Introduction Human resource is one of the major departments in any given organisation. Managers in this area act as change agents who protect employees from the negative effects emanating from the inevitable business changes. The business environment in the 21st century is characterised by multiple challenges that are based on competitive markets and service delivery (Ulrich 2013). Consequently, dealing with the changes that come from economic crises compels organisations to make crucial changes in their human resource departments. This paper discusses the principal function of the human resource personnel in creating partnerships with the organisation’s staff members to develop the employees’ capacity to meet future environmental demands. The Etisalat Corporation of the United Arab Emirates will be used as a case study. The human resource management at Etisalat Etisalat is a prominent telecommunication corporation that operates in over eighteen countries in Asia, Africa, and the Middle East. The company caters for a vast number of subscribers by offering technical and managerial skills, payment solutions, and SIM manufacturing among other telecommunication services (Hashim 2013). The human resource managers at Etisalat seek to recruit and sustain competent staff members. Kolachi and Akan (2014, p. 161) posit that the corporation also endeavours to ‘maintain internal equity of job grades and ensure external competitiveness of salaries and benefits’. Due to fluctuating patterns that arise from the management of the workforce, Etisalat aims to equip its staff members by undertaking upgrading and training programs. The corporation is focusing on coming up with strategic human resource management practices that will ensure an enabling working environment for all employees. To meet the dynamic changes business, Etisalat is focusing on getting the right people for the right job while adopting a tendency of strategic collaboration between the human resource managers and the organisational development department. Achievements of human resource managers of Etisalat Corporation The corporate culture at Etisalat has incorporated mandatory changes in the human resource department to suit the dynamics of the business environment. The corporation keeps its standards by maintaining the best hiring system (Song et al. 2015). Etisalat ensures the diversification of the workforce in different departments and subsidiaries. Human resource managers have established a training academy and innovative programs where employees can develop new skills to suit the current market needs. The organisation has been formulating goals and communication strategies via the human resource department. Employees are aligned to achieve the set goals by considering the prevailing constraints. Proper evaluation of employees and resources is done before the managers can engage in making decisions. Human resource managers ensure expertise, planning, and collaboration with other departments to achieve high productivity (Armstrong & Taylor 2014). Programs that encourage the development of human and intellectual capital have enhanced the company’s longevity. Human resource management has ensured the exposure of the staff members through initiating programs and partnership with other external entities. Areas and methods of improvement in the human resource management of Etisalat Etisalat needs to improve in the setting of strategic goals of the organisation. The organisation must have employees with sufficient competencies before formulating the goals. Etisalat needs to improve its organisational culture to ensure that employees understand the business model and markets (Bratton & Gold 2012). For the workers to develop new skills, human resource managers should launch extra training for workers at all levels while a company curriculum to train tactical employees should be initiated. Conclusion The contemporary business world is characterised by drastic changes. To ensure that organisations remain competitive, human resource managers must act decisively to ensure proper recruitment, training, and compensation of employees. Besides, the employees’ relations and compliance are paramount in achieving organisational development and meeting the current market needs. Reference List Armstrong, M & Taylor, S 2014, Armstrong’s handbook of human resource management practice, Kogan Page Publishers, London. Web. Bratton, J & Gold, J 2012, Human resource management: theory and practice, Palgrave Macmillan, New York. Web. Hashim, M 2013, ‘Change management’, International Journal of Academic Research in Business and Social Sciences, no.3, vol.7, pp. 685-88. Web. Kolachi, N & Akan, O 2014, ‘HRD Role in Organisational Development (A Case of Corporate Thinking at ETISALAT, UAE)’, International Business Research, no.7, vol.8, pp.160-68. Web. Song, M, Cen, L, Zheng, Z, Fisher, R, Liang, X, Wang, Y & Huisingh, D 2015, ‘Improving natural resource management and human health to ensure sustainable societal development based upon insights gained from working within Big Data Environments’, Journal of Cleaner Production, vol. 94, no.1, pp.1-4. Web. Ulrich, D 2013, Human resource champions: The next agenda for adding value and delivering results, Harvard Business Press, Boston. Web.