HR has sought to reposition itself as a strategic contributor to organisations. To facilitate this, it has restructured, bringing in shared services, business partners and centres of expertise, simplifying, automating and rationalising processes, and devolving some activities to managers, whilst outsourcing others. HR has yet to give sufficient attention to the capability of the function to deliver against the added value promise. This book looks at the developments that have brought HR to its present position. It sets out a vision of where HR might be headed, including a definition of its role and activities. It identifies a number of challenges that HR will have to face if it is to be effective. These include not just skills, but problems with structures and relationships with stakeholders, be they line managers or employees. The authors also explore new ways of monitoring HR performance and of demonstrating its value. It all adds up to an authoritative reference guide for all HR directors and senior managers seeking to define their role and future aims and to identify the added value associated with the HR function.

人力资源部一直试图将自己重新定位为组织的战略贡献者。为了促进这一点，it进行了重组，引入共享服务、业务合作伙伴和专业中心，简化、自动化和合理化流程，并将一些活动下放给管理人员，同时外包其他活动。人力资源部尚未充分关注该职能部门履行增值承诺的能力。这本书着眼于发展，使人力资源到目前的地位。它阐述了人力资源可能走向的愿景，包括其角色和活动的定义。它确定了人力资源部要想有效运作必须面对的许多挑战。这些问题不仅包括技能，还包括与利益相关者（无论是直线经理还是员工）的结构和关系问题。作者还探索了监控人力资源绩效和展示其价值的新方法。它为所有人力资源总监和高级管理人员提供了权威的参考指南，旨在确定他们的角色和未来目标，并确定与人力资源职能相关的附加值。