Running head: STRATEGIC CHALLENGES 1

Strategic Challenges

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Strategic Challenges I face as HR personnel

As a human resource manager, I have witnessed the human resource department

evolve over the past few years. The organization I work for is streamlining the human

resource function to manage best and grow its cost more optimally. The firm has elected to

outsource some of its core functionalities to third party players so the organizations in house

resources can concentrate more on strategic tenets (Bagga & Srivastava, 2017). The

organization is essentially reassessing their human resource function to determine the best

practices and how to allocate time.

As a Human resource manager, I encounter numerous contemporary challenges such

as recruitment, retention, motivation, leadership development, and redefining corporate

culture. The two most strategic challenges I have experienced concerns recruitment, retention

of a employee talent pool, and continuously motivating the workers. Human resources

become a core management function. Addressing these challenges continues to be a

consuming process.

Recruitment, retention, and motivation are the most challenging issues I have

encountered as a human resource manager. As human resource personnel, retaining the

talented talent pool in today's dynamic labour market is easy. A study by Hossain & Abdullah

(2017) shows that nearly 60 % of Human resource managers cite employees' retention as one

of the topmost challenges human resource professionals face. There is a common belief that

grass is usually greener on the other side, especially among millennials. As the economic

situation continues to recover, many employees are set to search for new, better employment

opportunities.

As a human resource manager, I am supposed to develop ways to attract new talent.

This can be achieved through such using social media channels, job posting on street boards,
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or even utilizing conventional methods such as going to job seminars and emailing out job

promotions to attract interest. The new generation of probable employees is searching for

career opportunities that provide a life-job balance and ease a certain level of autonomy, and

an increased chance of making a personal difference (Bagga & Srivastava, 2017). As an HR

professional, I have come to embrace the importance of enhancing workplace diversity to

help create new ideas, improve productivity, promote a sense of equality, and ultimately

strengthen teamwork (Bagga & Srivastava, 2017). However, lack of sufficient lack has made

recruitment of a diverse workforce difficult. Even in times of increased rates of

unemployment, technical and technology-driven organizations find a shortage of talent with

the requisite know and competencies to perform niche tasks.

Retention of talent has become a problematic task for human resource personnel over

the past few years. The company I work for has been compelled to offer more employment

incentives, which may prove costly. This is precipitated by the fact that probable employees

search for employment opportunities that provide a secure financial cover even in financial

hardships (Bagga & Srivastava, 2017). I have advised the human resource team I lead to

determine talent from entry-level to top-level management and come up with the required

steps that are unique to the organization to increase our chances of retaining the employees

(Bagga & Srivastava, 2017). As a Human resource department, we have been compelled to

consider merit pay increases, coming up with tasks that increase workers' responsibilities and

other employment incentives such as flexible working hours, telecommuting, and

technologies to keep our workers engaged.

Another strategic challenge I have encountered as a human resource employee is

supporting the organization workers motivated at all given times. In order to handle this the

department encourages positive reinforcement and feedback to human resource members

(Bagga & Srivastava, 2017). The company culture should be able to motivate workers and
STRATEGIC CHALLENGES 4

train them to become productive organisational social (Mahendru & Kaleka, 2011). As a

human resource manager I have come to embrace the fact that there is a growing need to

understand what drives corporate and incorporate them into compensation frameworks and

reward systems. Determining the reason behind high redundancy levels and dealing with all

other employees' challenges is a challenge as human resource personnel will have to cope.
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References

Bagga, T., & Srivastava, S. (2017). SHRM: alignment of HR function with business

strategy. Strategic HR Review, 13(4/5). doi: 10.1108/shr-03-2014-0023

Hossain, M., & Abdullah, A. (2017). Challenges and Impacts of Human Resource

Outsourcing (HRO) in Bangladesh. International Journal Of Human Resource

Studies, 7(3), 63. doi: 10.5296/ijhrs.v7i3.11568

Mahendru, M., & Kaleka, J. (2011). Challenges to HRM in 21st Century. SSRN Electronic

Journal. doi: 10.2139/ssrn.1841363