...Human Capital Trends 2013 Leading indicators Crucial Conversations This year’s human capital trends should be viewed as leading indicators of emerging threats and strategic opportunities. Leaders who take the time to understand how these trends might affect their organizations can put themselves in a position to win. Those who make their decisions in isolation, without the benefit of engaged conversations with other leaders, may expose their organizations to out-sized risks. Human Capital Trends for 2013 builds on those of previous years, revealing business expectations for talent and performance that have risen to dizzying levels. Not only are organizations having to do more with less, they’re doing so in the face of dramatic shifts in technology, globalization, demographics, and regulation. Looking ahead, the pressure for performance will likely increase as business decisions become more complex and challenging. Even small decisions have the potential to cascade with unintended consequences throughout an organization. That’s why business executives should actively engage with one another around the trends captured in this report. Many leading organizations are already having these crucial conversations. They recognize that now is the time to get ahead of the trends by making more informed decisions. The seven Human Capital Trends for 2013 provide a solid checklist for getting started. Welcome to annual report examining significant trends in human capital.Human...
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...A Perspective on HR Strategic Influence Human Resources is such a broad set of individuals who make up the work force of an organization, business or an economy. The knowledge for which each individual bring to the table is astounding. However, global staffing and management talent has become increasingly scarce. Globalization is one of many factors that are responsible for the direct transformation of human resources today. “The global supply of talent is short of its long-term demand, and the gap is a challenge for employees everywhere.” Only those companies that are willing to put emphasis on their human course practices to transform global labor market conditions will be able to catch the attention of and save high performing employees. Phelps (Pwc p. 29, 2012) statement regarding HR functions “there is still a lot to be done” is quite accurate. In the U.S., many companies depend upon outsourcing. It used to be a time when there was a physical place that workers could visit to seek advice, pick up a form, or complain. Now a days, many internal HR functions have been “cut to the bone” said Peter Capelli, a management professor and director of the Center for Human Resources at the Wharton School of the University of Pennsylvania. Outsourcing firms can take up various tasks, from payroll to benefits to recruiting, to free up a client to focus on its strengths (Korkki, 2012). The economic down turn and financial crisis has many of the management...
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...431 March 7, 2011 Lori Gardner HR Roles and Responsibilities Human resource management is defined as the policies, practices and systems that influence employees’ behavior, attitudes and performance (Noe, Hollenbeck, Gerhart, & Wright, 2004). Human resource management (HRM) is a crucial part of an organization’s success. Employees are human capital for the organization and when managed properly add value to the company in the areas of quality, profitability, and customer satisfaction, therefore sustaining a competitive advantage through strategic planning (Noe, Hollenbeck, Gerhart, & Wright, 2004). The roles and exact responsibilities of human resource departments vary from company to company; no two are identical (Noe, Hollenbeck, Gerhart, & Wright, 2004). Globalization and Diversity However, one human resource role remains the same from company to company. As a vital part of the organization’s strategic plan, HRM must also adapt with industry trends to maintain growth. Companies adjust to changes in marketing, supply, demand, legal, financial and environmental trends on a constant basis. HRM must also monitor, adapt and implement new strategies to combat trends within human capital to maintain a successful competitive advantage because every organization wants to hire, train, develop and retain the best employees within their industry. As companies strive to become globally competitive, human resources must leverage to the full capabilities of its work force...
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...---------------------------------------------- Prelude Six activities are needed to achieve efficiency and efficacy in the system of management for an enterprise. These include: Procurement, Production, Personnel, Finance, Marketing and Research & Development (R & D – Now getting replaced through a term entitled: “Innovation”). Synergistic approach on a holistic basis is needed to achieve high performing purpose of an organization. This piece looks at HRM / HRD from futuristic point of view. This piece looks at: Changing Scenarios for countries and organizations, HRM Inretrospect, futuristic trends, HR – traditional and E – HR and conclusion. Five boxes present interesting information with comparative positions. These aspects are now reviewed. Changing Scenarios Change is the need of the day. Fast track changes are taking place and every enterprise needs to read future trends and accordingly develop their plans to meet the future challenges. Outlooks are changing. Mind set is changing. Innovation is bringing heavy pressure which is resulting in shortening the product life cycle. The following box gives some idea regarding changing scenarios for countries and organizations: | | *Founder and Principal, Hailey College of Banking & Finance, University of the Punjab, Lahore Pakistan,...
