The convergence approach, which goes back to the 1960s, proposes that technology advancements result in comparable organisational models and work systems, hence increasing the number of similar organisational structures. Currently, convergence of management systems and practises is seen as the primary outcome of the globalisation process, which will not only unite institutional frameworks in many nations but also lead to convergence of national cultures. Cultural distinctions will become less significant in the future, leading to the development of a single, ideal management paradigm. Ten years ago, corporate executives and HR found social media to be quite novel and rather disconcerting. Twitter had just been around for a year, and Facebook was mostly seen as a diversion that threatened to diminish productivity. In the previous year, just 30 percent of firms restricted access to certain websites, and even fewer monitored what employees viewed and sent. Obviously, corporate executives are aware that social media may be distracting, and will continue to be so as long as there are adorable kitten videos to post. However, they are also aware that attempting to micromanage workers' online life at work is likely ineffective and perhaps even harmful. Employers who provided telework was still the exception rather than the norm. In 1996, three times as many businesses provided telework as they did last year. This expands the applicant pool for both employees and businesses. A job candidate need not be from the area. Companies "may collaborate with individuals throughout the globe." Additionally, flexible work arrangements and timetables have led to a shift in how labour is assessed. At some businesses, long hours and face time were formerly required. Now, what gets accomplished is more important than time spent. The function of human resource management (HRM) in company is evolving, especially in multinational business. Previously considered a support role, HRM is today a strategic partner in achieving a worldwide company's objectives. The strategic approach to HRM, strategic human resources management (SHRM), entails going beyond administrative responsibilities like payroll processing. In contrast, as seen in the introductory case on Enterprise, managers must think more widely and thoroughly about how people will contribute to the success of the organisation.
The days of using basic spreadsheets for personnel data, recruiting, and firing are long gone. As a result of this transformation, there is a great need for a completely new skill set. HR professionals equip themselves with financial, change management, marketing, and analytic abilities in order to assist in company leadership. Similarly to how the HR function today necessitates a broader skill set, each specialty relies on the formation of new alliances. HR collaborates with other departments to achieve corporate objectives. The HR viewpoint on culture is more focused on the micro level than it ever has been. Employees sense empowerment in assuming responsibility for their careers, and they have higher expectations for performance management, remuneration, continuing education, and training. It boils down to understanding what your staff want and need holistically. Sending employee pulse surveys often, maintaining an open-door policy, and developing recognition programmes are essential for integrating the human element into your organization's aims and ambitions. Increasingly, firms rely on technology and data analytics to assist with employee-related decisions. In a world that is becoming more digital, the workforce has become more mobile and on-demand. HR technology must stay up with new recruiting, performance management, learning, wellness, and engagement tools and systems. Recruiters use an extensive variety of accessible technologies. This speeds up the interviewing process. The increasing prevalence of technology and efficiency in the workforce has a direct influence on the HR professional's position. Despite the fact that organisations have integrated technology into practically every business activity, it is essential to improve the human value of HR initiatives. The HR professional's future is bright. To acquire, engage, cultivate, and retain the greatest personnel possible, organisations need sophisticated HR managers. The HR profession, like everything else in today's fast-paced world, is in a perpetual state of change. To handle the demands of today's workforce and remain ahead of the competition, this function need creative, forward-thinking individuals.