current trends and issues in hr management

8/3/2019 Current Trends and Issues in HR Management

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Current Trendsand Issues in HRManagementIn the Year 2011


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Trends in Benefits

} The Growing Importance of Benefits

Education} Employee participation in crucial wellness

programs

}Addressing Benefits Needs Based onGenerational Dynamics

} Benefits programs as Differentiator


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The Growing Importance of

Benefits Education} There is often a large disparity between HR executives and theiremployees when it comes to effective benefits communications.

According to a 2010 Aflac study,1 40 percent of HR executives

believe they are "extremely/very" effective in communications about

benefits, whereas 67 percent of employees rated their HR

departments as "somewhat" or "not very/not at all" effective.

} Given the growing complexities that accompany health reform, 2011

is the ideal time to close the communications gap. More than half (55

percent) of employees rely on their HR departments to inform them

about benefits, and that reliance will only grow in the next year. HR

executives feel the pressure to understand health reform, naming

understanding the changing health care landscape as the second

biggest benefits challenge.

1

} Education will be paramount for developments such as the new

limitations and caps on flexible spending accounts, as well as the

large departures from traditional health care plans in favor of pairing

health savings plans with high deductible health plans. Nearly half of

workers (41 percent) said a well-communicated benefits program

would make them less likely to leave their jobs1 - a powerful incentive

to close the communications gap.


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Employee participation in

crucial wellness programs} Many HR executives implementing wellness programs will be

pressured to deliver the much-anticipated cost savings associatedwith effective preventive health care. The level of success will dependupon the amount of employee participation - or nonparticipation. TheCenters for Disease Control and Prevention (CDC) is a goodresource, offering consultations, tools and methods to help increaseparticipation.

} Businesses will need to seek out creative approaches to boostworker participation. Some companies have leaned on a universalmotivator - money. Imagine if employees were paid to go to thedoctor for preventive procedures, checkups or vaccines. Anincreasing number of HR executives and workers are discoveringthat some voluntary insurance plans include a Wellness Benefit thatwill not only cover the expense of the preventive procedure (e.g.,mammograms, vaccines, etc.) but may even pay policyholders cash

to use it.} Wellness plans are only as good as the number of workers who use

them, which means HR professionals should prioritize givingincentive for preventive health care programs.


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Addressing Benefits Needs

Based on GenerationalDynamics} As if HR executives don't have enough to juggle in 2011, there will be a

continued need to manage the new cocktail of company culture - a combination

of traditionalists, baby boomers, Generation X employees and Generation Y

employees. Each generation has its own work style, and abides by different

rules and expectations of the workplace. HR professionals will need to develop

strategies to keep the workplace cohesive while meeting the varying needs of

each generation.

} This is particularly true of benefits options. Only four in 10 employers currently

tailor their benefits offerings to employees based on their needs at different

levels or life stages.1 Yet there are clear nuances when it comes to benefits

needs among different generations and the majority (66 percent) of workers

would be more likely to take advantage of a benefits package tailored to their

personal situations.1

} Baby boomers would benefit from a package that includes heavy retirement

savings plans/incentives, health savings plans or voluntary insurance policies.

These plans help protect their assets in case of serious accident or illness

during time of need and are portable, allowing them to retain their insurance

coverage long after they stop working.


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} Many Gen Xers (38 percent) view having enough

money to meet their current expenses as a topchallenge1 - more so than any other generation group.They are also most likely to be enrolled or interested inenrolling in ancillary benefits, with 73 percent enrolledin dental insurance and 52 percent in vision plans.Benefits decision-makers should build in compensationincentives, bonus structures and options to purchasevoluntary ancillary products for this group ofemployees.

} Gen Y employees place value on financial planning andretirement savings, but are often the least likely groupto feel financially prepared. However, with time on their

side, long-term financial planning tools, moneymanagement advice and perks, such as bonuses,work/life balance options and career developmentpaths will be in high demand.


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Benefits programs as

Differentiator} The employment market will indisputably begin to shift back to an

employee-driven environment, with top talent in short supply and highdemand. A company's ability to demonstrate value and goodwill byoffering a benefits package unmatched by competitors will becomethe differentiator in retention rates.