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...Book review of ‘No Ordinary Disruption: The Four Global Forces Breaking All the Trends’ Reference of this book: Dobbs, R., Manyika, J. & Woetzel, J. (2015) No Ordinary Disruption: The Four Global Forces Breaking All the Trends. United States: PublicAffairs Basic idea of this book In this book, Dobbs, Manyika, and Woetzel emphasize various methods to reset intuition by individuals, companies and governments as a result of four global disruptive forces changing global economy. This book was primarily divided into two parts. In this first part, the authors identify four fundamental disruptions that have quickened and intensified the shifts in global market: the increase of emerging market and the age of rapid urbanization especially in China and India,which led to a significant contribution to help most people escape poverty; the accelerating technological change of nature force of market competition; the aging of population; complex global connections through trade, capital and people. The second part puts emphasis on corresponding strategies and measures to be adopted by individual, companies and government, to adapt to the changes. It might be an example for the future that the increase of cost of capital and a lack of high-skill workers and low-skill jobs. Equally important, the resetting of management intuition and ability to respond to changes concern thinking pattern and decision-making for executives and leaders (Akhila, 2015). On the...
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...------------------------------------------------- * What are the general trends in the globalization of human capital? Nowadays every global enterprise is interconnected with many others companies with the only purpose of make easier and with the lowest cost each process; that reasons involve the human capital because as the companies have to be more competitive and being always developing new products, human capital have to be more prepared and be competitive always. Multinational enterprises are now key factor in growth of developing countries; also they are, sometimes, providers of training, new skills, information and new technology from countries that are host of them, this trend is a positive one. But the same idea can affect the human capital when they are more prepared and needs more preparation to continue innovating and develop processes, that is when big companies move again to another developing country looking for low costs for different activities but that do not need to be specialized. One thing that is important is that global companies do not look only for work with low cost, for them is important that the new country where they are going to invest have potential for future expansion or at least a good infrastructure and be available to implement technological advances; all of that to help to save time and money. We can conclude that what multinational corporations have imposed as tendency in the human capital is make the lowest effort and investment for the better results...
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...inclusive Wealth report 2012 measuring progress toward sustainability Summary for DeciSion-makerS unu-iHDP Secretariat of the International Human Dimensions Programme on Global Environmental Change conTriBuTorS Science Advisor Partha Dasgupta – university of cambridge Report Director anantha Duraiappah – iHDP executive Director Science Director Pablo muñoz – iHDP academic officer Report Authors matthew agarwala – London School of economics and Political Science Giles atkinson – London School of economics and Political Science/centre for climate change economics and Policy edward B. Barbier – university of Wyoming elorm Darkey – university of Bonn Partha Dasgupta – university of cambridge anantha Duraiappah – iHDP Secretariat Paul ekins – university college London Pablo fuentenebro – iHDP Secretariat Juan Sebastian Lozano – The nature conservancy (colombia) kevin mumford – Purdue university Pablo muñoz – iHDP Secretariat kirsten oleson – university of Hawaii Leonie Pearson – university of melbourne charles Perrings – arizona State university chris Perry – un-Water Decade Programme on capacity Development (unW-DPc) Steve Polasky – university of minnesota Heather Tallis – Stanford university Stacie Wolny – Stanford university Report Review Board John agnew – university of california, Los angeles Peter Bartelmus – Bergische universitaet Wuppertal/columbia university Julia Bucknall – World Bank Dabo Guan – university of Leeds michael Harris – university of Sydney...
