CIPD has highlighted the HR function as a key area for research and, in light of this, commissioned a major study from the Institute for Employment Studies (IES) in order to be able to provide a clear position in terms of how to best organise/skill the HR function to succeed in the future. This report The Changing HR Function: Transforming HR is the fourth and final output from the study and is based on research which used case studies and a quantitative survey to examine how HR functions are meeting the challenges of change to structure, roles, skills and relationships. The research was carried out by Peter Reilly, Penny Tamkin and Andrea Broughton of IES.
In describing the evolution and the current state of the HR function, the report explores such issues as:
- the relationship between HR and the line
- the extent of take-up of the three-legged stool structure, involving business partners, shared services and centres of expertise
- how organisations are measuring HR effectiveness
- the impact of technology
- the changing skill needs of the function.
The report aims to provide practical guidance on how best to structure and staff the HR function for future success. Case studies draw on the experience of a range of organisations:
- Cable and Wireless
- Ernst & Young (UK )
- Capita
- Firefly Communications
- Hampshire County Council
- Surrey County Council
- Her Majesty’s Revenue and Customs
- Nortel
- Vodafone
- Reuters
- The Ministry of Defence
- Fujitsu Services
- E.ON
An appendix to the report gives a summary of eight of the case studies.
A further appendix sets out the survey questionnaire with the results of the responses.
REILLY, P., TAMKIN, P., BROUGHTON, A. (2007) The Changing HR Function: Transforming HR?, ‘Research into Practice’ report. London: CIPD.
Three previous short reports were produced based on this research project, and you can download these in full.