Human resource professionals will have to play a consulting role and to constantly rethink their strategy and organization. Furthermore, they will be faced with the challenge of managing the availability of competent candidates.
In the managing change arena, restructuring will be a never-ending process. As technology and competition continue to change quickly, organizations have to continuously mange change. In other words, change will be the only constant. Reengineering will evolve from its current focus on processes only, to involving people's decisions and other organizational effectiveness.
Human resources will evolve from strategic business partnership to strategic business leadership. In other words, human resource professionals will be leading and driving change, not just monitoring it. They will be doing the analysis and strategy planning at the business table, alongside business leaders. In addition, they must look for ways, not only to manage change, but to influence it and control it, to create an organization which is change sensitive.
There will be continued growth of health care costs, as the baby boomers generation grows older. The dependence will be on the active workforce to bear the costs. As its number stays the same or shrinks, and the number of retired employee's increases, companies will have to absorb higher medical costs. The number of aging workers will cause other problems for human resource professionals to deal with. It is estimated that by 2030, 20% of the workforce will be 65 years old or older. Therefore, policies and programs that had been built for the younger workforce will have to be changed to accommodate the older generation. In addition, human resource professionals will have to find ways to keep this generation productive and satisfied with fewer promotional opportunities. They will need to know how to recruit, manage and train an aging workforce.
CORE COMPETENCIES NEEDED TO SUPPORT THOSE ROLES.