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Topics: Employment, Vocational education, Factor analysis Pages: 4 (713 words) Published: June 7, 2015


Week 1 Discussion Board Forum
Liberty University
Human Resource Development
BUSI 644-D02
Dr. Mary Jo Odom-Dull

Week 1 Discussion Board Forum
Question 1: Many challenges face HRD professionals today. As companies strive towards a competitive edge in the global markets, they must require a more trained and educated workforce of current and new workers to meet the demands. In addition managers should perform continuous assessments to improve work effectiveness. Cultural sensitivity training should be offered to workers in order to promote effective communication and versatility when dealing with different countries. In order to remove the skills gaps, companies must focus on hiring skilled workers. To circumvent this issue many companies have developed internship, apprenticeship, and vocational training programs to help young school and college graduates understand different work environments as well as the technical aspect of the job (Werner & DeSimone, 2012). Another challenge is workforce diversity. Companies must deal with racial, ethnic, aging workforce, women in the workplace, cultural diversity, gender lines, and other prejudices prevalent within the workplace. HRD professionals should introduce sessions that cover a variety of these issues in an effort to bring unity and understanding within the company. The fast pace of changing technology can pose a problem within HRD professionals. Managers should develop continual learning systems for workers to stay current with technological advancements. Additional challenges for HRD professionals are ethical issues such as business scandals, recessions, illegal activities, and government permissions. Another challenge might be implementing new training tools. HRD professionals should understand these needs and develop necessary training programs to meet these needs. Companies have realized that succession planning is a continued and productive process which results in lasting...


References: Basford, T., & Offermann, L. (2012, November). Beyond leadership: The impact of coworker relationships on employee motivation and intent to stay. Journal of Management and Organization, 18(6), 807-817. Retrieved from http://search.proquest.com/docview/1314304673?accountid=12085
Ghosh, P., Satyawadi, R., Joshi, J. P., & Shadman, M. (2013). Who stays with you? Factors predicting employees’ intention to stay. International Journal of Organizational Analysis, 21(3), 288 - 312. Retrieved from http://www.emeraldinsight.com.ezproxy.liberty.edu:2048/doi/full/10.1108/IJOA-Sep-2011-0511
Moradi, M. R. (2014, October 16). Managers succession planning for human capital development. Advances in Environmental Biology , 1776-1783. Retrieved from http://go.galegroup.com/ps/i.do?id=GALE%7CA376391248&v=2.1&u=vic_liberty&it=r&p=AONE&sw=w&asid=e5891fdf047b1f84d9986757600afc67
Werner, J. M., & DeSimone, R. L. (2012). Human Resource Development (6 ed.). Mason, OH: South-Western.
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