The human resources industry has changed over the years. Many companies manage human resource responsibilities so that they can effectively manage and grow the company at a lower cost. Some companies have decided that it is best to provide additional resources to stakeholders so that internal resources can focus more time on strategic issues. It is safe to say that today's company is reviewing its human resources activities to understand best practices and best time allocations. The public knows that there is a considerable gap between the expectations of the national Army and its human resources activities. It is wise to refrain from sensitive issues related to national security and security. However, it is still beneficial for both parties to resolve these issues in expert discussions and military challenges in the human resources field. They discussed critical human resource issues, such as selection and recruitment, training and development, performance management, stress management, and human resource management after employment, and commented: The human resources department solved many problems, but perhaps the human resources department People The most significant challenges they face today are recruitment, retention and motivation, leadership development and corporate culture. As the human resources department strives to take a more strategic role, solving these problems has become a continuous and time-consuming process. In this copy, issues relating to human resource management can be analyzed extensively in the Indian Army.
One of the most critical human resource issues facing the Army in India is the recruitment, retention, and motivation of the defense industry personnel. This can be a challenging problem that afflicts HR today. Human resources experts predict that, according to the November 2012 election by the Human Resource Management Association, by 2022, improving the workforce will be the biggest challenge facing workers. 59% of respondents believe that the reason is the three biggest challenges they face, compared to 51% in 2010 (Sharma, 2015). Forecasts show that as the economy grows, more people will seek new jobs. People always think that "the grass on the other side of the road is green." In a time of slow economic growth and slow growth, workers and soldiers in the defense industry are more ready to consider other employment options.
Today, employers in the defense industry are forced to look for new ways to attract talent through social media, publications on working committees, and even other cultural channels, such as attending work fairs and sending letters to promote interest. A new generation of workers in the defense industry is looking for work that balances work and family, the desire for independence, and the ability to make a difference within the organization. It is reasonable to suggest that the international defense organization seeks diversity that can provide new ideas, better productivity, and create a sense of equality in collective action (Dessler, 2005). The lack of technical talent makes it difficult for a company to fill specific positions. Even in times of high unemployment, technology and technology-led companies are lacking well-trained and capable staff.
Saving is more complicated than ever, which has been a problem. Companies occasionally need to bid more benefits or enticements since people are progressively looking for jobs that can decrease risk during financial crisis. It is recommended that companies identify their main workers from the entry-level organization level and take steps that are uniquely suited to their professional to hold these persons. Employers should focus on increasing wages, factors that increase employee responsibilities, and other paybacks, such as supple working hours, telecommunications, or skill, to satisfy workers.
The Indian Army is an aggressive army, well equipped, modern, and efficient, which can render full service in many disputes. As an integral part of World Power 2, the Army, along with the military and the Air Force, has the primary responsibility of protecting national interests and protecting national sovereignty, protecting international integrity and solidarity from external threats, or preventing or launch a war. It also plays a crucial role in helping government agencies resolve "institutional conflicts," other internal threats, and provide support to government officials when needed (Dessler, 2005). Considering the complexity of the tasks to perform, there must be a loyal, accountable, and disciplined staff. Therefore, to fully realize the full potential of the personnel and equipment that make up the organization, we must place great importance on the human resources organization of the Army.
Human resource management in the military is a significant issue because its power is always a soldier. The system will not change; its staff will change. Forums and organizations will not protect the people of the country, and the forums and organizations will not sacrifice and take risks for the national people! Thus, it is clear that without advanced and skilled, capable, and dedicated soldiers, the strategic response to the death of a weapons system or field formation after training is irrelevant (Sharma, 2015). The people behind the weapons that make the mission are more important. The complexity of the task can be measured by the fact that the US Army has about 3 million soldiers and must also meet the needs of more than 2.2 million retirees.
The uniqueness of the Army is that even at the cost of living, it also attains supreme importance in the provision of equipment. This makes the Army the last bastion that a country can rely on in times of crisis and is always the most reliable asset.
Establishing a national defense environment fueled by advocacy staff and staff is an ongoing problem faced by human resources professionals. Providing a strengthening of strengths and feedback to team members has been an ongoing initiative of the human resources department. Managers in the defense department must motivate staff and guide them to become better performers (Rothwell, 2008). Human resource professionals need to understand what motivates security personnel and employees and engage them in compensation or payment systems. The human resources department also finds out why people move away and solve these problems.
