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Trends In Human Resource Management

Avneet Kaur Sran

University Canada West

HRMT 623: Human Resource Strategy

Dr Hamid Kazemi

February 10, 2022

Table of Contents

Introduction......................................................................................................................................3

Sustainability in HRM.....................................................................................................................4

Big Data in HRM.............................................................................................................................6

Social media in HRM......................................................................................................................8

Conclusion.....................................................................................................................................11

References......................................................................................................................................12
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Introduction

HRM or human resource management is the guide for any organization for which it aligns

different trends in its structure. The paper will share its concern for some movements such as

sustainability, big data, and social media, which would be evaluated in human resource

management to justify how the trends support the human resource management process (Koinig

& Weder, 2021). To make the concern clearer, it will also offer relevant examples to confirm

that these trends are significantly helpful for human resource management. It will also intend to

confirm if these particular trends help organizations improve their strategic goal for a better

outcome.

Human resource management can be stated as the strategic approach by an organization for

effective and efficient management of people to sustain the anticipated outcome attaining

competitive advantage. It helps to enhance the performance of the employee through strategic

objectives. It has three primary stages: acquisition, development, and termination, often referred

to as pre-hiring, training, and post-hiring phases (Strohmeier, 2020). These phases tend to make

the entire operational culture for human resource management effective and successful. It is

fundamentally the practice of hiring, recruitment, managing, and deploying employees for an

organization. Human resource management has several functions to play like recruitment,

selection, training, development, employee relation, performance management, compensation

and benefits, administration of employment law, compliance and finally wages system, and

payroll for which different trends support HRM or functions more effectively.
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Sustainability in HRM

For any organization, sustainability becomes a primary concern as it confirms meeting

requirements without compromising the needs of the future generation. To explain the matter, it

can be stated that economic and social resources are important for both present and future

generations apart from natural resources. Sustainability confirms effective use of the resources

not to affect the needs of any of the ages. It physically has three pillars: social, economic, and

environmental dimensions. The principles of sustainability can be referred to as the foundation of

the concept it represents and the exploration of the three pillars. Previously, it was referred to as

planet, people, and profit where the world resembles the environment, people compare society,

and profit reaches the economy. Effective technology and innovation are essential for an

organization (Stahl, Brewster, Collings, & Hajro, 2020).

Sustainability in human resource management on the inclusion of the trend clearly defines the

adoption of HRM practices or strategies. It can be helpful to achieve ecological, social, and

financial goals confirming impact over the organization's entire culture both internally and

externally to satisfy long-term needs. Without having support for proper planning and designing

by HRM of a particular organization, sustainability cannot be effective in organizational culture.

HRM is the assimilation or planning of different functions, thereby confirming sustainability as a

trend in HRM. It can best be found during planning. It is already conveyed that sustainability

cannot be acquired without the support of technology and innovation, which directly depends on

the involvement, emotional intelligence, decision-making skill of human resources (Diaz‐

Carrion, López‐Fernández & Romero‐Fernandez, 2021). Thereby with proper planning of human

resource management, only sustainability can be implemented in organizational culture.

However, planning cannot be successful if it is not supported by an effective workforce for

which training and selection and recruitment are essential. Thereby, in short, it can be said that

sustainability is one of the trends that is closely associated with HRM functions like recruitment

and selection, training.

For instance, Ambuja Cement, a member of Holcim, has become the global leader in sustainable

and innovative building solutions. It has provided easy home building solutions through unique,

sustainable development projects which are environmentally friendly throughout the operational

culture. Recently, it has secured sustainability in structure by including new technology that

automatically separates plastic as it is impactful for the environment (Aust, Matthews & Muller-

Camen, 2020). The inclusion of sustainability becomes the only possible way for Ambuja

cement to opt for a unique solution with the help of effective recruitment and planning as trained

employees. It focuses on using emotional intelligence and innovation security as a practical,

sustainable solution for the organization to confirm its leadership in the industry. Being the

sector leader further ensures its development in the industry, which guarantees the success story.

With a captive port supported by four terminals, it supplies cement clean, cost-effective, and

timely, influencing the customer with the best service and outcome.

