To accomplish these goals, human resources need to change its structure and way of doing business. The first thing is to become bottom-line valid. This means outsource many of its current functions. There are two reasons for this. The first is that in many cases it can be done cheaper, faster and better that way. Many vendors can take advantage of economies of scale and are in a position to be using the latest technology. The second reason is that keeping these functions in-house creates a distraction that gets in the way and keeps human resources from accomplishing the things it needs to. It is too easy to get involved in the day-to-day administrative details and lose sight of the big picture and long-term projects it should be working on.
If human resources is going to become a part of the future of the organization, it must shed its old image. Outsourcing is key to developing a new image. Part of human resources' new role is being a full member with others in the development of the organization's business strategy. Human resources needs to be at the table from the start, not called in after the meeting is over and told what is going to happen and to plan manpower strategies to achieve it. However, being at the table is not enough. Human resources must be prepared with information about the current Knowledge, Skills and Abilities (KSAs) of employees and the available work force. With knowledge of the work force and an understanding of the business, human resources will be allowed to be an active participant in developing the business strategy. .
The need for human resources to be at the table is not just because of its knowledge and understanding of employees, it is required if it is to carry out its role as a change agent. .
To effectively implement and carry out change, human resources must be part of the development of that change. Change is accomplished through people, so change affects people.
