they become more efficient and consistent whilst linking seamlessly to the front office. As one commentator said: “The human resources function within companies today needs to look at itself much more as a business, because that is how executives are looking at it and

A good retention strategy should address issues such as:  support in the workplace, progression, opportunities for development, remuneration, working time, and flexible working. The focus should be on retaining existing talent and keeping the available organizational knowledge intact rather than searching for new talents.