1. Some Of The Recent Changes Are As Follows:
• The Policies Of Many Companies Have Become People Centric, Traditionally The
Policies Mainly Focused On Achievement Of Organizational Goals Showing Negligence
Towards The Human Resource.
• Attracting And Retaining Of Human Resource Has Become Difficult As Loyalty Factor Is
Losing Its Shine, Today HR Personnel Have To Motivate And Design Healthy Career Road
Map To Make Them Stay In The Company.
• Human Resource Outsourcing Is The New Name In The Industry To Replace The
Redundant Traditional HR Department. Many HR Outsourcing Companies In India Are
Already Established And Some Are Coming Up To Support Increasing Demand Of
Corporate India.
• With The Increase Of Global Job Mobility, Recruiting Competent People Is Also
Increasingly Becoming Difficult, Especially In India. Therefore Organizations Are Also
Required To Work Out A Retention Strategy For The Existing Skilled Manpower.
HR Managers Today Are Focusing On Policies (Trust, Openness & Equality), Motivation,
Relations. Due To New Trends In HR The Manager Should Treat People As Resources,
Reward Them Equitably And Integrate Their Goals With That Of The Organizational
Goals Through Suitable HR Policies.
Globalization, demographic changes, heightened regulatory compliance and emerging technologies
are all key developments set to transform the practice of global HR in 2014, according to a new
report by the Society for Human Resource Management (SHRM).
Future Insights: The Top Trends for 2014 was compiled by SHRM’s volunteer Special Expertise
Panels, which are composed of senior HR practitioners, consultants, academics and policy experts.
The Global HR Special Expertise Panel identified the following trends, in order of importance, for
2014.
Leadership will be redefined. The hierarchical control and command structures of the past may
become ineffective for managing a global workforce, particularly Generation Y workers. Countries
with large proportions of younger workers may see a leadership deficit. HR will have to play the
change agent in identifying and developing the next generation of leaders.

2. Immigration laws will continue to be in flux. An increasing number of countries are making
significant changes to—or completely overhauling—immigration laws that affect businesses and the
transfer of knowledge. Nations are enacting more limitations on the employment authorization
process—higher fees, longer approval times—creating hurdles for business.
Globalization will affect companies of all sizes. As the rise of “born global” small and midsize
companies continues, the need will become more acute for competent global HR practitioners who
can master an international mindset, demonstrate cross-cultural savvy, handle remote team and
talent management, and display the intercultural communication skills required to manage both
brick-and-mortar and virtual operations across multiple countries.
Education may fail to keep up with industry. Educational institutions, particularly in the
developing countries, may not be able to deliver what industry needs in terms of quality or quantity.
This may put an additional burden on corporations to invest in training and development activities,
including technical competencies and important soft skills such as cross-cultural sensitivity, written
communication, public speaking and leadership development.
There will be more emphasis on achieving more with less. The recession and continued global
economic uncertainty have led organizations to rationalize their staffing decisions by being cautious
in hiring and moving jobs to low-cost destinations. The improvement in the economy may not result
in a proportionate increase in new jobs.
Diversity will be globalized. More and more is being done to globalize the concept of diversity.
This is critical so that employers can tackle the talent-pipeline issues in the mature markets and fully
benefit from the potential of global markets. All markets have complex workforces, and diversity
goes much deeper than just age and gender. Effectively managing diverse talent globally continues
to be a challenge for most companies.
Heightened regulatory compliance requirements (tax, immigration and employment) will remain
atop global HR profe ssionals’ priority list. Among these are tax, immigration and employment
requirements.
Recruitment technology will be taken to the next level. Online recruitment is already the
technology of yesterday. There will be a need for more flexible ways to recruit with tools that match
today’s technology, communication style and pace. Attention also must be given to older workers
and the best ways to connect with them, as they are delaying retirement and staying in the workforce
longer.
Companies will focus on measuring the return on investment of international assignee
costs. HR professionals must align compensation and benefits administration with the company’s
strategic objectives by establishing or improving performance management systems with a global
context. Companies are moving away from traditional expatriate assignments (of three to five years)

3. toward more long-term arrangements, thus creating risks to workers’ compensation coverage and
increased tax liabilities for employees.
Shared-services issues will be addressed in a more differentiated way. Shared services are not
just a cost consideration anymore; rather, they are being driven by the idea to improve HR
processes and services. Organizations are now considering nontraditional locations for service
centers and selecting them creatively.
SHRM’s Global HR Special Expertise Panel members responsible for these 2014 trends: Elena
Anderson-de Lay, GPHR; Maya Chang; Manjunath Dattatreya, GPHR; Charlie Diaz, MBA; Peter
Dolan, SPHR, GPHR; Joy Hill, MBA, GPHR; Richard Jordan, CIPD; Cora Koppe-Stahrenberg,
Ph.D.; Danielle Monaghan, MBA; Thomas O’Connor, Esq., GPHR; Carol Olsby, CCP, HRMS, MS
HRM, GRP, GPHR; Christine Sloan, MBA, SPHR, GPHR; and Andrew Wilson, J.D.
- See more at: http://www.shrm.org/hrdisciplines/global/articles/pages/shrm-global-hr-trends-
2014.aspx#sthash.Osw6OCKc.dpuf