A model for outsourcing HRD

Citation

(2008), "A model for outsourcing HRD", Human Resource Management International Digest, Vol. 16 No. 4. https://doi.org/10.1108/hrmid.2008.04416dad.008

A model for outsourcing HRD

Article Type: Abstracts From: Human Resource Management International Digest, Volume 16, Issue 4.

Simmonds D., Gibson R. Journal of European Industrial Training (UK), 2008 Vol. 32 No. 1, Start page: 4, No. of pages: 15Purpose - To provide an overview of approaches to outsourcing HRD in the UK. Design/methodology/approach - Employs semi-structured interviews and case studies. The research model was developed from a literature review. Findings - There are many problems associated with outsourcing any or all aspects of the HRD function. Approaches to outsourcing vary between firms, largely because their impetus for taking training outside is likely to differ. There are certain key issues that need to be considered when trying to make an outsourced HRD strategy successful in any organization: making the right decision about what to outsource; engaging the right providers; and putting measures in place to build and maintain a strong, trusting, effective relationship. Research limitations/implications - The model should be further tested, applied and refined as necessary. Practical implications - Organizations wishing to outsource HRD could be guided by the model and findings of this research. Originality/value - A novel and innovative two-part model was developed from a literature review and tested against two large well-known UK organizations. It will be of value to HRD managers and researchers. ISSN: 0309-0590 Reference: 37AE177

Keywords: Outsourcing, Human resource development, Process planning, Working practices, United Kingdom