} Health reform will have an impact on a company's ability to remain

competitive. The establishment of minimum benefits standards andthe option to move from employer plans to exchange plans will likelyresult in increasingly homogenous major medical coverage. At thesame time, HR professionals will be pressed to offer health carebenefits options that will soften the impact of the inevitable cost-shifting and rising out-of-pocket expenses on its valuable workforce.

} Employers should consider options that have no direct cost to thecompany and offer workers additional coverage to best suit theirneeds, like voluntary insurance. These policies and ancillary benefitsofferings will be a greater weapon than ever before in the battle toattract top talent.

} These trends clearly illustrate that employers who provide diversebenefits options for workers will have a leg up on competition, with awell-protected, highly motivated workforce.


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Trends in Business Outsourcing(Competency Frameworks)

} In Q2 HR Solutions their frameworks are :

1. Certified Investors by People

2. Innovative HR Solutions

3. Expertise in Account Management

4. Long-Term Partnership with clients andcandidates

5. One-Stop Shop for Human ResourceServices

6. http://www.q2hrs.com/


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} In ExeQserve HR Solutions their Frameworks

are :1. HR Process Outsourcing

2. Employee Performance ManagementSystem

3. HR Auditing

4. Organizational Alignment5. Training Process Outsourcing

6. Competency Mapping

7. HR Strategy Planning

8. Theyre conducting a Team Building andTraining Development

9. http://www.exeqserve.com/


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} SFI Group of Companies theircompetency framework are :

1. Excellence in Human Resource Solutions

2. Search, Recruitment and Placement

3. Specializing Contracting Services

4. Industrial Manpower Supply5. Training, Development and HRConsultancy

6. Career development consulting

7. Skills testing, Interest and AptitudeAssessment, Personality Evaluation

8. http://sfigroupofcompanies.com/


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} XPERT International their competency framework are

:1. Quality Management System (ISO 9001, ISO/TS16949)2. Environmental Management System (ISO 14001)3. Occupational Health and Safety ManagementSystem (OHSAS 18001, HIRARC)

4. Medical Device - Quality Management System (ISO13485)5. Competence of Testing and Calibration (ISO/IEC

17025)6. Food Safety Management System (ISO 22000, GMP,

HACCP)7. Information Security Management System (ISO

27000)8. Supply Chain Security Management System (ISO

28000)9. http://xpertinternational.blogspot.com/


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} Guthrie-Jensen Consultant to Management

competency framework :1. Organizational Climate, Diagnosis and Analysis* Assessment of Management/LeadershipDimension* Employee impact* Program Impact Evaluation

2. Executive and Management Coaching3. Process Consulting4. Strategic thinking implementation5. Performance coaching6. Organizational Planning

7. Culture Building and Organizational SystemsIntervention8. Business Consulting9. http://www.guthriejensen.com/


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HR Trends and Issues 2011

} The Importance of globalization andintegrating market

} Talent Management

} Working virtually across functions andgeographies will intensify

} Global employee engagement is tentative ;

companies that have implemented multiplelayoffs have eroded a sense of security in theglobal workforce


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} The economic crisis and fewer existingbusiness opportunities create a highdemand on the global HR function todemonstrate greater adaptability.

} Economic uncertainties fundamentally

change motivators that attract and retainemployees

} Human capital protectionism maycontinue to increase in many countries innon-tariff, nationalistic forms

}Global mobility of high value workerscontinues


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}Companies that originate in emergingeconomies will continue to succeed in theglobal market place.

} Increase demand for HR Metrics may

bring about a widely accepted set ofanalytic measures and methods (globalstandards)


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Suppliers for Gadgets

}CMK Cellphones, 311-B Roosevelt Ave.(Near LRT Station) Quezon City Philippines,Mon-Sat 9am-6pm (02) 572-5858, (02) 371-5104, ym: cmkcellphones

}Octagon


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Supplier for Appliances

}Ansons

}

Abenson Phils} Elba Phils


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Training Firms

} ExeQserve HR Solutions

}

Guthrie-Jensen Consultants toManagement


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For Restaurants

} La Cocina de Tita Moning

}

Gerrys Grill} Shyrymp

}Adobo Republic

}Absinth Caf bar

}A veneto Pizzeria Ristorante

current trends and issues in hr management

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