Of all senior managers, the CHRO must understand and manage the challenges of a full 360-degree time horizon of past, present and future employees. The CHRO helps mold the enterprise’s future core competencies, its human capital, as well as deciding on what skills, tasks, functions and processes could be left to suppliers. As technology catches up, CHRO’s can elect to return their HR functions in house or outsource selectively. HR outsourcing can let the CHRO focus on these strategic requirements and delegate tactical initiatives.
When an outsourcing decision has been made, the CHRO is responsible for keeping the operations flowing despite attrition or non-performance. HR is a “people business.” The CHRO must follow the following normal good practices:
- Manage the planning and implementation of all human resource functions,
- Treating employees in a non-discriminatory fashion,
- Communicating clearly with employees once a decision has been made to evaluate or enter into an outsourcing opportunity,
- Understand and manage the impact of the proposed changes on each employee individually, and
- Acting quickly in response to any threats to ongoing continuity of business operations.
Properly managed outsourcing processes and drafted outsourcing contracts can address each of these concerns.