FUTURE OF SHRMMariia KreposnaDecember 2014

Demographic changes

Technological changes

CSR & sustainability

Performancemanagement

Talent management

Mega trends

Demographic changes

Demographic Changein Age Structure

Healthy, productive, motivated through

• Ergonomics• Workplace design• Organizational structure• Assignment of tasks

Provision of adequate trainings

and incentives• Decreasing technological

affinity • Reduced interest

in training

Substantial commitment of resources

•Not viable for every company

Employment of diverse social groups• New management

approaches• Establishment of supportive

group norms and climate

• Discrimination through stereotypes

Knowledge transfer•Appreciate knowledge•Climate of mutual trust and

respect•Organizational environment

of learning and developing

Change in Diversity

Implications for Practice & Research

Increasingly practice age management

• Analyze firm’s age structure• Determination of employee needs• Create adequate HRM processes

Integrate different dimensions of workforce diversity

Technological changes

Changes

Technology Organizational life

Change > situation bound

It’s in the eye of the beholder

Facilitator Inhibitor

Improve training attain competitive advantage

Influence the content of an activity (time-saving, space-

saving, life-saving)

Technology

HRM

Technology as Inhibitor

Automation Elimination of tasks, overload of responsibilities upon managers

limited human interaction

Virtual communi-cation

barriers to learning process

Future Insights

SHRM e-HR

Control

Security

Technology

Strategic role

e-recruiting e-selection

Talent management

Talent = central role in companies‘ operations

Contribution to organizational success

Competitive advantage

Attracting talent

Developing talent

Retaining talent

• internal fit – consistency among TM practices

• cultural fit – alignment of TM practices to corporate culture• strategic fit – linkage of TM to company strategy & goals Adoptation required to participate in future war for talent

Leading companies excel in talent management because:

Performance management

Firm performanceSHRM ?

HRM practices

Micro level Macro levelComplianceefficiencyproductivity ROI

Everyday routines StaffingLearning Remuneration

SHRM strategy

Firm performance

Upper echelon

Line managers

Business strategy

SHRM practices

Employees

Individual productivity

Eventually, firm performance in general refer to individual employee beliefs, behavior and performance outcomes.

investigate additional behaviors that contribute to employee and firm thus,

performance

Future research