The first challenge that would be faced within the implementation of HR strategy is based on embracing of changes within the current work system. The human resources are employed with the management of employee morale, cooperation and happiness along with motivating the employees in order to help them in meeting with the changing needs of the business. Change within an industry could be considered to be the most important form of method of improving the culture of work within a workplace (Mohammad Mosadeghrad, 2014). The different scenarios of change could be based on various aspects. These include managerial, procedural, structural or technological. Though these situations of change would be able to improve the quality of work within the workplace, yet these methods of change are mostly a factor of anxiety and uncertainty for most of the workers within the workplace. The new forms of reforms within the workplace could lead to unexpected forms of transitions in the lives of the employees. Hence, this leads to a high factor of uncertainty within the workplace (Rodríguez-Pose, 2013). With these kinds of problems that arouse within the workplace based on the methodologies of changes, there is a major form of problem that is faced by the HR professionals in order to understand the factors by which they would be able to motivate their employees in order to understand the good effects based on bringing of changes within the workplace.
Based on the challenges faced during the proper implementation of the HR strategy, it could be recommended that an effort for frequent and transparent communication could be made with the employees. This would be helpful for understanding the needs of changes within the workplace. The human resources should not only be tasked with the factor of management of the morale of the employee, happiness and cooperation with changes. They should also constantly upgrade the skills of the employees based on different forms of training sessions (Ertmer & Newby, 2013). Different kinds of soft and hard skill training sessions should be provided to the employees so that they would be able to cope up with the changing situations, which would help the employees in feeling secure about their work. This would be helpful for meeting the needs of changes within the business.
The secondary challenge based on the HR professionals would be based on keeping a check on the proper health and safety of the employees within an organization. Based on the high work pressure, the higher levels of stress could not be sustained within the organization. Thus the HR managers would have a problem based on motivating their employees and reducing their stress levels. The health and safety standards within the organization are one of the important concerns of the organization (Schuler & Jackson, 2014). The health of the employees is also an important concern within the organization. This could only be possible with the impact of proper mode of hygiene and safety within the workplace. The HR professionals within an organization should keep a close watch over the increasing stress levels and workloads of the employees.
The HR professionals should also employ training managers in Emotional Intelligence (EQ) based on recognizing the benefits of a health mental state for the employees. Other forms of training based on general stress and mindfulness could be helpful for building of a resilient workforce (Jackson, Schuler & Jiang, 2014). Focusing on the mitigation of such kind of vital challenges would be helpful for implementation of an effective HR strategy and development of a proper work culture.
The most important challenge that could be put forward on the development of a proper form of HR strategy is based on attracting and retaining the high skilled employees within a workplace. Bringing of new and skilled employee within an organization is a most important task. In order to attract the right kind of individuals within the workplace, the HR professionals should also be able to know about the proper form of requirements of the organization and the purposes of job (Festing & Schäfer, 2014). With the daily mode of change within the job roles and expectations of the organization, it would be a major difficulty for the organizational culture and HR professionals in order to adapt to the changes and thus develop HR strategies that could be benefitting the organization.
This kind of challenge could be mitigated based on the proper form of screening of candidates who would be dedicated towards their quality of work. These candidates should also be responsible for any kinds of challenges (Al Ariss, Cascio & Paauwe, 2014). With the search of these kind of qualities, it would be highly helpful for meeting the objectives of the business and development within the organization.
In the recent times, it could be seen that most of the employees leave their jobs due to the primary reason that they are not able to develop their skills and opportunities. In most of the scenarios, it could be seen that most of these employees are allowed to perform only a particular sector of work. There are very little chances of shifting to other kinds of work levels in order to make use of their skills (Armstrong & Taylor, 2014). Inclusion of high form of training would be relevant to their level of jobs. The proper form of HR strategy would be extremely helpful in order to engage content within the training sessions. Development of a proper form of HR strategy could be resisted with these common reasons. The use of training sessions should be performed on a continuous basis based on making the business to remain competitive in the highly competitive market.
Among the different kinds of challenges that are faced by HR professionals, it could be concluded that this kind of challenge would be the most important challenge that should be addressed (Mohammad Mosadeghrad, 2014). The use of Learning Management Systems (LMS) would be helpful for the HR professionals in order to perform an effective training session that would contain several helpful courses (Jain & Moreno, 2015). Some kinds of LMSs offer different advanced forms of micro learning and gamification features. This would help the employees within the organization to remain engaged within their training sessions. This should be helpful for the employees in order to enjoy their flexibility of work.
