Towers Perrin finds companies happy with HR outsourcing but still not making the most of this opportunity to overhaul their HR function.
Widespread gains, ongoing challenges
- Part 3 | Part
1 | Part
2
FIGURE 2
Staffing, skills, structure and the strategic ability of
the team are all elements that need to change. For HR generalists,
outsourcing demands entirely new skillsets, particularly in
the areas of managing projects, acting as an agent of change
and exercising analytic skills. Yet roughly two-thirds of
the survey respondents acknowledge that their HR generalists
are not sufficiently skilled to handle their changing roles.
To successfully implement HR outsourcing, companies must
reshape the role of the HR generalist to be more strategic
and consultative. But only 13% of respondents feel they have
achieved complete success in this area (see Figure 2). Even
among outsourcing veterans the number claiming complete success
is only 22%.
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