IMPACT ON THE TRADITIONAL HR SYSTEMS

• Recruitment : Innovative strategies have to be sought out to place the right person on the job .Cultural differences, local interests have to be considered in the future more than ever before with the advent of transnational corporations. Thanks to the IT Revolution the world has become smaller than ever before, thus one needs to be prepared to the fact that the prospective employee might have been brought up in a different culture,country and thus the evaluation/treatment/placement/induction all need to be done taking into account the cultural aspects too. 

• Career Planning : The employee would not look up to the organisation to create systems for planning out a career chart for him/her. The employee would instead require enough scope within the job for the full utilisation of the competencies that he brings to the job.

• Training & Development : Training per se would have to come out of the classroom and reach out the employee. Traditional methods would have to be cast away for newer , interactive, customised methods. Training would not be individual/employee driven ,but customer/Business driven. Employees would require newer skills and competencies for the sake of their own knowledge, as their would be a demand only for the genuinely multi-skilled person. The employee would be a free-lance learner himself and would not look up to the HR Department for augmenting his competencies.The HR Professional would have to be a Training Solutions Provider for the organisation as only the learning organisation would survive. The HR Professional himself should being enough competencies to his job and be a competent facilitator himself. The Training function would shift focus towards Organisation development through training.

• Industrial Relations : Any organisation preparing for implementing downsizing, rightsizing, better productivity measures, needs to work together with its union members in the form of task-solving teams.The level of interaction with the union would increase and the focus would shift from "negotiating for increasing/decreasing facilities/perquisites" to "mutually designing co-survival strategies."

• Employee Retention: Another phenomenon worth considering is that the business itself would need to go into new product/service lines for its survival for which it might require new competencies more frequently, hence the question of retention might not be all that valid. Also the need for more creative outputs &innovative lines of thinking might require a steady influx of fresh blood into the organisation’s stream.