Employment Globalization

1. HRM7008-8
Week: 7
Courtney Cavall
Section: Globalization and Employment Law
Assignment: Define a Vision of the Future

2. Introduction
This presentation will investigate the future of
Federal and state laws dealing with matters of
discrimination from both a domestic and global
perspective. The presentation will identify five
potential major developments that may happen over
the next 10 years.
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3. Workforce
• Workforce will continue to be based on based agreements between the employee and employer. Business will need to
find innovative methods to resolve friction between full-time and contract based workers (SHRM, 2010).
• By nature humans have difficulty with coordination and collectively resolving problems even if it is only involving two
people (SHRM, 2010).
• So an essential key solution is understanding methods on how to get people to work together and create corporate
leverage for attacking opportunities and challenges (SHRM, 2010).
• There will be forces that are unforeseen, which can significantly affect a business overall operating over the next ten
years decade (SHRM, 2010).
Influences of strategies and plans for the next 10 years might
take into consideration;
• Fluctuations in financial situations
• Breakthroughs that occur in scientific arena
• Political changes

4. Transitioning Companies Needs To Address The
Following In Their Planning Phases:
 Training and diversification on a global scale
 Developed markets will have enhanced training for young leadership as compared to older managers who tend
to have already developed there leadership skills.
 Emerging markets can focus in on basic management skills and practices and soft skills and will be lagging
behind.
 Diversify talent including the level and amount of experience a person has had in a specified industry and their
nationality. It will be key to find talented employees who with local knowledge and the combination of a good
global outlook on corporate culture.
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5. Strategic Future Planning
 Organization need to be planning for the future the best would be to start now. The process of strategic
planning assist with evaluating the present and future organizational needs, requirements, and expected
obstacles making proactive choices for organizational growth (SHRM, 2010).
 Knowledge is valued in most organizations. SHRM (2010) research article suggest that there is always a
shortage of knowledgeable workers an organization. People with specialized knowledge sets, which related to
problem solving will be needed in most companies (SHRM, 2010).
 A high majority of jobs being created in the US will need skills that are only possessed by twenty percent of
the present labor force (SHRM, 2010). Knowledgeable workers will be in demand in the foreseeable future for
organizations not only in the US but also throughout the world. The absence of skilled workers is an ongoing
problem that is only increasingly as jobs become more complex (SHRM, 2010).

6. • Future workforce will call for greater diversity related to gender, ethnicity, and age. There is been amore older
employees with high-level skill sets remain in the workforce. Between the years of 2006 to 2016 the estimated 90%
of the labor force in the U.S will be employees that are ages 55 and older (SHRM, 2010).
Organizations will have a more culturally diverse employee base then todays standard. It was estimated that by 2050
the workforce is will increase the percentage of Hispanic workers to 24% and Asian workers is projected to increase
to to about 8%. Gender mixture is estimated to stay near the same percentage as it is today, and women labors will
more then likely remain stable at 47% (SHRM, 2010).
Diversity: Future Of The Work Force
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7. Future Skill Sets: Conceptual Design
 Skills specialized in conceptual design and understanding will need to evaluate a situation and create
innovative and applicable alternatives that are practical and reasonable. The decisions need to have clear plans
for implementation to resolve the problem at hand. Conceptually, employees need to grasp the overall
corporate picture or the bigger picture. This is a niche skill set is requiring an in-depth understanding of
business processes and overall comprehension of how divisions of the organization operate collectively
(SHRM, 2010).
 It will be important for the workforce to offer;
discipline strategies to the workforce as well as coaching,
counseling services and conflict resolution options
(SHRM, 2010).
Closing the Employee Skills Gap: A Framework for Future Success Web www.slideshare.net 638 × 479 image

8. • The 1991 Civil Rights Act is valid in presently
pending or cases that are appealed.
• When cases are ruled in the Court, this will set
precedence for the future rulings. Business
forecasting predictions needs be stay be up to date
and informed on rulings (Parry & Tyson, 2009)
• Oppression is still seen in forms coercion the
problem is it can sometimes be justified in terms of
explanation (Parry & Tyson, 2009). Parry & Tyson.
(2009) research identified which go beyond
coercion, elaborating on the way coercive and
related factors are interconnect.
• Courts have gone to great lengths to balance out the
labor force and create a business culture in out country
that offer fair justice and corrective remedies regarding
affirmative action (Kurland, 2003).
• In the 1986, case against Local union 28 of the Sheet
Metal Workers International Association v. EEOC 478
the U.S. Supreme Court supported and made a judicial
ruling ordering 29 percent of minority be an admission
membership goal, under the pretense that the union
intentionally discriminated against minorities. This case
was one of many to confirm courts hold business liable
for discrimination, and offer relief through correct action
in order to prevent future discrimination (Kurland,
2003).
1991 Civil Rights Act Affirmative Action

9. Future Of Employment Monitoring Employee Satisfaction
 Monitoring and tracking workers satisfaction levels on their personal progress in their career is needed in order
to offer them recognition and try to meet individual employee challenges and expectations to overcome those
challenge (SHRM, 2010).
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10. Corporate Culture: Predictions
 Managers in the 21st-century have to be more culturally aware and able to manage diverse populations taking in to
consideration the different cultural norms, ethics, and overall diverse culture perspectives (SHRM, 2010).
 Culture tends to describe a few core business principles, which supports the culture and promotes it a sense of
community (SHRM, 2010).
 Corporate culture can be applied to counteract interruptions with local cultures (SHRM, 2010).
 Managers in one country might place a great importance on rewarding performance on an individual level and may
not place that much value on teamwork. Whereas in a another country, a managers might put teamwork as higher
value then individual performance, yet still may put a great deal of weight on individuals which demands high
performance (SHRM, 2010).
 A business with that has a global culture that is strong tends to alleviate differences through forming clear expectations
of both individual performance and collaborative performance (SHRM, 2010).

11. References
Kurland, R. (2003). Leadership Conference on Civil Rights Education Future. CivilRights.Org. Retrieved June 3, 2015 from
http://www.civilrights.org/equal-opportunity/fact-sheets/fact_sheet_packet.pdf.
Parry, E., Tyson, S. (2009). Organizational reactions to UK age discrimination legislation. Employee Relations, 31.5, 471-488.
Varca, P. E., & Pattison, P. (1993). Evidentiary standards in employment discrimination: a view toward the future. Personnel
Psychology, 46(2), 239-258.
Society for Human Resource Management (SHRM). (2010). Global firms in 2020 – The next decade of change for
organizations and workers. Economist Intelligence Unit Limited. Society for Human Resource Management.
Retrieved June 3, 2015 from http://www.shrm.org/
Society for Human Resource Management SHRM. (2010). 21st-century human resource management strategic planning and
legal issues - the new human resource management process. Sage Publications. Retrieved June 3, 2015 from
http://www.sagepub.com/upm-data/45673_1.pdf