In response to your peers, provide feedback about their initial post and your insights regarding the future trends that you (and your peers) believe will have the greatest impact on how work will be done. Also provide insight regarding the behavioral competencies that will be needed to meet the future goals and needs. Provide supportive examples.
Response post 1 :
Employee Engagement will be the most affected as the workplace continues to grow and develop, most companies have their employers working from home myself included which has been a great adjustment. The trend is leaning towards more global assignments in the workplace now and virtual teams is becoming more popular the engagement in person will minimize amongst employees (SHRM Foundation, n.d.). In 2010 at multinational corporations 64% were involved in a virtual work team, skype and teams which are common systems used to keep in contact while working from home. Companies aren’t against moving to virtual because it saves money in office renting out spaces for their team, the work force is becoming more diverse bringing in more millennials.
Companies will have to get more creative to keep the engagement piece active since meetings in office will eventually seize all together, during our current pandemic my leadership tries to implement happy hours and 1 on 1 meetings to check in or have conversations.
Diversity & Inclusion will have a big impact for future trends it’s defined as different personalities, genders and individuals in an organization, culture, different languages employees might speak. Inclusion concludes the comfort level employees feel in an organization, acceptance fair treatment (SHRM Foundation, n.d.) the U.S. Census Bureau projects by 2045 Caucasians will be the minority representing less than 50% of the population. Some will struggle unless organizations become ore tactful addressing, this means learning new culture markets in different countries what benefits the company and the employees to foster engagement. Making this a priority as the focus in the workplace continues to shift in other countries and less face to face interaction becomes lessens, developing new metrics or comparing other countries metrics can mend this. More companies are relocating offices to out of the country but bridging this could mean meeting with local ambassadors and see how their country integrates inclusion and culture within their organization.
As HR is headed into the future the needs and technological advancements will follow as time progresses technology management will continue to advance which isn’t a negative thing. The impact it’ll have is more on the user side and for them to adapt and with technology implementing new ways for everyone to learn and develop better systems. The performance management system is one that’s important to monitor employees progress in the workplace when it comes to raises or promotions, the technology side will have to have a clear understanding on what the outcome and results they want (Noe, Hollenbeck, Gerhart, & Wright, 2019). Technology will move globally some companies are now considering having at least two senior level people from their company working in another country to expand their market. A new market will bring new technology skills that everyone will have to learn and new systems to learn that we might not have access to in the U.S., business leaders will have to use technology to manage employees in multiple countries. These are new technological innovations to come that will impact organizations and drive for more business in multiple places across the U.S.
Five Key Trends from SHRM’s Special Expertise Panels. (n.d.). Retrieved August 16, 2020,
Noe, R., Hollenback, J., Gerhart, B., & Wright, P. (2017). Human Resource Management:
Gaining a Competitive Advantage. New York, NY: McGraw Hill.
SHRM (n.d.). The SHRM body of competency and knowledge. Retrieved
Response post #2 :
Barbara Martindale posted Aug 18, 2020 8:52 PMSubscribe
Good Evening Professor Frasca and classmates
Our world, both domestic and global, are facing immediate change, hopefully for the better. We have seen the pandemic transform day to day functionalities and we have adapted as best we can. I believe this is an opportunity for the collective population to self-reflect and take an inventory of our professional mindset as we are also in a dynamic state of change. The resumption of our routine should always be commenced with an authentic mindfulness that takes into consideration our individual experiences, strong points and weaknesses.