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...International Journal of Trade, Economics and Finance, Vol. 3, No. 4, August 2012 Impact of Globalization on Trends in Entrepreneurship Education in Higher Education Institutions Norasmah Othman, Nor Hafiza Othman, and Rahmah Ismail Abstract—With the trend of increasing globalization, entrepreneurship has been receiving more attention from government and educational institutions. Changes in the uncertain world economy have resulted in fewer job opportunities for college graduates, and in response, the government has sought to develop creativity among students through entrepreneurial activities and programs. The question now is, Are the increasing trends of changes and demands for entrepreneurship education due to the impact of globalization? To answer this question, this study examined the impact of globalization on trends in the demand for business and entrepreneurship education and entrepreneurial skills in Malaysia. Questionnaire data were obtained from 306 participants. The participants were randomly selected from the population of administrators in higher education institutions in Malaysia. Data were analyzed using the descriptive statistics method. The findings show that there is an increasing demand for entrepreneurship education and entrepreneurial skills, indicating that globalization has influenced the demand for entrepreneurship education and entrepreneurial skills among university graduates. Index Terms—Globalization, higher education, entrepreneurship education...
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...Organizations have entered a new era characterized by rapid, dramatic and turbulent changes. The accelerated pace of change has transformed how work is performed by employees in diverse organizations. Change has truly become an inherent and integral part of organizational life. Several emerging trends are impacting organizational life. Of these emerging trends, five will be examined: globalization, diversity, flexibility, flat, and networks. These five emerging trends create tensions for organizational leaders and employees as they go through waves of changes in their organizations. These tensions present opportunities as well as threats, and if these tensions are not managed well, they will result in dysfunctional and dire organizational outcomes at the end of any change process. These five trends and the specific tensions they produce are presented in Table 1. GLOBALIZATION Organizations operate in a global economy that is characterized by greater and more intense competition, and at the same time, greater economic interdependence and collaboration. More products and services are being consumed outside of their country of origin than ever before as globalization brings about greater convergence in terms of consumer tastes and preferences. Yet at the same time, in the midst of greater convergence, there is the opposite force of divergence at work where companies have to adapt corporate and business strategies, marketing plans, and production efforts to local domestic markets...
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...on the issue is immensely increasing; evidence is obvious and rather comprehensive. Globally as well as locally governments responded and responding in different ways, presents different arguments and logics, bears different perspectives and struggles to deal with the issue which concerns the effects on the economic growth. Kyoto Protocol is one of the global attempts that spell out the increasing concern of climate change. The urgency to act on climate change issues can not be ignored or denied. Past few decades have evidenced and strengthen its immense impact on every arena of sustainable issues of humanity (Climate trends 2007): ecological, economic, social /culture (‘sustainability’ is meeting the triple bottom line). Action should be taken by the governments to address this issue both on local and global levels. This paper identifies governments should focus on policy reforms in order to address climate change efficiently and effectively. These policy reforms should gear towards investing on human capital / knowledge capital, utilization of market mechanisms and institutional arrangements and utilization of social capital innovatively. However the negative impact imposed on economic growth by climate change control mechanisms is undeniable (Environmental center 2007), but it is short-term, in long-term it is a smart investment for the future generation: ensured...
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...text in eleven chapters, with particular focus on global strategic positioning, entry strategies and alliances, effective cross-cultural understanding and management, and develop- ing and retaining an effective global management cadre. The seventh edition has been revised to reflect current research, current events and global developments, and includes company examples from the popular press. In Chapter 1, we introduce trends and developments facing international managers and then expand those topics in the context of the subsequent chapters. For example, we discuss developments in globalization and its growing nationalist backlash— in particular resulting from the global financial crisis. We discuss the effects on global business of the rapidly growing economies of China and India and other emerging economies such as those in Africa, and the expansion of the EU; the globalization of human capital; and the esca- lating effects of Information Technology and the global spread of e-business. We follow these trends and their effects on the role of the international manager throughout the book. For exam- ple, in Chapter 6 we focus further on strategies for emerging markets, while also dealing with changing strategies to respond to economic decline around the world and an increasing level of nationalism in some industries; we have a section on “Using E-Business for Global Expansion” as well as discussing “born global” companies. In Chapter 7, we added a section on strategies ...
