رشد و توسعه نیروی انسانی، یک اولویت استراتژیک برای مدیران دهه 1990

Today's workforce doesn't look, think, or act like the workforee of the past, nor does it hold same values, have the same experiences, or pursue the same needs and desires. The workforce has changed significantly from six perspectives: age, gender, culture, education, disabilities and values. The managers challenge to gain the diversity advantagethrough: change the way organizations operate, shift organizational culture, revamp policies, create new structures, and redesign human resource systems. According to Robert P. Collins, "Managers challenges in 1990' s should be based on human resource education and development, that means, to use the best out of technologioal tools available to them qualitatively and quantitatively." Although solving these problems will be difficult, there are great opportunities at hand. By valuing diversity, we can gain greater greater potential and creativity from the synergy of the workforce, recapturing commitment and unleashing pent- up talent. In short, we can turn the tide of employee dissatisfaction and put the work ethics back to work. It is obvious, the only time the output reaches to its maximum level qualitatively and quantitatively, that the workforce being involved in decision- making processes. Today's diverse workforce provides critical challenges and significant opportunities in areas such as: 1- Attracting and retraining talents from labor pool. 2- Motivating employees. 3- Rewarding individuals for their contributions, and. 4- Supporting them in new and varied ways that recognize their individuality. Answering these issues and other related questions in the strategic priority for the 1990s.