# Managing Change: As the organiations are going Global this is one problem faced by many organisations of manging the

change in the organisation and how to make people acquanted with the changes. # Work Culture: Due to acquisition and mergers taking place it becomes important for the HR Manager to develop the work culture. # Ethics and Values: In the times when we are getting more professional and narcissist, it is very important to have Ethics and values to be in place which also in the long run decides the sustainability of the organisation. # Managing low attrition rate: More competition also adds to high attrition. Now here is the opportunity for the HR manager to play safe and introduce good retention strategies. # Balancing work and personal life: Huge responsibility is on the shoulder of an HR Manager to create a balance between the work life and personal life by flexi work hours, paternity leaves( Yes it is what most companies are starting) and vacations are some of the options in hand. # Stress and Conflict: Long working hours, target pressures, high competition etc adds stress and conflicts in the Organisation. It is the duty of an HR Manager to have proper responses to the stress and conflict before it causes damage to someones' personality. # Consultative approach: Developing continuous dialogue, open communication, participative decision making is very important for implementing consultative approach. It is an HR Manager who can facilitate such approach to procure participative and democratic culture. # Restructuring Organisation: As the trend is changing so the organisation structure. The organisation are getting more flatter and simpler. # Globalisation: Companies are going global due to which the workforce diversity is increasing. Managing these people with different religious, cultural, moral background is a challenging task for the HR Managers in 21st Century.

1:mergers & acquiasitions 2:diversified culture in the organisation 3:change of work culture 4:more competition within the industry and outside it 5:changing styles and culture in the society 6:managing attrition levels

Introduction: The HR Managers of today may find it difficult because of the rapidly changing business environment and therefore they should update their knowledge and skills by looking at the organization's need and objectives. The HRM challenges are 1. Managing the Vision: Vision of the organization provides the direction to business strategy and helps managers to evaluate management practices and make decisions. So vision management becomes the integral part of Man management in future. 2. Internal environment: Creating an environment which is responsive to external changes, providing satisfaction to the employees and sustaining through culture and systems is a challenging task. 3. Changing Industrial Relations: Both the workers and managers has to be managed by the same HRM Philosophy and this is a daunting task for the managers. 4. Building Organizational capability: Even in the adverse circumstances the employees have to be made to live in psychological state of readiness to continually change. 5. Job Design & Organizational structure: Instead of depending on foreign concepts we need to focus on understanding the job, technology and the people involved in carrying out the tasks. 6. Managing the large work force: Management of large workforce poses the biggest problem as the workers are conscious of their rights. 7. Psycho-Social environment: Nowadays employees participation required not only in performing job but also in democratizing and humanizing the institution. 8. Employee Satisfaction: Managers should be aware of techniques to motivate their employees so that their higher level needs can be satisfied.

9. Modern technology: There will be an unemployment due to modern technology and this could be corrected by assessing manpower needs and finding alternate employment. 10. Computerized Information System: This is revolutionary in managerial decision making and is having impact on coordination in the organization. 11. Legal environment: To meet the changes in legal environment, adjustments have to be made to the maximum utilization of human resources. 12. Managing Human Relations: As the workforce comprises of both educated and uneducated, managing the relations will be of great challenge. Conclusion: In spite of all the problems HR Managers are able to overcome all these problems with the support of management and employees. In the current business world managing employees are becoming complex task and this can be handled effectively only by our great HR Leaders.

Challenges faced by human resource managers in the era of gloablization By Bharti VenkateshThe real wealth of a nation is its people. And the purpose of development is to create anenabling environment for people to enjoy long, healthy and creative lives. This simple but powerful truth is too often forgotten in the pursuit of material and financial wealth. Introduction Globalization of Indian economy is compelling organization to rethink their future strategies. Itis now widely recognized that transformation is a pre-requisite to their survival and growth.Business organization in India especially public enterprises are experiencing winds of change.For the HR function, there would not be a more existing and challenging opportunity thanmanaging the complexities of change and transformation. HR today is playing a lead role along with business functions in creating the necessary momentum and internal capabilities.Now first let us understand what we mean by globalization. What is globilzation? Every day we hear it on news, we read it in the newspapers, we overhear people talking aboutit and in every single moment the word globalization seems to have a different meaning. So what is globalization?integration of business activities across geographical and organizational boundaries.The capacity to treat the world as one market whiledealing with many culturally diversemerchants.the process by which markets expands to include competitors for customers and productiveinputs without regard to national boundaries.doing business with a world wide focus rather than doing business in an internationalmarket with the focus from a home-country viewpoint.Globalization is not just a recent phenomenon. Some analysts have argued that the worldeconomy was just a globalized 100 years ago as it is today. Yet the term is used since the 1980s,reflecting technological advances that have made it easier and quicker to completeinternational transactions, both trade and financial flows. The most striking aspect of this has been the integration of financial markets made possible by modern electronic communication At a political and economic level, globalization is the process of denationalization of markets,politics and legal systems i.e. the use of the so-called global economy. Globalization refers to anextension beyond national borders of the same market forces that have operated for centuriesat all levels of human economic activity (village markets, urban industries, or financial centers).It means that world trade and financial markets are becoming more integrated. At a business level, we talk of globalization when organization decides to take part in theemerging global economy and establish themselves in foreign markets. First they will adapttheir