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...first section of this paper will describe the child-centred social investment thesis developed by Esping Andersen (2002). This thesis has been a strong influence on UK government educational and child-related policy over the last decade. Some of the resulting current UK policies will be examined, and their success or failure so far will be explored. It is crucial to note that these policies involve the increasing integration of health, welfare and educational resources in the common purpose of increasing children’s social and cognitive capital. This survey will reveal the key trends and drivers that policy makers are currently responding to as they shape children’s lives. Given that steps taken today may well have effects lasting decades, the guiding social, technical and economic assumptions currently made about the future need to be identified and critically examined. Section Two will set these assumptions in the context of major global trends and signals including issues of demographic change in less and least developed world regions, climate change, energy and food security and financial conditions. The key question here will be whether the bases of current policies address the range of possible futures of yesterday or the range of possible futures of today. Section Three will draw on this material to compose a set of issues that are likely to become important to educational decision-making in the next decade. Keywords: demography, education, health, welfare, society Section...
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...Student Name | | Abdulrahman Redwan | 1316429 | A Global Perspective of Human Resources For Dr. Ali Alkahtani Human Resources: A Global Perspective Employee engagement and cultural issues have become the first challenge facing HR professionals around the world, according to the 2015 Global Human Capital Trends report, released by Deloitte. The report concludes, “Today’s HR challenges require a new playbook—one that helps make HR more agile, forward thinking and bolder in its solutions.” The report says today’s organizations are facing a new world of work that will require a reshaping of strategies for leadership and talent management. Because culture is the driving force in most organizations, engagement and retention strategies need to be responsive to these changes. However, more than half of survey respondents said their organizations have poor programs or no programs at all in place to gauge or bolster engagement levels. Other issues uncovered by the report include a global lack of leadership succession programs, with only 10 percent of respondents saying they have an “excellent” program in place, and the need for a complete makeover of most HR departments. Only 5 percent believe their organization's performance is excellent, with 22 percent saying their department is adapting to their workplace’s changing needs . What is happening in HR in 2011? Are we going to see a shift in the way that HR managers are recruiting employees to...
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...Impact of Globalization on Human Resource Management Bhushan Kapoor, Professor and Chair, Information Systems & Decision Sciences, Cal State University, Fullerton, USA ABSTRACT The roles and responsibilities of Human Resources departments are transforming as the modern business faces pressures of globalization. The global supply of talent is short of its long-term demand, and the gap is a challenge for employers everywhere. The shortage between the demand and supply of talent is likely to continue to increase, notably for high skilled workers and for the next generation of business executives. Now organizations need to place greater emphasis on attracting human capital rather than financial capital. Global staffing and management of a workforce diverse in culture and language skills, and dispersed in different nations are the key goals of global human resources. Only those multinational enterprises willing to adapt their human resource practices to the changing global labor market conditions will be able to attract and retain high performing employees. Companies with the ability to foresee their business needs and their workforce needs – especially for high skills – will gain the decisive competitive advantage. Keywords: Human Resource Management, Globalization, Data Analytics, Data Warehouse, Online Analytical Processing, Data Mining, Key Performance Indicators, Dashboards, Scorecards. INTRODUCTION Human Resources departments are transforming as the modern...
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...external environments that prevent the firm from successfully using its core competencies. Firms evaluate trends in their general environment, assess the effects of competitive forces in the industry in which they compete, and study competitors to identify the opportunities and threats they face. 2) The general environment is composed of the trends in the broader society that influence an industry and the firms in it. The seven factors: 1) Demographic Trends: changes in the population size, age structure, geographic distribution, ethnic mix, and income distribution. Analyze of these trends is important to determine whether the firm might be able to serve additional customer groups with its product. 2) Economic Trends: the direction of the economy in which a firm competes or may choose to compete. These include gross nation product, interest, and inflation rates, income growth or decline, savings rate, and currency exchange rates in countries across the globe are examples of economic factors that firms examine to understand current future economic trends. Economic trends affect customers’ purchasing decisions. Your current and expected income influences what you can buy. When facing less-than-favorable economic trends, firms must decide how to allocate their resources so they will be positioned to grow when domestic and/or global economies improve. 3) Political/Legal Trends: the changes in organizations and interest groups that compete for a voice in...
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