Globalization could be considered as one of the common trends that affect each of the business sectors in every parts of the world. With the great impact of globalization, the reach of the customers have been expanding in every parts of the world (Collings, 2014). This would prove to be a higher level of sales and a diversity of experiences of employee, perspective and ideas. With the impact of high level of diversity and effects of globalization, it could be considered that there are different kinds of challenges within the human resource sector (Nankervis et al., 2016). This includes the management of the diverse cultures of people within a local team. Disruption of the culture of work based on globalization would be mostly disrupting the work culture within the workplace. The management of diverse cultures within the workplace should adhere to the previously set policies and procedures within the organization. The HR professionals should be efficient enough to create a proper workplace environment, which would be welcoming, comfortable and free of conflict.
Hence, the effect of different forms of programs based on cultural awareness could be helpful for the employees in recognizing their benefits based on diversity (Ates et al., 2013). This would include the better kind of innovations, ideas and a wide form of reach of customers. Different kinds of team building activities could also be defined as an effective approach for the purpose of integrating the employees based on diverse cultures. This would also help in uniting them in order to achieve a common mode of business objective.
In the recent times, it has been seen that there has been a high form of employee turnover in many of the highly developed companies (Kehoe & Wright, 2013). Though many of these companies might have the capability to hire the best kind of qualified employees but they are not able to retain them. Retainment of the skilled employees within an organisation could be considered as the most important challenges within an organisation and also for the development of proper form of HR strategies (McDermott et al., 2013). A proper form of HR strategy within the workplace would be able to provide the best efficient methods, which would help in recognizing their skills and also value their talents. Most of the employees within the organization mostly feel unvalued when they would not be able to use their skills in the proper place. This would make them to be unsatisfied and this would eventually be hurting the environment of the workplace.
This challenge could be resolved by the HR professionals by focusing on the creation of a rich customer experience. This could be offered by engaging the employees with several kinds of activities that would be able to satisfy their employees and make them feel valued. These HR professionals should also build a strong culture that could be inspiring the employees and motivate them in order to work efficiently. The employees should also be put under several undergoing recent projects, which would help the employees to make use of their learned skills (Kehoe & Wright, 2013). Valuing the works of the employees could be helpful in retaining the employees and also creating an efficient working environment.
Hence, the ultimate challenge that could be faced by the HR professionals in developing an efficient HR strategy within the organization is to understand the basic landscape of the organization. They should also be able to understand the basic trends within the industry and thus should also apply them to enrich the culture of work within the industries.
References
Al Ariss, A., Cascio, W. F., & Paauwe, J. (2014). Talent management: Current theories and future research directions. Journal of World Business, 49(2), 173-179.
Armstrong, M., & Taylor, S. (2014). Armstrong’s handbook of human resource management practice. Kogan Page Publishers.
Ates, A., Garengo, P., Cocca, P., & Bititci, U. (2013). The development of SME managerial practice for effective performance management. Journal of Small Business and Enterprise Development, 20(1), 28-54.
Collings, D. G. (2014). Integrating global mobility and global talent management: Exploring the challenges and strategic opportunities. Journal of World Business, 49(2), 253-261.
Ertmer, P. A., & Newby, T. J. (2013). Behaviorism, cognitivism, constructivism: Comparing critical features from an instructional design perspective. Performance Improvement Quarterly, 26(2), 43-71.
Festing, M., & Schäfer, L. (2014). Generational challenges to talent management: A framework for talent retention based on the psychological-contract perspective. Journal of World Business, 49(2), 262-271.
Jackson, S. E., Schuler, R. S., & Jiang, K. (2014). An aspirational framework for strategic human resource management. The Academy of Management Annals, 8(1), 1-56.
Jain, A. K., & Moreno, A. (2015). Organizational learning, knowledge management practices and firm’s performance: an empirical study of a heavy engineering firm in India. The Learning Organization, 22(1), 14-39.
Kehoe, R. R., & Wright, P. M. (2013). The impact of high-performance human resource practices on employees’ attitudes and behaviors. Journal of management, 39(2), 366-391.
McDermott, A. M., Conway, E., Rousseau, D. M., & Flood, P. C. (2013). Promoting effective psychological contracts through leadership: The missing link between HR strategy and performance. Human Resource Management, 52(2), 289-310.
Mohammad Mosadeghrad, A. (2014). Why TQM programmes fail? A pathology approach. The TQM Journal, 26(2), 160-187.
Nankervis, A. R., Baird, M., Coffey, J., & Shields, J. (2016). Human resource management: strategy and practice. Cengage AU.
Rodríguez-Pose, A. (2013). Do institutions matter for regional development?. Regional Studies, 47(7), 1034-1047.
Schuler, R., & E. Jackson, S. (2014). Human resource management and organizational effectiveness: yesterday and today. Journal of Organizational Effectiveness: People and Performance, 1(1), 35-55.
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