The role of the HR manager must parallel the needs of the changing
organization. Successful organizations are becoming more adaptable,
resilient, quick to change directions, and customer-centered. Within
this environment, the HR professional must learn how to manage
effectively through planning, organizing, leading and controlling the
human resource and be knowledgeable of emerging trends in training and
employee development.
The future success of any organizations relies on the ability to
manage a diverse body of talent that can bring innovative ideas,
perspectives and views to their work. The challenge and problems faced
of workplace diversity can be turned into a strategic organizational
asset if an organization is able to capitalize on this melting pot of
diverse talents. With the mixture of talents of diverse cultural
backgrounds, genders, ages and lifestyles, an organization can respond
to business opportunities more rapidly and creatively, especially in
the global arena (Cox, 1993), which must be one of the important
organisational goals to be attained. More importantly, if the
organizational environment does not support diversity broadly, one
risks losing talent to competitors. This is especially true
for multinational companies (MNCs) who have operations on a global
scale and employ people of different countries, ethical and cultural
backgrounds. Thus, a HR manager needs to be mindful and may employ a
‘Think Global, Act Local’ approach in most circumstances. The challenge
of workplace diversity is also prevalent amongst Singapore’s Small and
Medium Enterprises (SMEs). With a population of only four million
people and the nation’s strive towards high technology and
knowledge-based economy; foreign talents are lured to share their
expertise in these areas. Thus, many local HR managers have to undergo
cultural-based Human Resource Management training to further their
abilities to motivate a group of professional that are highly qualified
but culturally diverse. Furthermore, the HR professional must assure
the local professionals that these foreign talents are not a threat to
their career advancement (Toh, 1993). In many ways, the effectiveness
of workplace diversity management is dependent on the skilful balancing
act of the HR manager.
organization. Successful organizations are becoming more adaptable,
resilient, quick to change directions, and customer-centered. Within
this environment, the HR professional must learn how to manage
effectively through planning, organizing, leading and controlling the
human resource and be knowledgeable of emerging trends in training and
employee development.
The future success of any organizations relies on the ability to
manage a diverse body of talent that can bring innovative ideas,
perspectives and views to their work. The challenge and problems faced
of workplace diversity can be turned into a strategic organizational
asset if an organization is able to capitalize on this melting pot of
diverse talents. With the mixture of talents of diverse cultural
backgrounds, genders, ages and lifestyles, an organization can respond
to business opportunities more rapidly and creatively, especially in
the global arena (Cox, 1993), which must be one of the important
organisational goals to be attained. More importantly, if the
organizational environment does not support diversity broadly, one
risks losing talent to competitors. This is especially true
for multinational companies (MNCs) who have operations on a global
scale and employ people of different countries, ethical and cultural
backgrounds. Thus, a HR manager needs to be mindful and may employ a
‘Think Global, Act Local’ approach in most circumstances. The challenge
of workplace diversity is also prevalent amongst Singapore’s Small and
Medium Enterprises (SMEs). With a population of only four million
people and the nation’s strive towards high technology and
knowledge-based economy; foreign talents are lured to share their
expertise in these areas. Thus, many local HR managers have to undergo
cultural-based Human Resource Management training to further their
abilities to motivate a group of professional that are highly qualified
but culturally diverse. Furthermore, the HR professional must assure
the local professionals that these foreign talents are not a threat to
their career advancement (Toh, 1993). In many ways, the effectiveness
of workplace diversity management is dependent on the skilful balancing
act of the HR manager.