The paper 'Leading and Managing People or Employer Branding' is a great example of a Management Assignment. The nature of the worker is continuously changing because of the needs and requirements of the employee. The private and government sector has to initiate and implement creative solutions to retain, integrate, and educate a diverse and rapidly changing work population (Iles, Chuai & Preece, 2010). The human resource management has to integrate the changing population in which women continue to increase in the corporate structure and also the increase in part-time or temporary workers (Arachchige & Robertson, 2011).
The problem is worsened by the changing needs of the employees. The human resource has to deal with the dynamics associated with retaining a new and challenging workforce (Kryger, Esmann & Thomsen, 2011). Recruitment of the new workforce is a problem and retaining the same workforce is an additional challenge. Therefore, addressing the recruitment and retaining of changing employment force is a major issue to the workforce. Globalization has also brought additional challenges. Employees have to work with international partners, and also the business operates in a multinational environment.
The movement and engagement of the employees also mean that diversity should be integrated into the strategic management of the employees (Arachchige & Robertson, 2011). For example, cultural diversity needs to ensure the needs and requirements of different employees are addressed (Iles, Chuai & Preece, 2010). The culture of individuals is based on symbols, norms, and ethics, which sometimes conflicts with the working organization (Kryger, Esmann & Thomsen, 2011). Balancing the requirements of a diverse workforce and the needs of multinational companies worsens the entire situation of human resources.
The human resource should understand the requirements and operating environments of the organizations to determine the appropriate strategy to manage the workforce. For example, an employee from an Asian country may need different motivational requirements compared to a western-based employee. The modern HR management should understand the changing and evolving needs of the employees (Iles, Chuai & Preece, 2010). The needs and requirements of the employees are different but teamwork is expected to accomplish numerous strategic requirements of the company (Kryger, Esmann & Thomsen, 2011). For example, motivation is important to the advancement of an organization and different motivational factors influence the employees differently.
For instance, some of the employees are motivated by remunerations while others appreciate social lifestyle. In addition, the promotion and benefits frameworks influence the employees differently (Iles, Chuai & Preece, 2010). Therefore, human resource has to embrace the changing needs and requirements of the employees and other stakeholders (Kryger, Esmann & Thomsen, 2011). The business environment is changing and it is becoming more competitive (Iles, Chuai & Preece, 2010). The dynamics associated with the workplace and the environment need to be reflected in the workforce (Kryger, Esmann & Thomsen, 2011).
The HR management has to align the strategic objectives of the organization with the human resource requirements. A balance has to exist between the organization's strategies and the needs and the requirements of the employees (Iles, Chuai & Preece, 2010). Therefore, the HR manager should not only concentrate on the employees but the larger picture of advancing the requirements of both the organization and employees (Kryger, Esmann & Thomsen, 2011).
Arachchige, B. J., & Robertson, A. (2011). Business student perceptions of a preferred employer: A study identifying determinants of employer branding. The IUP Journal of Brand Management, 8(3), 25-46.
Iles, P., Chuai, X., & Preece, D. (2010). Talent Management and HRM in Multinational companies in Beijing: Definitions, differences and drivers. Journal of World Business, 45(2), 179-189.
Kryger Aggerholm, H., Esmann Andersen, S., & Thomsen, C. (2011). Conceptualising employer branding in sustainable organisations. Corporate Communications: An International Journal, 16(2), 105-123.
Kucherov, D., & Zavyalova, E. (2012). HRD practices and talent management in the companies with the employer brand. European Journal of Training and Development, 36(1), 86-104.
Mandhanya, Y., & Shah, M. (2010). Employer branding-a tool for talent management. Global Management Review, 4(2).
Sokro, E. (2012). Impact of employer branding on employee attraction and retention. European Journal of Business and Management, 4(18), 164-173.
Wilden, R., Gudergan, S., & Lings, I. (2010). Employer branding: strategic implications for staff recruitment. Journal of Marketing Management, 26(1-2), 56-73.