Employee Experience and Engagement
Modern human resources management research has established that how much an employee wants to work is more important than how hard the employee works. The concepts of employee experience and engagement have been developed based on this concept (Gawke et al, 2017) . Employee experience relates to how the employee perceives the employer. On the other hand, employee engagement relates to how motivated an employee is to work for an employer. Ten years ago, the main concern of the employer was to ensure that employees get their wages and other pecuniary benefits a fact that would ensure that they worked hard for the employer. The engagement was only an emerging concept with work done and the ability to work mainly assessed based on volumes. Today, employers are as determined to be liked by their workers just as they seek to be loved by their clientele. Modern HRM concepts exhort employers to share their visions and bigger picture intents with employees so that they can internalize and appreciate the general cause of the organization (Gawke et al, 2017) . When employee experience is heightened, employee engagement will be high too providing employers with good value for wages paid.
Data Usage
The use of data is not a new concept from the perspective of the last ten years but has increasingly developed since then. Between 2007 and the even date, the size and scope of companies have continued to advance with the concept of global corporations becoming the norm rather than the exception (Ones et al, 2017) . By 2007, data use was mainly relegated to factual issues relating to subjects such as number of employees and their respective remuneration packages. However, employers now collect data on almost each and every aspect kindred to employees. A common focus includes data analysis advancements have enabled HRM officers to track subjects such as rate of employee turnover and its impact on the general performance of an organization (Ones et al, 2017) . On the issue of attendance, the number of employees who work on an irregular basis has increased making tracking of attendance a more complex affair that has increasingly necessitated a higher data usage.
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Performance
Ten years ago in 2007, the move to shift from the evaluation of performance using employee ratings was on a downward trend. This was based on the increasing concept of tending towards a less competitive and more team based working environment (Peck, 2016) . However, within a few years, research revealed that employers who had moved away from employee ratings were having an exponentially lower level of employee performance from a general perspective. An evaluation of the same revealed that employees work hard when they know both what they are supposed to do and how well they are doing it. Without ratings, managers did not properly understand how well employees were working and were unable to advise them accordingly (Peck, 2016) . From a high shifting trend away from ratings, there was a plateauing then a reversal s employers revert to the same. Social performance, on the other hand, entails employees seeking to act in a manner that enhances the position of an organization as a good social citizen. The concept of seeking to do what is right for the society even when it may not necessarily be expedient for the organization is a trend that has been growing consistently within the last ten years.
Data Analysis
Focus on data as a decision-making took in HRM has continually increased over the last ten years. This has necessitated not just collection of data as indicated above but also the need to better analyze and synthesize collected data. The concept of human resource management playing a crucial role in how companies are managed has also advanced exponentially making the use of data to track the same more pronounced (Ones et al, 2017) . The actual performance of employees, based on both quality and quantity of work has also come into sharp focus in data analysis. Traditionally, data analysis experts studied data trends and came up with inferences. Today complex algorithm based systems have been developed to conduct data synthesis on a more efficient basis (Ones et al, 2017) . Accurate decision making has demanded a wider array of data and better synthesis which in turn has resulted in more complex and computerized analytical systems.
Five Generations in the Workplace
The traditionalists, Baby boomers, generation X, the millennials and the generation Z are the five generations that are sometimes working together in contemporary America (Knight, 2015) . It must, however, be admitted that currently, the work place is dominated by the Millennials just as it had been dominated by the generation X five years ago. This reflects a massive shift just as there was when generation X took over from the baby boomers (Knight, 2015) . The millennials grew up in an era of instant products and overreliance on technology including computerized systems. Their dominance in the modern work place has led to increased prominence of this two concepts, something that the former generations are struggling with but which the generation Z will find very conducive.
Impact of the Trends
The modern employee no longer works for the employer in the traditional sense of the word. Within the last ten years, the ground has shifted and the employer and employees have become partners. The partnership is geared towards the success of the company as well as the individual success of the employer. Among the trends that have had a major impact within this period lies in the fact that employers, even large corporations, are concerned about how employees think about them. They are going out of the way to ensure a positive perception by employees in a bid to bolster employee engagement. Data use has also increased more so with the advent of the millennials HR manager. A mountain of data is collected about different aspects of the employer with advanced systems being used to analyze it. Indeed, some corporations have raked in fortunes through data analysis for employers. The new trends have found resistance from the older generation employees but the later generations, more so millennials, and generation Z are benefiting from them.
References
Gawke, J. C., Gorgievski, M. J., & Bakker, A. B. (2017). Employee intrapreneurship and work engagement: A latent change score approach. Journal of Vocational Behavior , 100 , 88-100
Knight, R. (2015, August 12). Managing People from 5 Generations. Retrieved August 11, 2017, from https://hbr.org/2014/09/managing-people-from-5-generations
Ones, D. S., Viswesvaran, C., & Schmidt, F. L. (2017). Realizing the full potential of psychometric meta-analysis for a cumulative science and practice of human resource management. Human Resource Management Review , 27 (1), 201-215
Peck, E. (2016, June 29). Companies that got rid of performance ratings aren't doing so well, sadly. Retrieved August 11, 2017, from http://www.huffingtonpost.com/entry/long-live-the-performance-review_us_5772ca2ce4b0eb90355c8b05
