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chnghrfunc

chnghrfunc

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Published by farhanyousaf

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Published by: farhanyousaf on Oct 16, 2008
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06/17/2009

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Surve report September 2007
The changing HRfunction
 
Contents
Summar of ke findings 2Introduction 4Restructuring the HR function 5Benefits and challenges of HR structures 10Roles and responsibilities of HR 15HR skills and careers 24Conclusions 26Background 27Acknowledgements 28References 28
The changing HR function
 
Summar of ke findings
Fiftthree per cent of organisations have restructured of centres of expertise were identified, the mosttheir HR function in the last ear and 81% have doneso in the last five ears. B far the most commoncommon being deeper professional knowledge.Other commonl perceived benefits are in thereason for restructuring was to enable the HR consistenc of HR advice, the qualitof advice
function to become a more strategic contributor.Three out of ten respondents whose HR functiongiven to HR partners and making the function amore strategic contributor.has been restructured sa that it now reflects the
In general, the most common difficultiesthreelegged ‘Ulrich model’ and a further 28% sathat this is partiall true. However, onl 18% of HRencountered in restructuring the HR function arein defining new roles (42%), having insufficientfunctions actuall had in place all three elements resources (40%), dealing with skills gaps (38%),of this model (shared services, business partnersand centres of expertise). Among HR functionshaving ineffective technolog (35%) and resistanceto change within HR (23%). Respondents alsothat were said not to reflect the ‘Ulrich model’, report on specific challenges in implementing eachb far the most common structure is a single HRteam incorporating generalists, specialists and
element of the socalled ‘Ulrich model’.When asked about the main objectives of the HRadministration. function, recruitment and retention was given
Centralised provision of HR administrative servicesexist in 28% of organisations responding to theas the highest priorit, followed b developingcompetencies and maximising emploeesurve. Over twothirds of these organisations involvement and engagement. Meeting businesscurrentl deliver their shared services wholl in-house and a quarter partiall outsource. A range ofstrateg or goals is the most important driver offuture people management policies and practices.benefits are identified in having shared services, the
The HR function has over the last three earsmost common of which are repositioning the HRfunction, making it a more strategic contributor,doubled the proportion of time it spends onstrategic inputs, at the expense of administrativehelping focus HR work on more valueadded activities. Further movement in the same direction
services and improving HR service qualit.HR business partners are present in 38% ofis expected over the next three ears. However,though developing HR strateg and polic andorganisations. A number of benefits were observed contributing to business strateg are the mostin having business partners, the most commonof which is that HR is becoming a more strategicimportant tasks for respondents, providing supportto line managers and HR administration are theircontributor. Other common benefits are that HR is most timeconsuming tasks.more businessfocused, people management issuesare given more importance and the HR function
Areas of devolution of people managementactivities are largel unchanged from thehas improved its credibilit. CIPD’s 2003 surve. HR still takes the lead on
Centres of expertise are found in 29% ofrespondent organisations. The most commonremuneration and implementing redundancies; theline has prime responsibilit for work organisation;expertise areas are training and development while for a third group (recruitment, emploee(79%), recruitment (67%), reward (60%) andemploee relations (55%). A range of benefitsrelations, and training and development) mattersare more shared.
The changing HR function

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