Outsourcing the HR function—personal threat or valuable opportunity?

Abstract

• The article explores the current practice of outsourcing aspects of HR activity. • The extent, rationale for and nature of outsourcing within the HR function in 60 UK manufacturing companies are examined. • The implications of inadequate costings, lack of measurement of service levels and underestimation of the people and cultural aspects are discussed. • The significance of outsourcing for the practitioner role and concomitant skills is considered. • A five-stage framework to guide practitioner action is proposed. © 1997 John Wiley & Sons, Ltd.