Businesses Facing The Challenges In Globalisation Commerce Essay


These days are seen one of the significant challenges. Being faced of the business is the globalisation itself. Thus, many changes are needed to be incorporated by the business in order to be more competitive in the business world. Based on an increasingly competitive business environment have been major changes in the roles that are played by the developers in the business organizations (Beebe, Mottet, and Roach, 2004, p. 45). In that way, there is a demand from trainers and developers to realise the importance of the challenges being faced by the business these days and helping the employees in developing the skills needed (Rae, 1999, p. 56). The main issue is to be seemed in the essay relates to the considerable changes which have been seen in the roles and are played by the trainer and developers within the organizations.

The world of employment has changed dramatically over the last 30 years with a significant shift-taking place in the last 10 years. It is not only developed countries such as the UK and USA that have seen a fundamental change in the approach of Human Resources, it is a change of being followed globalisation and continue to impact on society for many years to come (Rae, 2000, p. 41). Even the terminology has changed to reflect the increased emphasis being placed on this immensely valuable resource sector. On the other hand, no longer referred to industrial relations or personnel, human Resources (HR) is a term which addresses the mere core of these valuable commodity humans and their gifts, skills, talents and knowledge (Marchington, and Wilkinson, 2008, pp. 23). We are no longer just a number that increases productivity or a factor in the chain of supply and demand. We are now a key component in a company's ability to remain competitive, innovative and financially successful in a global market. The rules of business have changed to the world of global business. The world has become a smaller place, shifting demographics, global branding, interdependence and government reforms have all lead to an increase in complexity and competitiveness. In turn this, unprecedented change in circumstances requires a monumental shift in the way of thinking and performance of its most valuable asset-the human work force (McK. Jefferson, Pollock, and Wick, 2009, p. 67)

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Today the main changes in the human resource market can be associated with the rapid globalisation and the technological advances that have taken place in the world of mass communication (Islam, 2007, p. 90). The invention of the Internet and mobile phones has had a monumental, unexpected and revolutionary impact on business, world of employment and economics. For instance, a competitive environment in every organisations must strive to be an organisation that is powerful and flexible with the ability to adapt to the rapidly changing business environment. It is essencial to notice that the main changes are needed within a company in relation to changes the skills that are exhibited within the employees in the workplace. There may be a requirement of introducing skills in the workforce within the organization that can help it is staying ahead in the competitive environment of businesses (Moskowitz, 2008, p. 98).

However, in the past when the influence of globalisation was not realised in its proper manner, it was seen that the companies continued to focus mainly on research and new product development to keep them on the top of their game. Nevertheless, today is changing as more and more companies realize that creativity and innovation are necessary for all their personnel. Therefore, many companies are now focusing on innovation to solve business problems and the growth. Niche markets are seen as king. For instance, Apple is a perfect example of a successful niche market, but function requires innovative thinking, creativity and flexibility (Mayo, 2003). Now many companies are beginning to analyse how they operate, function and to examine whether their internal "environment" inspires innovative thinking. Adopting an innovative and flexible approach are often difficult for many companies as personal politics, poor communication networks, bureaucratic structures; company tradition and culture can often prevent organizations from becoming innovative (Buckley, and Caple, 2007, p. 43).One of the key facts is realised by the managers within the organizations are innovation and change the essential forces which can support an organization working. Hence, innovative skills are to be used by the workforce and trainers that can play pivotal roles in the organizations by highlighting the importance of innovation for the business success (Hargreaves, and Jarvis, 2000, p. 43).

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Therefore, the key question is how do companies become more innovative or become modern. The importance of trainers and developers arises are more equipped of the knowledge of challenges that are being faced by organizations and the most notable changes which are needed within the workforces (Werner, and DeSimone, 2008, p. 38). For instance, the British's government recognised that there was indeed a problem within the UK work force and concerned about productivity and innovation in 2004, they commissioned an independent report by Lord Sandy Leitch, then chairman of the National Employment Panel, to recognize the UK's best skills mix for 2020 to increase economic development, output and social justice (Harrison, 2005, p. 56). The year of 2006 saw the final publication of the report, which recommended that the UK should immediately and dramatically increase achievements at all steps of skills and execute to becoming a global leader in skills by 2020 (Hill, 2007, p. 32).

