Demographic changes such as employee background age gender and education are

Demographic changes such as employee background age

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Demographic changes, such as employee background, age, gender and education are amongst the most important and significant challenge to manager in Canada. With Canada being a multicultural country with over 250 ethnic origins, businesses know it is vital to increase their efforts to recruit and train a more diverse workforce. This diverse workforce is not only
critical to their survival but also add to the strength of the business and allow them to better attract and serve a larger customer base. The imbalance in age distribution of the labour force is currently having a significant effect on employers. With a large portion of baby boomers in and or nearing retirement, managers are concerned that the expertise of these employees is likely to be drained from the companies. Millennials are entering the workforce and are replacing those who are retiring. However, many millennials are not as attached to their employer as some of the baby boomers were and will often change position if their employer cannot provide them with job satisfaction. As a stopgap measure, some companies are rehiring or making efforts to attract older workers, especially those who have taken an early retirement to help balance the age distribution. Managers also find themselves challenged with getting the various generations (generations X—like challenges rather than repetitive work and dislike supervisors looking over their shoulder, generation Y—good technology know-how and initiative and generation Z who have grown up with smartphones and social media) to work well together. Additionally, gender distribution is another challenge. Women today make up 50% of the workforce and more than 60% are university graduates. With more attending university, companies are having a difficult time finding trained and certified workers such as pipe fitters, mechanics. Companies are expecting this to worsen as baby boomers retire, therefore HR departments are having to offer higher compensation packages to attract qualified candidates, and recruitment and section systems will have to function much more competitively to identify talent. 4. Is it fair to describe human resource management as a tool employers use to control workers? Why or why not? Human resource management should not be a tool employers use to control workers. HRM is there to provide support employees and employers and guide them in the performance of their functions and the organization. HRM is not to be used as a dictatorship role as the word “control workers” may imply. 5. Why do you think there were no discussions of the conflicting interests of employers and workers in your textbook reading? Probably because they would be too vast to include. Conflicting interest may depend on the nature of the organization and the role of HRM is to focus on bringing together people to achieve/drive the performance of the organization.

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