products or services to the customers linguistic and cultural requirements. Then, they might take advantage of the internet revolution and establish a virtual presence on theinternational market place with a multilingual corporate website or even as an e-business.Overall, globalization requires a combination of linguistic, engineering and marketingknowledge that is not easily available. (Sparrow, Paul, R, 2006)Globalization is linked to four major aspects:1 . T r a d e 2 . C a p i t a l movements3.Movement of people4.Spread of knowledge Drivers of globalization Driving factors of globalization can be divided into four groups: Market drivers Convergence of per capita income Convergence of life styles Organizations behavior as global customers Cost drivers Push for economics of scale Advances in transportation Emergence of newly industrialized countries with productive capability and low laborcosts Competitive drivers Growth of global networks making countries interdependent

Rise of new competitors intent on becoming global competitors Increased formation of global strategies alliances Goverment drivers Reduction on tariffs and other trade barriers

Privatization of industry in many parts of the world Creation of trading blocks (i.e. EU)Globalization has elevated the importance of HRM development in organization. These changeshave led to the notion of the HR system as a strategic asset. Many of the arguments aboutprocesses of globalization within the HR function rest on the assumption that there has andcontinues to be longitudinal change in the conduct of HR. in the intervening seven years a widerange of contextual changes have led to significant globalization of activity, including: thetransfer of work abroad, either to outsourced providers or on a global in-sourcing basis; the e-enablement of many HR process; greater sophistication in the HR information technology, new structures for international HR functions; greater competition for talented staff at all levels of organization; more protracted and strategic talent pipelines. In particular, there has been a very strong marketing, corporate communication and IT influence on the HR function. The HR function is realigning itself in response to this process of cross-function globalization (buildingnew alliances with these functions) creating new activity streams and new roles and skillsrequired of the HR function (Sparrow, Brewster and Harris, 2004). Human resource managers: their role in a changing environment Issues facing HR are expected to change dramatically in the next decades. Thus, HR professionals must play special roles in dealing with these changes and must develop specificcompetencies to support these roles. Workplace flexibility is expected to be on the rise as the future workplace, the virtual office ischaracterized by creative and flexible work arrangements. As more employees work off-site-upto two thirds of an organization in the 21st century there will be an increase in emphasis onperformance and results as opposed to the number of hours worked. In addition, off-siteemployees can expect to attend fewer meetings. Specified work will become much morecollaborative and management will spend nearly all its time managing cross-functional work teams who enjoy a lot of autonomy. In essence, there will be a movement, a trend towards adecentralized model of HR.HR managers will have to accommodate employees in their virtual work locations and find

ways to manage corporate culture, socialization and employee orientation. In order to obtainand maintain a competent workforce, they must act as organizational performance experts andshape employees behavior without face to face meetings. Another expected change in HR is the Global Business concept world trade knew a majorgrowth during the last years and there is forecasted as well the growth of international businesses, especially among small firms. Organization

rely more and more organization HR specialists as the facilitators of work across borders and among different cultures. Therefore,they must be knowledgeable of other cultures, languages and business practices. They will berequired to develop and manage an international workforce, maintain written and unwrittencorporate polices for transportability to other cultures, keep top management informed of thecosts of not paying attention to the transnational issues and provide their services to a variety of locations world wide.Concerning the recruitment in the above mentioned global business it will be important whichstrategy will be adopted by the management.Globalization will impact HR managers by requiring new skills such as language capabilities.For e.g., in order to recruit employees from other cultures, HR managers will either have tolearn new languages or else they will certainly have to have foreign speakers on staff. But inorder to facilitate communication among people coming from a wide range of language backgrounds, in most multinationals, it is preferred to speak English.However, when we talk about Globalization and culture, then how does this relation influence businesses and HR professionals attitudes?Organization must take into account cultural differences that shape managerial attitudes, whendeveloping multinational management programs. For e.g., British managers value individualachievement and autonomy, whereas French managers appreciate competent supervision,fringe benefits, security and comfortable conditions, while Indian managers gives moreimportance of their culture and tradition.HR managers must therefore be familiar with and understand other cultural norms to promoteorganization diversity. An organization that recognizes and promotes cultural diversity will benefit because it will be employing the market that it serves. With increasing globalization andcompetition within the market, a diverse workforce is conducive to attracting and retaining astrong client base. While competing in an international market, employees from diversenational backgrounds provide language skills and understanding of other cultures. HR professionals will also be responsible for providing cultural sensitivity training for the organizations employees and for managers throughout the entire organization. (Czebter, Anamaria, 2002) Dilemmas faced by an HR head Unlike the other industries where HR is considered as a functional need, there is a need to view HR as a partner or a business enabler. One of the constant challenges faced in this area is toalign HR to business. The five Rs therefore, assume utmost significance in HR strategy. TheHR team needs to get in right from the stage of defining the business strategy to Resourcing,Recruiting the right talent, Retaining

