A Handbook of Human Resource Management Practice
which could include resourcing, management development, training, reward management, employee relations, knowledge management an ...
been carried out thoroughly. Credibility is vital. This will be achieved if the proposal for expenditure is credible in itself, ...
standards (service level agreements) are agreed and achieved these will provide a further basis for protecting the budget. OUTSO ...
advantage, while others found that they were being leveraged by their suppliers to pay higher rates. Firms may focus on a defini ...
monitored. Swift corrective action should be taken if things go wrong, and the contract terminated if there is a serious shortco ...
● HR will be consumer-driven, more accessible, and more professional; ● the quality of HR services will be improved in terms of ...
Define the business need – what added value consultants will provide. Justify their use in terms of their expertise, objectivit ...
somewhat pointless exercise. The latter problem can be overcome if the client selects only consultants who are insured. EVALUATI ...
● understand the business strategy; ● anticipate business needs and produce realistic proposals on how HR can help to meet them; ...
Measuring performance The following key points about measuring HR performance have been made by Likierrnan (2005): ● agree objec ...
The most sensible and important indicator of HRM effectiveness will be the judgements of key stakeholders... The political, stak ...
The role of the HR practitioner This chapter is concerned with what HR professionals do and how they do it, bearing in mind the ...
qualified, are more likely to be involved in strategic decision-making processes and are most likely to be found in workplaces w ...
implications of employment legislation. In the latter area, HR practitioners are concerned with compliance – ensuring that legal ...
The innovation and change agent role In their proactive role, HR practitioners are well placed to observe and analyse what is ha ...
Gratton (2000) stresses the need for HR practitioners to: ‘Understand the state of the company, the extent of the embedding of p ...
procedures are implemented with a reasonable degree of consistency. This role as described by Storey (1992a) can mean that HR sp ...
The Tyson and Fell (1986) model This is the classic model, which describes three types of practitioner: The clerk of works– all ...
Innovative/sophisticated– personnel specialists are on the board, take part in inte- grating HR and business strategies, and ar ...
Paul Reilly (2000) The different roles that practitioners can play as described by Reilly are illustrated in Figure 4.2. He sugg ...
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