ABSTRACT
This chapter explores the different strategies that are at play in terms of both sourcing and shoring of HR services.A brief review of theoretical perspectives is followed by a warning that theory tends not to align with the judgements made by the key actors in practice.The chapter explores the range of variables that can be identified and the need to understand parallel developments in the strategic reorientation of the HR function. It is noted that there are continued and substantial international differences in the pursuit and preference for HR outsourcing (HRO). Despite the fact that HRO vendors are building impressive delivery centres and capabilities spanning the globe, their ability to truly optimize HR processes on a global scale remains to be proven but there are significant developments in these areas and the service offerings of vendors are evolving rapidly to address such concerns.