Furthermore, an effect of this required the doubling of many skills sectors. How of the change was clearly launched? Companies needed to invest more time and money in training and developing staff in order to survive in the global talent market in the UK (Leitch, 2006, pp.9). As well as this, many companies were reluctant to make such a commitment, not need to spend time and money for skills that were portable and highly desirable in a competitive global market and could adversely affect their own business performance if the talent was to leave. The industrial revolution period has long since disappeared; there is no longer a focus on strikes, bonuses or industry conditions (Peterson, and Ferrell, 2005, p. 67).

Today HR has its roots firmly in developing and training key personnel including redefining and revamping the HR department to determine strategically (Marchington, and Wilkinson, 2008, pp. 69). Traditionally staff from HR departments, were widely seen as administrators, not trainers or developers. They were never required to be involved in high-level strategic discussions concerning the development or expansion of a company. Even through, they were there to fill vacancies "to put bums on seats" that appeared to be no need of knowledge or experience about what the rest of the situation was or how HR decisions would impact on productivity or profitability. As Guffey, Rogin, and Rhodes, 2009 suggest that rising business costs, shrinking profit margins and increasing costs of training and retaining creative, innovative, experienced staff have highlighted the need to ensure that the facility an organisation requires is not just on board but also properly motivated.

Technique in a global market can easily transfer from company to company, country to country. As a result, the role of Human Resources has come to be seen as strategic for firm survival and its sustainable development. Without doubt, the change in the HR market has lead to a massive restructuring of corporate human resources. This was evidenced by a 2005 survey of American companies conducted by the consulting firm Mercer, their results showed that half of the sample were "currently in the midst of a transformation process", 23% had recently completed the HR transformation with a further 10% planning to start one within 12 months (Mayo, 2009). Despite the reorganisation of expertise within many HR departments the actual results have failed to materialise. The challenge appears to be not in reorganising personnel in the HR department but in changing the culture of the HR department to determine strategically. This is not something that can be achieved overnight; this in itself requires inspired leading, training and development (Smith, Bhattacharya, and Vogel, 2010, p 65). As a result, training and development are now seen as pivotal roles in any organization. They can no longer be seen optional to be imposed on staff at random intervals in order to pay lip service to a HR department or just another stepping stone to an incremental raise in salary.

In today's rapidly evolving and ultra competitive market where innovation is a king training and development must be seen as a key issue. A matter needs to be addressed with the same cutting edge technology, creativity, improve the product and service in the first place. Therefore, many companies can no longer rely on their own in house training and development, to generate the necessary change. Instead if they are going to succeed in changing the ethos of the corporation they must seek advice from outside sources to implement dynamic change.

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For example, companies such as BT and Microsoft brought in directors from outside the HR discipline. Directors were able to think strategically and understood the dynamics of the people and productivity relationship. (Gibb, 2008) Whilst, other companies have developed their own strategy to recruit and train fast-stream talent who will as a matter of course spends time in the HR department on their way to the top. It is hardly surprising that the trainer camps have become immensely popular along with the employment from outside consulting firms recruited to motivate and enhance the complex human being by personnel. The method chosen to implement change appears to be immaterial, what important is the change is implemented quickly and decisively by strategic thinkers (Moore, 2005, p. 43).


The above mentioned facts have highlighted the importance of skill development within the workforce in the business organizations that desire to be successful in the days to come. Globalisation has imposed many challenges to businesses and there is an increased need that the businesses and, organisations realise the importance of the changes which are needed in the face of the challenges imposed by globalisation. It has been highlighted that, customers are more demanding in relation to the creation delivery and quality based on which, organisations need to train employees in relation to improve delivery of products to consumers. The trainers and developers these days need to be aware of the changes and needed within the organisations based on which the selected skills are to be transferred to the workforce in the organisations.