Further to add value for the customers, it has even launched several innovative products to fulfil

the customers' needs by reducing carbon footprints. With such a type of excellence in its work

culture, it becomes an industry leader by effective use of resources for both artificial and natural

considerations. It has even faced profitable growth in the company's DNA by sustainable

direction through effective planning and recruitment of human resource management to have its

position in the competitive market (Ambuja Cement, 2022). Human resources management is

even responsible for exercising good corporate governance practices, which is further being

addressed by the type of activity Ambuja cement has adopted to have customer loyalty and a
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more extended customer base. Ambuja Cement has achieved innovative sustainable strategies

that are planned and designed by human resource management. Further, by proper recruitment

and selection of effective potential employees who can exercise innovation to meet the needs of

the organization and customers, HRM has confirmed positive, productive work culture with

offered training. Thus, the organization's achievement mainly depends on successfully including

the trend in human resource management as it accelerates the chances of success in the market.

Big Data in HRM

Big data in Human Resource Management is a term that describes the management of a large

volume of data, both unstructured and structured, which is irrespirable and is associated with any

organization or business through its day to day activities (Zhang, Xu, Zhang & Yang, 2021). Big

data gets analyzed to improve the decision-making process and make the organization more

strategic to achieve its goals. It is a field to treatment methods for analyzing and extracting

information systematically. It also aims to deal with data set in an organized manner and make

data processing easier. Big data can be of three types - unstructured, structured, and semi-

structured. It is mainly referred to as that complex, fast, impossible, or difficult to process by

traditional methods. It helps an organization harness the data to identify several new

opportunities to confirm smarter moves for the business through efficient operation, leading to

happier customers and higher profit. Big data has 7 V in its structure - visibility, value, velocity,

variability, variety, velocity, and volume (Wan, & Liu, 2021).

In the digitalized era, every organization tries hard to make the entire operational culture user-

friendly, time and budget-friendly, for which extensive data certainly plays a significant role. On

the other hand, implementing or exercising big data cannot be possible without human resource

management support. Big data in human resource management symbolizes the use of several
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data sources for evaluating or enhancing practices like business performance, compensation,

performance development, training, recruitment, etc. Big data carries adequate information for

any organization. Considering that database, human resource management can better understand

the need and requirements of the organization and the market to address accordingly (Ali,

Ghulam, Ali, & Khan, 2020). Recruitment, selection, training, development all need to be

designed in an aligned manner. For recruitment procedure, applications of several employees

need to be evaluated where mainly the internet database is being assessed as HRM management

can find more information about a potential candidate. The big data trend thus helps in the

process of recruitment and selection. Furthermore, training is essential for sustainable

development in the organization and its ability to initiate employees' performance.

Human resource management tries to offer the best training for which information or data

support is critical. The trend big data becomes much helpful to plan the training section with the

effective use of big data to make it appropriate for the work culture. Human resource

management is even responsible for performance management and development in personal and

professional growth, where compensation is the most attractive factor for potential candidates.

By utilizing big data for performance management daily workload, the HRM professionals can

better notice to offer compensation as per capability through cloud-based technology for

analyzing data. It is even helpful to calculate salary automatically as per performance standards

(Garcia-Arroyo, & Osca, 2019). The use of big data is crucial for HR management in the present

context. It makes HR professionals effective in managing employees to satisfy the business goals

efficiently and quickly.

For instance, McDonald's, the internationally leading fast-food chain, exercises big data in its

operational culture. Mainly it uses big data in three different areas - digital menu, mobile app,
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and thrive through experience to confirm predictive analysis for customer experience. As per

customer experience, future strategies get decided through planning, recruitment, development,

and performance management. Thus, big data help McDonald's to not only sustain its operational

culture by justifying customer experience rather the role and responsibility of human resource

management by the predictive analysis where human resource management does not have to

depend on market analysis or other factors in time friendly or budget-friendly manner to satisfy

the primary goal of the organization of further development (McDonald's, 2022). Understanding

the nature of big data used in human resource management for the McDonald's organizational

culture, it can be said unquestionably that the success factor of McDonald's severely depends on

its procedure of handling the entire work culture addressing cultural diversity of different

regions. McDonald's's cultural diversity is a significant factor due to its vast expansion in Asian

and European countries. However, with effective use of big data, HRM successfully recruitment,

planning, selection, training, performance management.

