The most important developments over the past decade have been a considerable increase in the use of part-timers, a marked propensity for organizations to subcontract work and to outsource services, and a greater requirement for specialists (knowledge workers) and professionals in organizations. Teleworking has increased (working at home with a computer terminal link to the firm) and call centre work has expanded.
Under the pressures to be competitive and to achieve ‘cost leadership’, organizations are not only ‘downsizing’ but are also engaging people on short-term contracts and make no pretence that they are there to provide careers. They want specific contributions to achieving organizational goals now and, so far as people are concerned, they may let the future take care of itself, believing that they can purchase the talent required as and when necessary. This may be short-sighted, but it is the way many businesses now operate.
When preparing and implementing human resource plans, HR practitioners need to be aware of these factors and trends within the context of their internal and external environments. A further factor that affects the way in which the labour market operates, and therefore human resource planning decisions, is unemployment.
loyment. In general there is far less security in employment today, and the old tradition of the life-long career is no longer so much in evidence. Employers are less likely to be committed to their employees. At the same time, employees tend to be less committed to their employers and more committed to their careers, which they may perceive are likely to progress better if they change jobs rather than remain with their present employer. They are concerned with their employability, and are determined to extract as much value as possible from their present employment to provide for their future elsewhere.
The Economic and Social Research Council and the Tomorrow Project (2005) reported that, today, more than 5 million people, almost a fifth of employees, spend some time working at home or on the move. The report predicts the rise of the ‘mobile worker’, moving – laptop and mobile in tow – between office, home, airport lounge or motorway service station as the needs of a job demand. As stated in the report:
Under the pressures to be competitive and to achieve ‘cost leadership’, organizations are not only ‘downsizing’ but are also engaging people on short-term contracts and make no pretence that they are there to provide careers. They want specific contributions to achieving organizational goals now and, so far as people are concerned, they may let the future take care of itself, believing that they can purchase the talent required as and when necessary. This may be short-sighted, but it is the way many businesses now operate.
When preparing and implementing human resource plans, HR practitioners need to be aware of these factors and trends within the context of their internal and external environments. A further factor that affects the way in which the labour market operates, and therefore human resource planning decisions, is unemployment.
loyment. In general there is far less security in employment today, and the old tradition of the life-long career is no longer so much in evidence. Employers are less likely to be committed to their employees. At the same time, employees tend to be less committed to their employers and more committed to their careers, which they may perceive are likely to progress better if they change jobs rather than remain with their present employer. They are concerned with their employability, and are determined to extract as much value as possible from their present employment to provide for their future elsewhere.
The Economic and Social Research Council and the Tomorrow Project (2005) reported that, today, more than 5 million people, almost a fifth of employees, spend some time working at home or on the move. The report predicts the rise of the ‘mobile worker’, moving – laptop and mobile in tow – between office, home, airport lounge or motorway service station as the needs of a job demand. As stated in the report:
Individuals at work will not necessarily see themselves as working from home. They could equally be working from the office. But they will be on the move from place to place... There will be a shift from personalized space to personalized time and the boundaries between work and leisure time will be less distinct.
The report says that managers will have to find new ways to control these mobile workers, possibly based on capturing workers’ hearts and minds to create a culture of hard work even at a distance.
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