An Analysis and Evaluation of Current Issues in Human Resource Management

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Executive Summary
This essay presents an analysis and evaluation of current issues in human resource management which have been recently discussed in journal articles. The areas reviewed ranges from how workplaces are preparing for the transformations in generations, what is talent management to why wage differences still exists between genders. The investigation draws attention to the fact that there is a new cohort of Gen Xs leaders and Gen Ys talents with the exit of the Boomers in the workplace. This implies that the future leaders of organisations will need to equip themselves with different ways to work with the millennials. Further research reveals that talent recruitment and retention need to be become more strategic with the provision of better career advancement opportunities. Some companies are turning to sophisticated data analysis methods which have resulted in competitive advantage for them. Moreover, gender wage differential studies have found that female leaders are not only remunerated less than their male counterparts but even receive less opportunities to advance their careers. Though this trend is changing, talented female employees are still not being mentored properly to achieve their desired career goals.  

Preparing for transformations in generations at work
Today’s workforce is undergoing dramatic changes with the Baby Boomers unwilling to retire and Generation Y eagerly advancing their career aspirations. Hewlett, Sherbin and Sumberg (2009) argues that these two generational cohorts are pushing employees to redefine their work environments with demands of flexible work arrangements, “remixed” set of rewards as well as opportunities to give back to society. The authors’ survey data conveyed that although there were commonalities among the range of responses, each generation is in itself indistinguishable. Gen Ys get along well with the Boomers and often turned to the latter for professional advice or mentoring rather than Xers. The authors also expanded on the fact that companies who align their work culture with the shared values of both the Boomers and Gen Ys will gain talent advantage. However I believe that adapting a work culture that meets these two dominating generations’ expectations can lead to conflicts for Gen Xs resulting into loss of experienced employees in the work place. In my view, organisations must first align their business strategy with the right fit of employees irrespective of the generation he or she belongs to and then tailor the means for the different generational wants. Erickson (2010) also highlighted that the Baby Boomers will soon step down and Generation Xs will take on the highest managerial roles implying that Gen Ys will be the next talents in organisations. The greatest challenge for this new generation in charge will then be how to ensure that the future talents are mentored properly to align with their own definitions of success in business. Meister and Willyerd (2010) addressed the issue of mentoring millennials with an in depth focus on delivering feedback. Reverse Mentoring is among one of the approaches explained whereby a Gen Y employee takes the role of the mentor and the senior executive is the mentee. This is a mutual coaching situation simply because mentees get the opportunity to better understand this segment of the workforce and can also provide advice at times meanwhile the younger generation learns about how the business operates. The author emphasize that this technique is line with these young mentors career goal of accelerated success as they get the chance to prove their abilities in front of senior executives. Still I feel that once these Boomers mentees will retire, the future Gen X mangers may not be willing to accommodate quick changes of providing Gen Ys an accelerated career path opportunities due to their cautious nature of always identifying alternatives. Group Mentoring and Anonymous Mentoring are the technology based platforms...
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