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The beginning of the XXI century happened to be the era of major discoveries in every sphere that is somehow related to business and communication, and human resource management is not an exception. The methods of choosing, evaluating and treating employees have been reconsidered, and new policies of human resource management have been suggested.
While the effects of the given changes are yet to be studied, their potential seems rather promising, and their effects appear to be gratifying, which the latest researches show graphically. Despite the difference in the topics of “Talent Tensions Ahead: A CEO Briefing,” “Preparing for a New
Era of Work” and “The Evolution of Work: One Company’s Story,” the three articles in question, each of them renders the same issue of the latest policies in HRM and their positive effect, therefore, proving the necessity for new opportunities in HRM to be explored.
In “The Evolution of Work: One Company’s Story,” the physical aspect of employees’ performance and the changes that the XXI century technologies have made to it are considered. To be more exact, the author of the article evaluates the viability of the concept of a virtual workplace (“The Evolution of Work: One Company’s Story” 1).
While the given idea seems rather attractive in that it allows for saving money that would have otherwise been spent on renting the premises, it still poses a range of questions regarding controlling employees. While their performance still remains controllable, their motivation and the effect that the leader has on the staff must turn increasingly low, which will doubtlessly affect the quality of the product.
Dobbs, Lund and Madgavkar deal with a similar problem; their article also addresses one of the many issues of HRM in the XXI century, namely, the problem of finding skilled employees (Dobbs, Lund and Madgavkar 1). True, with the influx of migrant labor force has had its effect on the quality of the services, as well as on the rates of unemployment within the state.
In addition, it is admittedly hard for an average employee to keep in pace with the progress; as a result, without upgrading his/her skills, an employee is most likely to regress as a professional. The given problem, however, can be solved rather easily by providing the staff with an opportunity to improve their skills by attending specific courses.
Finally, an overview of all major issues that globalization has triggered in the modern business world has been provided by Lund, Manyika and Ramaswamy. Despite the fact that the authors do not focus on a particular effect specifically, they still clearly put a stronger emphasis on some of the themes discussed in the paper.
For example, the issue of communication and its effects is clearly considered one of the top priorities (Lund, Manyika and Ramaswamy 6). However, it seems that modern HRM presupposes a very close observation of employees’ performance and does not provide the staff with the freedom required for being creative and initiative.
Although each of the articles in question tackles a specific problem and there is little cohesion between the content of each text, they all concern the problem of human resource management and the related issues. Each of the articles shows that the evolution within the realm of entrepreneurship has triggered a series of changes within other related spheres, including human resource management. As a result, new opportunities in increasing employees’ productivity and performance rates must be explored.
Works Cited
Dobbs, Richard, Susan Lund and Anu Madgavkar. “Talent Tensions Ahead:
A CEO Briefing.” McKinsey Quarterly November 2012: 1–11. Print.
Lund, Susan, James Manyika and Sree Ramaswamy. “Preparing for a New
Era of Work.” McKinsey Quarterly November 2012: 1–8. Print.
“The Evolution of Work: One Company’s Story.” McKinsey Quarterly November 2012: 1–5. Print.
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