presentation about the company, they filled out benefits-related, payroll, ID and other paper forms.
§ Training and Development (T&D) had largely been outsourced to several companies that provided generic on-line courses.
§ The recent departure of several mission-critical employees disclosed no systematic means of capturing expertise from employees; when they left, their knowledge left with them.
§ The Performance Employee Evaluation Program didn’t align with anything, was viewed by managers and individual contributors alike as a burdensome annual chore that interfered with people’s “real jobs.”
The management of talent is one of a handful of strategic services human resources can offer. The decline of traditional HR functions through automation, self-service, and outsourcing demands a “culture change” within human resources: adopt a business focus by an organization still structured largely around benefits administration, time and attendance reporting, labor cost processing, and similar transactional operations.