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gested three other complementary roles, as indicated in the table below

Appendix XXX: Strategic Patner role

A diagram of the way in which each of the above areas operate within an organisation.

Literature questioning the strategic partner model such as states that all the HR Roles defined by Ulrich are essential for the success of the whole HRM Function. The stress must be put to all the areas, there is no chance to select one and to excel in this one concrete area. Storey (2007) questioned the realism of the strategic partner model asking whether it is a business partner role, strategic boardroom role or an operational or both

2.1.2 Current State Model or Specialist HRM

Those HR departments that have not adopted the Ulrich Model, such as SLHD, utilize a mixture of generalist, specialist and administration.

In the public sector the pace of change and the demands placed on HR specialists have been identified as particularly intense with their roles reportedly having changed far more radically than their private sector counterparts Millward et al (2000), Guest and Conway (2001).

It is suggested that this operational environment has made the role of the HR function role as 'the guardian of employee well being' Renwick (2003, p. 1) a crucial but particularly demanding one

The authors understanding of the above is that specialist roles are inherently unstable due to 'workflow overload' i.e. high volumes of absence imposed upon an individual whereas one may have no recruitment during a recruitment freeze.

In comparison however to Ulrich's model Hoque and Moon (2001) found that there were significant differences between the activities of those described as HR specialists and those described as personnel specialists. For example, workplace-level strategic plans are more likely to emphasize employee development in workplaces and HR specialists are more likely to be involved in the development of strategic plans than are personnel specialists.

2.3 Changing the HR Model

To be considered a strategic function, HR must escape its perception of an incompetent support staff Ulrich (1997). Increasingly, organisations are rushing into strategic HR partnerships at the expense of operational, day to day HR services and as such are instantly losing creditibility Pfau and Kay (2002). According to Holbeche (2004), no strategic contribution of HR can be valued unless it achieves operational efficiency.

2.4 Efficiency

The report problem that has been identified lacks clarity in the way the 5% efficiency saving is to be addressed. It could form the basis of financial savings, addressing expectations of the organisation in regards to workforce planning or integrating policies and procedures more efficiently in the organisation.

Appendix XXX: Efficiency Calculation

Lawler and Mohrman (2003) state that for HR departments to be successful, companies need to first find a way to provide an effective transactional service. This may be through:

Outsourcing the day to day administrative functions

More effective use of Information Technology

Devolving responsibility to line management for HR processes

This then frees up time allowing for HR to participate in the strategic development. However in contra