Paying attention to actual HR-studies of renowned companies (Capgemini, Adecco Institute, Stepstone, Kienbaum, DGFP / HRblue TrendRadar2010, www.hrblue.com) adjustments of human resouce management are unavoidable.
For 80% of the interviewed companies strategic workforce management is not a accurately defined process. By the way enterprise size isn’t playing a decisive role in this field, a new way of thinking has to take place.
The studies focus on four major aspects:
LACK OF SKILLED SPECIALISTS
-01- employer branding // reputation – a competitive edge in the “war for talents”
-02- talent management // proactive recruiting and strategic skill-management
-03- recruiting professionalism // networking and navigating to the “right potentials”
-04- employee bonding // establishment of an active contentment management
-05-senior power // knowledge transfer and innovation-/performance management
-06- generation management // variety of cultures and values among the generations
-07- diversity // intercultural fitness and variety as a chance
-08- global HR // HR in international structures
HR ADDED VALUES
-09-strategic HR // positioning HR business partnership
-10- professional HR // lean HR and added values – a contradictoriness?
-11- economic HR // HR-Controlling and ROI-focus
In regular intervals I want to hightlight the different aspects and outline possible solution scenarios.