HR Going Forward, Essay Example

“The power of HR outsourcing” by Peter Brown discusses how businesses can transform their practices into a high performing workforce that is difficult to compete with; it primarily discusses the history of outsources and explains how it is idea to outsource human resources due to the structure of the department as a whole. Although the author notes that outsourcing the whole human resources department may be difficult or not ideal for all business types, it provides recommendations as to what human resources functions could be outsourced to and better delivered by third-party suppliers (Brown, 2004).

To implement a human resources department that is fully or partially outsourced, the company will require several adaptations and new procedures. Firstly, it is essential to determine ways to enhance communication between the business’s main facility and the outsourced components of human resources; if this is not established well, human resources outsourcing would not be a worthwhile endeavor. In addition, the human resources department will be expected to take on additional responsibilities that align the human resources department with “business strategy, support growth goals through a scalable infrastructure, and collect and provide data to support fact-based decision making” (Brown, 2004).

This trend will allow businesses to grow more quickly, become more productive, and obtain greater profits. In the interest of protecting local jobs however, a full HR outsource model should not be adapted; rather, redundant and simple functions should be outsourced to other companies so that local HR representatives will have more time to focus on important aspects of the business. It is likely that many businesses will support HR outsourcing due to the increased productivity it offers. The benefits mentioned above would also be relevant to my own workplace.

References

Brown, P. (2010). The power of HR outsourcing. Strategic HR Review, 9(6). 27–32. Retrieved from http://dx.doi.org.ezp.waldenulibrary.org/10.1108/14754391011078090

Caldwell, C., Truong, D., Linh, P., & Tuan, A. (2011). Strategic human resource management as ethical stewardship. Journal of Business Ethics, 98(1), 171–182.

Drucker, P. F. (2002). They’re not employees, they’re people. Harvard Business Review, 80(2), 70–77.

Society for Human Resource Management. (2009). Future insights: Top trends according to SHRM’s HR subject matter expert panels.