The Indian Army is also facing challenges in managing human capital. Challenges regarding the nature of the conflict. National security in today's environment is both an internal threat and an internal threat (Bhavnagar, 2007). The economic and environmental union of the world has reduced the threat of total war between countries. Future battles can be short and intense, and they will be witnessed
Destroying and destroying large-scale high-tech systems. The capacity of joint operations with other forces in the world is also increasing. A new type of war called the "Fourth Generation War" is emerging in the world, which includes terrorism, internal unrest, and economic kidnapping aimed at destroying the country's independence.
Considering the dynamics of future conflict, the Army must be prepared to face these challenges. The positions of organizations and facilities that may not be accepted so far may not be the case in the future. Maintenance of forms and units, as well as conservation staff, also need to be put in place to ensure adequate performance (Bhavnagar, 2007). The scope of the conflict that the Army needs to prepare for and the future needs of the battlefield environment for human resources makes enlisted troops better than previously anticipated.
In the ever-changing economic environment of India, the Army has faced many human resource challenges. The military draws human resources from the general public and forces it to remain sensitive to the social changes that have occurred over time. Emerging economies, advanced technologies that are internationally dependent, and a growing private sector are now providing excellent opportunities for young people in India (Bhavnagar, 2007). Overall development needs to move quickly towards a well-educated and understanding staff. As far as the Army is concerned, it means the transition from "Brown Power" to "Brain Balance and Brown Power." As all institutions struggle to find talent, talent is significant. In the present context, attracting, retaining, and mobilizing the best talent has always been a challenge facing the Army. This problem may become even more significant in the next few years.
Indian nuclear culture is another human resource issue facing the Indian military. The lack of security and support for the joint family system to date, as well as the usual nuclear family risks, have forced soldiers to carry additional pressure on their home sides. An integrated family system provides natural and economic security and encourages soldiers always to get out without worrying. This protective barrier was lost when the cooperative principles of the family were broken, allowing soldiers to make their own and their families' income. The trouble becomes more prominent when these families are within walking distance from their workplaces (Dasgupta, 2014). Therefore, conscious efforts are being made to ensure this.
Once in the service, its purpose is to take care of human resources at its best, while continuing to work hard to improve its level of development and personal professionalism to ensure the enthusiasm and dedication of the 1.2 million-strong Army.
The problem caused by the difficulty of service is another human resource challenge for the Indian Army. Emergency services often make it difficult for uniform men to take a sound footing between their homes and specialist areas, and sometimes cause problems such as depression, suicide, and marijuana. 8 Holidays are usually given to provide free travel facilities. So it is imperative to make sure that she keeps in touch with her loved ones.
Risk related to the length of service of the Indian Army is another human resource issue. On the streets of the city, the Army's work is fraught with great danger. The military is increasingly deploying missions ranging from theft of trade to anti-terrorism. In addition to its traditional role along our turbulent boundaries, this idea has become even more extreme (Saravanan, 2017). What needs to be ensured is that in terms of financial independence, the compensation offered to close relatives should be sufficient.
The expectations of the Indian Army have also increased. Today's young people are looking for a better life, higher wages and benefits, a guarantee of career advancement, proper education and housing facilities, good medical savings, equal citizenship, and retirement benefits. At the officer and JCO / AU level, the quality of intake required by the Army has exceeded the change. Therefore, sufficient incentives can be taken to attract the equipment to motivate them to join the Army and then place them in the Army.
The development of the Indian army leadership is also a major human resource issue. As the second major challenge facing human resource management, headship growth needs to be an essential strategic plan. HR experts are likely to provide the structure, procedures, tools, and perspectives necessary to make better choices and to promote the future leaders of the organization (Ratnam, 1996). The WFPMA report said: "Globally, leadership development has been seen as an essential strategic plan to ensure that the right workforce is maintained, that the organizational culture helps internal operations gain market position, and that managers are empowered Take responsibility for the future and take action the organization will stay longer.”
The measurement of the HR effectiveness of the Indian Army is also a matter of great concern. Without proper tools for measuring human resource efficiency, how can improvements be achieved? Like many other professional areas, the profession also needs to be able to measure outcomes in terms of procurement management and a constructive impact on industry (Nankervis, 2013). WFPMA said: "The use of indicators to determine effectiveness is the beginning of the transition from viewing human resources as an administrative purpose to viewing the human resources team as a planned partner within the association." According to research participants, a key issue in the prospect of human resources will be the effectiveness of the organization, which in turn confirms the important role of social resources as a strategic management companion."
