ABSTRACT
We wrote this book because, having written one on HR shared services, we were conscious that many organizations were more concerned with processes and structures, and less with content and skills in their search for strategic added value. Perhaps the first is a necessary precursor to the second, but it is not sufficient. Research by Lawler and Mohrman (2003) suggests that, on its own, the repositioning of HR through structural change, outsourcing and e-HR is not enough to achieve the goal of strategic repositioning. Time and energy may be released from changes to structures, roles and processes. What is critical is how this time is used. If HR is to be a strategic contributor, not merely an efficient administrator, it has to ensure that it has the capability to use the time to deliver the necessary results.