the talent, Retraining and Restructuring.However, if we see the scenario of HR in IT company, we find that flexibility appears to be thekey for success and survival as IT has become such a dynamic field due to the constantdevelopments and upgradation in the area of technology and changing customer requirements.Topping all these reasons is also the trend of globalization, which tries the HR test of endurance. The ability and the willingness to modify job structure, job classification and theorganizational structure as often and as quickly as necessary are important elements in asuccessful recruitment and retention strategy for IT professionals. This challenges of managingexpectations and change puts constant pressure on the professionals.The challenge does not stop with recruiting the right person but with how we are going tomanage the performance of our employees. The challenge would be to create a performanceculture where in opportunities are provided for enhanced performance and where giving outoptimum performance becomes a way of life.Training and development is another area. In the IT industry training takes on a new connotation. It is not just about identifying training needs and giving the required training. It isforeseeing and anticipating the requirements and developing suitable training so that theemployees are well-equipped to handle the challenges. Another major challenge is how we are able to incorporate all the sub-systems in HR and helpthem in achieving the ultimate goal exceptional performance. People have to be groomed toget in tune with the performance culture. Creating an environment that stimulates the creationof knowledge and its sustenance throughout the organization is big challenge. No longer canthe HR department carry on with its traditional functions. However, Human ResourceInformation Systems (HRIS) is to be put in place to build and sustain a performance drivenculture. The role will shift to that of facilitator. HR will have to involve the whole organizationin this process and act as a counselor and facilitator and that is the most gigantic challenge theHR of any organization faces

In the face of such challenges faced by HR managers, a question arises as to what competenciesan HR manager needs to equip them in order to survive in the turbulent phase of globalization. Competencies for a HR manager In order to effectively deal with all the changes, HR professionals must develop competenciesthat will allow them to carry out their roles, competences like: Flexibility

Team work Communication Decisiveness Leadership Strategic planning Network building Client service orientation Organizational awareness Self confidence Sharing of expertise Global and cultural understanding Multiple language competenciesIn addition to increasing and sustaining technological skills relating to communicationdevelopments, HR professionals will may also be required to increase their numerical and datacompilations skills. As increasing demands merge to provide specific measurable results thatprove effectiveness in their area, HR professionals will be required that produce quantifiableresults that prove that their department is delivering specified outcomes based on theobjectives and goals set forth by the organization.In addition to delivering specific measurable developments, managers will also need to know what contributed to the results declared. This may mean that HR professionals will be requiredto be familiar with and administer employee survey and provide for accurate data compilationand regression analysis. As a result of the increase in technology, innovation and globalization over the last 20 years,HR professionals around the world are forced to be more efficient, more effective and morecompetitive. They need to respond to the demands of global competitiveness by becoming morefamiliar with language skills, cultural awareness and diversity promotion. Additionally, HR professionals must be committed to continuous learning, being familiar with cutting edgecommunication. If HR managers wont pay enough attention to their changing role, serous

consequences could result, including the deterioration or even perhaps the elimination of theHR department. (Halcrow A, 1998) To sum up However, the research has shown that the HR function in international organization has tomeet a series of challenges. Three key conclusions about the role of HR professionals workingin the field of international recruitment selection and assessment can be drawn:1.The added value of the HR function in an international firm lies in its ability to managethe delicate, balance between globally coordinated systems and sensitivity to localneeds, including cultural differences, in a way that align with both business needs andsenior management philosophy.2.There now appear to be a distinction to be mad e between international HRM and globalHRM.3.In this transition, the old functional divides between international recruitment,international management development and international reward management have become increasingly weak.Over the last 20 years, the workplace has changed in more ways that one could have everimagined, resulting from the increase in technology, innovation and globalization. The nextdecade will bring even greater change, impacting all facets of the workplace, including majorchanges for the HR department and HR managers. In order to respond to the demands of globalization, HR managers will require new skills and competencies relating to language andculture, technology capabilities to facilitate overseas communication, methods to measure andquantify effectiveness and evaluate strategies and return on investment. Evidently, these new skills and competencies will result in an emerging new role for HR managers, requiring them to be strategic business partner, supportive of the overall corporate strategy.The future role of HR professional will change from a less administrative role to more of astrategic role. HR managers will continually be required to prove their effectiveness and theirexistence. They will be expected to understand international business practices and promotecultural diversity within the organization. They will need to understand the core business of theorganization and become partners with line managers. They will need to prove that theirinitiatives and programs are result-oriented, providing specific measurable results in terms of business competitiveness that contribute positively to the bottom-line of the organization. They will be required to stay current with leading edge as more and more organization is faced withthe demands of globalization and strategic alliances with other organization around the world