HR in the New Economy(pdf 44页)

HR in the New Economy Intorduction:
A Summary of the Leading Practice Findings
I. Organizing organizations. Most analysts predict that adaptive, virtual organizations
will replace rigid organizational structures. The organization of the future, including the
HR function, will essentially be a network of autonomous small project teams that form
and reform as needed. A key responsibility of HR professionals in such organizations
will be to help managers address the social implications and psychological consequences
of creating and dismantling teams, breaking up groups that have “bonded,” and helping
employees adjust to being moved constantly from project to project.
II. Proactive recruiting. A skills crisis continues and has now become global. This
shortage of skilled workers puts enormous pressure on HR to find innovative ways to
attract new employees. The best and brightest candidates are comparison shopping
employers like they comparison shop for clothing or automobiles.
III. Employee retention through good management. In an economy in which demand for
skilled workers is high and unemployment is exceedingly low, most companies recognize
that the best strategy to fight the skill wars is to avoid losing the talent they already have
on board. Evidence from a number of recent studies suggests that the best retention
strategy is not necessarily higher pay or more creative perks but rather simply better
management. In short, people don’t quit companies, they quit bad bosses.

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