Megatrends of Future SHRM: - Demographic changes - Performance management - Talent management - Technological changes

1. FUTURE OF SHRM
Mariia Kreposna
December 2014

2. Demographic
changes
Technological
changes
CSR &
sustainability
Performance
management
Talent
management
Mega
trends

3. Demographic
changes

4. Demographic Change
in 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

5. 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

6. 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

7. Technological
changes

8. Changes
Technology Organizational life

9. Change > situation bound
It’s in the eye of the
beholder
Facilitator Inhibitor

10. Improve training  attain
competitive advantage
Influence the content of an
activity (time-saving, space-
saving, life-saving)
Technology
HRM

11. Technology as Inhibitor
Automation
Elimination of tasks,
overload of
responsibilities upon
managers
limited
human
interaction
Virtual
communi-
cation
barriers to
learning
process

12. Future Insights
SHRM
e-HR
Control
Security
Technology
Strategic role
e-recruiting
e-selection

13. Talent
management

14. Attracting
talent
Developing
talent
Retaining
talent

15. • 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:

16. Performance
management

17. Firm
performanceSHRM
?

18. HRM
practices
Micro level Macro level
Compliance
efficiency
productivity
ROI
Everyday routines
Staffing
Learning
Remuneration

19. SHRM
strategy
Firm
performance
Upper
echelon
Line
managers
Business
strategy
SHRM
practices
Employees
Individual
productivity

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

21. investigate additional behaviors that
contribute to employee and firm thus,
performance
Future research