The World Federation also said: "Traditionally, the human resources department is fixated on measuring its efficiency, and people are gradually discovering that they can deliver agency guarantees by gaging the efficacy of the whole business. This alteration is vital since it signifies a change from inventory. With the amount of employees used to regulate the ROI of co-workers and individuals over a longer period increasing sales, this new approach also reflects "unscrupulous" and "decent" "Sales and general cost of substituting employees."
Compliance with the rules and regulations by the Indian Army is a matter of great concern. The task of the human resources team is to ensure that employees adhere to all government employment and company regulations. It's easier said than done. Getting all employees to comply with company policies is a difficult task, especially in an international company that includes thousands of employees.
After other Indian Army managers also retired, one of the human resource challenges was a change in management. In a continually changing world, it is not an unknown entity in the corporate world. Some employees encounter significant difficulties in addressing structural or fundamental changes in the organization. The Human Resources Section's job is to ensure that all employees are changed for each project they work on, regardless of their geographical differences.
Understanding the interests and treatment of the Indian Army is another human resource issue. Revenue is not the only priority for employees to stay longer in the organization. It can be seen that companies with low levels of work and living conditions often lose many employees. This is another important and challenging task facing the human resources department. Options such as vacation time, flexibility, free snacks, and health plans will help keep employees satisfied with the organization.
Opportunities for career development of the Indian Army is another human resource issue for the Indian Army. Most people who happen to join the military before they get a higher education do not have the opportunity to continue their education. It is vital to ensure that employees' talents are recognized and to provide career advice accordingly (Sharma, 2015). It is difficult for the human resources department to ensure that all employees can do so. It can take a leadership role in each team to ensure that the employees' talents are identified and provide career development accordingly. The human resources team can turn prospective clients into making sure the system is working correctly.
Balancing personnel productivity is also a problem that the Indian Army needs to solve. Employee productivity must be balanced. This can result in too few or too many employees. Such inequality can lead to dissatisfaction among employees.
Challenges and solutions to human resource management must ensure that there is an automated process to ensure that you distribute the work among all employees on the program. Similarly, watching this process is an important task and should not be overlooked.
Employee satisfaction is another human resource issue that the Indian Army needs to address. To this day, gaining employee satisfaction is one of the most challenging tasks handled by the Human Resources Department. Satisfied with everyone; it is his own, and there can be no international process to ensure that employees are fully satisfied. The human resources department needs to have a continuous process to ensure that feedback is collected and employee satisfaction is monitored. This must be done at the team level.
Ensuring the confidentiality of the Indian Army data is another human resource issue that needs to be resolved. In a time when privacy has become history quickly, human resources must ensure data security. Only through the best practice training for all staff can achieve data security to a higher degree (Dessler, 2005). Also, a monitoring system must be established to ensure that no data is transmitted and a system that is responsible for all employee and organizational information.
In short, the Indian Army has different human resource issues and needs to be dealt with effectively as an organization to ensure a culture of transparency in the military. The organization must make employees feel that they are part of the system, and this can only be achieved in the culture of open space. The Human Resources Department must increase its efforts to ensure that all policies and processes are clear and that employees' minds are kept in mind. This method must be integrated with all staff from officials to entry-level agents.
Sharma, S. (2015). Occupational stress in the armed forces: An Indian army perspective. IIMB management
review, 27(3), 185-195.
Colonel, S. P. (2019). CRITICAL EVALUATION OF HUMAN RESOURCE DEVELOPMENT CENTRES IN INDIAN ARMY.
Saravanan, P., & Panchanatham, N. (2017). Impact of Motivation, Change the Stress Level of Personnel of Indian Army-
An Empirical Study. International Journal on Global Business Management & Research, 6(2), 67.
Ratnam, C. V., & Chandra, V. (1996). Sources of diversity and the challenge before human resource management in
India. International Journal of Manpower.
Nankervis, A. R., Cooke, F. L., Chatterjee, S. R., & Warner, M. (2013). New models of human resource management in
China and India. Routledge.
KUMAR, S., & MODI, S. N. A FACTORIAL ANALYSIS OF MOTIVATION OF INDIAN ARMY PERSONNEL.
Dasgupta, S. (2014). The Indian Army and the problem of military change. In Security and South Asia (pp. 85-118).
Bhatnagar, J. (2007). Predictors of organizational commitment in India: strategic HR roles, organizational learning
capability and psychological empowerment. The International Journal of Human Resource Management, 18(10), 1782-
Rothwell, W. J., Prescott, R. K., & Taylor, M. W. (2008). Human resource transformation: Demonstrating strategic
leadership in the face of future trends. Davies-Black Publishing.
Dessler, G., & Varrkey, B. (2005). Human Resource Management, 15e. Pearson Education India.
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