Strategic Human Resource Challenges in Indian Industries: A Conceptual and Contemporary Analysis

  • A. Ravichandran Professor, Department of Commerce, Satyawati College (Evening), University of Delhi, Delhi, India https://orcid.org/0000-0001-5437-7805
  • Vandana Dahiya Associate Professor, Department of Commerce, Shaheed Bhagat Singh College, University of Delhi, Delhi, India
Keywords: Human Resource Management (HRM), Indian Industries, Skill Gap, Employee Retention, Workforce Diversity, Technological Change, Work-Life Balance, Globalization, Empowerment

Abstract

Human Resource Management (HRM) in India is confronting complex challenges in the contemporary industrial landscape. This paper comprehensively analyses the key issues – from acute shortages of skilled technical manpower and the pressures of globalisation and technological change to workforce diversity, high employee turnover, and concerns like job stress and work-life balance. The study draws on recent literature and data to highlight how rapid economic and technological shifts and evolving workforce expectations impact Indian industries. The objectives include identifying the significant HRM challenges in Indian industries and proposing actionable recommendations. The findings underscore critical concerns such as the skill gap where only about 40–50% of graduates are employable and rising attrition rates, reaching 30–40% in IT sectors. Additionally, 86% of employers report difficulty filling skilled vacancies, a significant increase from previous years. The paper suggests strategic HR interventions from national-level skill development initiatives and employee empowerment programs to workplace wellness and policy reform. The implications of this conceptual study point to HRM’s pivotal role in enabling Indian industries to adapt and remain competitive.

Published
2025-04-01
Statistics
Abstract views: 21 times
PDF downloads: 8 times
How to Cite
Ravichandran, A., & Dahiya, V. (2025). Strategic Human Resource Challenges in Indian Industries: A Conceptual and Contemporary Analysis. Shanlax International Journal of Management, 12(4), 77-89. https://doi.org/10.34293/management.v12i4.8714
Section
Articles