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1 day ago

Causes of labour shortage in organization

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Google Gemini AI
1 day ago
Internal Factors:

- High employee turnover: Loss of experienced workers due to resignation, termination, or retirement.
- Insufficient training and development: Lack of opportunities for employees to acquire new skills and advance within the organization.
- Low morale and engagement: Employees may be dissatisfied with working conditions, compensation, or leadership, leading to decreased productivity and attrition.
- Changes in technology and automation: Advances in technology may displace workers or require specialized skills that are unavailable.
- Job mismatch: Misalignment between employee qualifications and job requirements, resulting in understaffing or productivity issues.

External Factors:

- Economic conditions: Economic downturns can lead to hiring freezes and layoffs.
- Demographic shifts: Aging populations and declining birth rates may reduce the available labor pool.
- Competition from other organizations: High demand for skilled workers in certain industries can make it difficult to attract and retain talent.
- Changes in immigration policies: Restrictions on immigration can limit the availability of foreign workers.
- Skills gap: A shortage of workers with specific skills or qualifications necessary for key roles.

Other Factors:

- Attraction and retention strategies: Ineffective recruitment processes, lack of employee benefits, or poor workplace culture.
- Flexibility and work-life balance: Inability to accommodate employees' flexible work arrangements or personal needs.
- Industry-specific challenges: Specific industries may face unique labor shortages due to seasonal factors, specialized skills requirements, or geographical constraints.
- Government regulations: Labor laws and regulations can impact the availability and cost of labor.
- Remote work and virtual teams: Changes in work models may introduce challenges in onboarding, training, and communication, leading to labor shortages in specific locations or roles.
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