Social media in HRM

Any industry or organization primarily depends on social media in the current era of

digitalization. With the highlighted features of social media to confirm mass awareness or mass

exposure, the trend has become much more popular for every type of organization or industry

(Bejtkovský, 2020). Social media sustains an enormous impact on every organization platforms

like Facebook, YouTube, and Twitter. They are not only used for promoting brands or

advertising new products but are also used as effective media to provide customer service and

better resolve disputes. Thereby, it even takes care of the performance of employees in an

organization, and performance management is a serious consideration for talent. Being an

organization's decision-making department, HRM has included the trend of social media for
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offering benefits for the entire organization to confirm flexibility and limitlessness. Social media

sustains effective communication in the organizational culture to secure better performance or

performance development.

On the other hand, HRM is responsible for performance management and development apart

from recruitment, selection, planning, training, onboarding, etc. (de Zubielqui, Fryges, & Jones,

2019). With its wide-open opportunities, social media gets adequate information for HR

practices to confirm noticeable impact for the organization initiating performance of every

employee. After the covid-19 pandemic, most industries have started to make their entire

operational culture a hybrid work culture where recruitment or selection and training onboarding

is being made through social media. Social media removes location barriers for both employees

and employers; it is more beneficial to attract potential candidates. HRM usually posts for the

requirement and gets adequate applications of potential candidates to select and recruit. Social

media makes the training accessible, available, and affordable for both the organizations as well

as for the employees as it does not get bounded to any location or time instead can be presented

from any corner of the world, and one can access its flexibility through social media (Hosain,

2020). Thus, the trend becomes useful for HRM practices specifically for recruitment, training,

onboarding, and selection procedures. Training is immediately connected with career

development, which is another consideration for HRM to reduce employee turnover by initiating

employee retention. With such an accessible, available, affordable training structure through

social media, HRM better secures the needs of employees from different backgrounds without

putting any compulsion on them or showing any sort of strictness regarding time and location.

Such a type of flexibility or openness further helps HRM to initiate performance. Thus, the trend

is compatible with HRM in all perspectives by making HRM processes is accessible.

There are several job platforms apart from the most popular social media platforms like

Facebook, Twitter, WhatsApp. Linkedin has been treated as the most reliable job platform for

both employees and employers. HRM of most popular organizations often looks for potential

candidates for requirements through LinkedIn (Peltonen & Vaara, 2018). On the other hand,

capable candidates to have desired job profile mostly look into LinkedIn as it can have complete

and authentic details of the company profile to be assured about the job profile. Thus it makes

the entire recruitment selection procedure easy, accessible, and available for HRM of an

organization and the person capable enough to grab the job. The covid-19 pandemic further

makes the method digitalized, and thus e-recruitment becomes trendy. HRM of most IT

companies looks for potential candidates through LinkedIn, irrespective of having the location

barrier. Even during the pandemic with the help of social media platform like LinkedIn, no

organization has to suffer through lower scopes of recruitment and selection as LinkedIn can

easily do it along with using platforms like Facebook and Twitter, training and onboarding can

be completed (Ruparel, Dhir, Tandon, Kaur, & Islam, 2020).

Most importantly, the IT firms did not get obstructed by the pandemic due to the support of

social media, starting from recruitment to performance management or development. Everything

gets accomplished by social media. Research has even confirmed that productivity is better

through digitalized or hybrid work culture than the traditional work culture, which eventually

guarantees social media success or the trend for HRM.

Conclusion

The paper has facilitated its concern for HRM and the most important trends of the present era to

influence HRM by sustaining organizational development. Its discussion has encrypted

evaluation justification for three trends of HRM - sustainability, big data, and social media. As
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per the discussion, each trend has its significance for HRM to support talent processes for an

organization. The trend sustainability is closely associated in nature as it processes by confirming

the development and betterment of the organization through effective use of it in performance

management, recruitment, or selection. Big data is known to be the trend that helps HRM to have

adequate resources in its hand before proceeding with any of its processes like recruitment,

selection, performance management, career development, or training. It is so that with the

collected data and the predictive analysis, through big data, HRM gets led to go in the right

direction. In the age of digitalization, the trend of social media cannot be ignored even for the

HRM functions. It is helpful for every position and process of HRM to confirm effectiveness for

success for the entire organization through flexibility, accessibility, availability, and

affordability.

Presentation Link

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EbT38xxfqoROq-BN_FDeb7YBsHWoZ_fFTbFGCZvQs1hseg?e=La2YZc

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