It is inherent that the HR professional possess a tech savvy skillset in order to ensure that the right mix of technology is garnered for the organization. Virtual teams are most likely the trend for the future and this requires a more diverse work set engaging varying levels of strengths and thought processes. The ease of interaction will be a major factor as technology will need to be adapted to foster interaction among globally dispersed workers (Five Key Trends from SHRM’s Special Expertise Panels). In addition, the HR professional expounds on a wide variety of sourcing to acquire top talent for the organization. Diversity of thought is the next frontier as the interview process should contain a myriad of questions that help identify a cognitively diverse organization (Diversity’s New Frontier, n.d.). This facilitates the organizations ability to hire the right team mix to tackle select issues. A more global workforce will increase the pool of thinker’s sans the possibility of a homogenous groupthink that has an ethnocentric view. The appreciation of cultural diversity and the unique differences (diversity of thought) is profound as we experience multicultural interactions (Fletcher, 2015).
We live in an age of unprecedented human mobility, consisting of approximately 232 million international migrants and 740 million internal migrants worldwide (Zheng, 2016). The physical workplace itself may be reimagined as borderless and virtual teams will work remotely and define and design their own work space. Autonomy and self-discipline will be a mainstay and effective communication style is mandatory. The HR specialist must continually evaluate workplace flexibility policies to make sure they align with geographically dispersed locations (Five Key Trends from SHRM’s Special Expertise Panels). The on boarding process must lend itself to a transcultural paradigm and the company’s mission and vision statement should have a global message reach. A robust knowledge (KSAO’s) of international law is paramount to avoid policy and procedure infractions.
A shared service delivery model (ESS) will be essential and convenient for all stakeholders while providing more time for core HR functionalities. A global workforce also impacts big data and opens an avenue of diverse information and literature. This enables a more resilient workforce that can leverage and align strategic mission, vision and goals for competitive advantage. Furthermore, big data and cloud-based systems will be more of the norm than previously imagined whilst cybersecurity will also need enhancement. Human Resource management may include an international aspect of knowledge transfer. In sum, a balanced scorecard is the ultimate goal of a healthcare organization such as a hospital. The balanced scorecard can consist of analyzing metrics in a five-pillar model (quality, service, people, growth, finance) that mandates a finely tuned workforce, domestic and international, orchestrated by HRM specialists.
I have included two interview questions that I posed to the HR specialist at my organization and excerpts from her responses. (Y. Herrera, personal communication, August 12, 2020).
As an HR specialist, do you anticipate that post pandemic there will be major changes in the organizational strategic initiatives. For example, interruption in HRIS, to solve problems and address needs?
I believe we are already experiencing a glance at the future of HR post pandemic. One of the most noticeable changes is the widely practiced Telework process as evidenced by more of the workforce remotely based. As an HR executive, I feel that change can be both positive and negative. Until now, most organizations hadn’t realized the cost savings of performing work functions from a remote location (utility expenses, workers comp claims, real estate). However, there is less HR traffic and that limits the enjoyment we have in interacting with employees on the premises. Employees are now encouraged to use self-serve options, and that frees up time on both ends. It may be that many changes are permanent, so as to reduce risk in the workforce.
As a Broward Health proud employee, how best can I contribute to the CSR that Broward Health espouses?
Through the different programs BH has in place to better serve our community, we are also ensuring a positive branding in that our organization provides excellent care but also makes a huge difference in society. The best way to contribute to our CSR culture is to find what you are passionate about and commit to participate. You can also become a member of the Employee Activities committee that researches ways to improve our community. You may create your own initiatives (diversity of thought) and motivate and encourage your peers.
Diversity’s new frontier. (n.d.). Retrieved August 16, 2020, from https://www2.deloitte.com/us/en/insights/topics/talent/diversitys-new-frontier.html
Five Key Trends from SHRM’s Special Expertise Panels. (n.d.). Retrieved August 16, 2020, from https://www.shrm.org/foundation/ourwork/initiatives/preparing-for-future-hr-trends/Documents/Five%20Key%20Trends%20-%20Theme%202.pdf
Fletcher, S. N. (2015). Cultural sensibility in healthcare: A personal & professional guidebook. Indianapolis: Sigma Theta Tau International.
Zheng, C. (2016). International Human Resource Management : Trends, Practices and Future Directions. Nova Science Publishers, Inc.
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