In recent times, organizations have expanded in different parts of the world and the focus on diverse workforce has increased. The organizations working in global environment realizes the importance of diverse workforce composition. The objective of this paper is to discuss the changing workforce composition and its impact of employee engagement in a large organizations. There are various drivers of challenges due to change in workforce composition. One of the key things for large organizations to manage is workplace diversity and other issues around workforce composition include, cultural barriers, the expansion of baby boomers in workplace, the technological challenges, the changing nature of millennial workforce, etc. I believe that there is much more that we can do in regards of recruitment and this can be obtained by developing and improving HR department (Latham, 2014). According to my work experience, one thing I can say that people always have talked about the value of HR in achieving goals of an organization by recruitment or training of employees but nothing comes to practice. The key issues associated with changing nature of workforce composition and engagement can be discussed as:
Nowadays, recruitment is the first process, which makes the relationship with employers and employees in the company, and it helps organizations to understand candidates and give them training in specific time to achieve the goal. One of the key issues is the emergence of baby boomers in the organization and the difficulty to recruit the new generation employees. The key definitions of the generations can be shown as:
There is a clear cut gap between the perception and expectations of millennial employees and new generation employees (Podsiadlowski & Gröschke, 2013). The second biggest issue of workforce composition is cultural challenges. It is not easy for new generation workers to work with the people from different culture. At the same time the large organizations and multinational organizations have to have the people from various cultures to manage the operations in different parts of the world. The third key issue for organizations is to overcome the technological challenges. The generation X is the old age people and they are not able to cop up with the new technology solutions and the organizations cannot afford to operate without the use of modern technology solutions (Boyle & Bartram, 2015). There are cases when organizations find it difficult to obtain the balance between the expectations of generation X employees and the expectations of organization. The new generation or the generation is highly tech-savvy. It also creates a divide between generation X employees and generation Z employees. It is expected that there would be more changes in the workplace engagement. The expected changes in the next 5-10 years can be discussed as:
I believe that the future of workforce composition would be performance based. I personally focus on employees skills their personality and the behavior as well as their performer for achieving higher success for organizations and also I do understand the value of staff is the biggest assets of an organization as they are partners who must motivated, engaged and up skilled for the more paid well as they give thirty percentage out of theirs lives to work (Pudelko, & Reiche, 2015).
I believe that the technology advancements would continue to drive the workforce. The use of mobile computing would further increase in the workforce. It is expected that people would be more task oriented in the future. To make position in the market it is essential that, I have to believe on less cost, less complicate and more task focus. In task orientation, people need to be performed in order to meet certain aim or to achieve a goal, which is very important to make their own position in this competitive world and an eyes of others (Stone & Deadrick, 2015).
I believe that diversity management would be a key thing in the coning years. As a part of diversity management, the recruitment process in very important for the organizations and managers because it may be highly dependent for the success of company. There are lots of competitions in business. So, organizations should not follow the others recruitment process as a HR manager I have to look forward and apply a new and innovative strategies of recruitment which can be more beneficial and profitable for employers as well as employees. In this era, every company are looking forward to secure their position in market. It is necessary to have a company its own rules and regulations for the better process of recruitment, which is not expensive and time consuming (Conway & Monks, 2017). The workforce and managerial implications of above changes in the workforce composition can be discussed as:
It is important for managers to form a process, which is transparent, confidential and based on merit. Human resource manager is responsible to tell what type of job it is, what pay, and superannuation are and leave related talk. If I want to hire someone I have to look at his/her qualities and skills that whether he/ she is enough to do a job and have good sense of culture and relationship with others. Therefore, it can be said that the three key actions that a manager must take do adapt successfully to support a more engaged workforce would be to focus on workforce that is based on transparency, confidential and based on merit.
The above paper discusses the changing workforce composition and its impact of employee engagement in a large organization. With the above discussion it can be aid that the difference in the expectations of generation X and generation Z employees, technological challenges and cultural challenges are the key challenges in the area of workforce composition. It is important that managers must understand these challenges and then find the candidates that are best suited for the organizations.
Bartram, T., Boyle, B., Stanton, P., Burgess, J. and McDonnell, A., 2015. Multinational enterprises and industrial relations: A research agenda for the 21st century. Journal of Industrial Relations, 57(2), pp.127-145. Retrieved from: https://journals.sagepub.com/doi/abs/10.1177/0022185614564379
Conway, E. and Monks, K., 2017. Designing a HR System for Managing an Age-Diverse Workforce: Challenges and Opportunities. In The Palgrave Handbook of Age Diversity and Work (pp. 585-606). Palgrave Macmillan UK. Retrieved from: https://link.springer.com/chapter/10.1057/978-1-137-46781-2_24
Latham, J.R., 2014. Leadership for quality and innovation: Challenges, theories, and a framework for future research. Quality Management Journal, 21 (1), 5.
Podsiadlowski, A., Gröschke, D., Kogler, M., Springer, C. and Van Der Zee, K., 2013. Managing a culturally diverse workforce: Diversity perspectives in organizations. International Journal of Intercultural Relations, 37(2), pp.159-175. Retrieved from: https://papers.ssrn.com/sol3/papers.cfm?abstract_id=2687756
Pudelko, M., Reiche, B.S. and Carr, C., 2015. Recent developments and emerging challenges in international human resource management. Retrieved from: https://www.sciencedirect.com/science/article/pii/S0147176712001162
Stone, D.L. and Deadrick, D.L., 2015. Challenges and opportunities affecting the future of human resource management. Human Resource Management Review, 25(2), pp.139-145.
Retrieved from: https://www.sciencedirect.com/science/article/pii/S1053482215000042
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