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st where the transactional tasks directed upon the HR department are not adequately provided for and efficient, it will be difficult to break away from their reactive nature.

In accordance with the above Caldwell (2003), 'what good is it to be HR strategic partner when recruitment processes are slow and employees don't get paid on time'. 'As much as HR professionals need to be commercially savvy, line management requires HR to be operationally efficient to support effective delivery of their HR activities' Reilly et al (2006, p.14).

2.4 Shared Services

An alternative approach is an internal model of shared services where a central hub of staff is established to deal with specified transactional and administrative HR work. This helps HR to achieve economies of scale and free up a distinct corporate HR group to focus on higher level strategy and policy work Reilly and Williams (2003).

2.5 Outsourcing

CIPD (2005a) definition of outsourcing

'the delegation of one or more business processes to an external provider, who then owns, manages and administers the selected processes based on defined and measurable performance metric'.

It is usually associated with process efficiency, technological expertise, service delivery and cost reduction. However, a strong argument against outsourcing is fears of losing organisational learning a shared vision Reilly and Williams (2006).

Similarly (Weick 2001) states that the exploration of HR organisation is by definition the restructuring, devolution and outsourcing of HR processes and activities.

3. METHODOLOGY

In this chapter I am to display rationale of my approach to research and describe the methods used.

The HR Model

Although the literature review encapsulates those prescribed models that can be used there needs to be some identification of the weakness in the current HR model so that improvement aspects are found. These aspects can then be cross-referenced with the benefits of other models to see which one would add the most value.

Therefore a number of focus groups were run with a selection of stakeholders in order to extract their views and opinions on the matter. A variety of senior managers, administrative and front line staff was asked to attend in other to encapsulate as wider view as possible.

Shared and Outsourced Services

Currently SLHD outsource the Occupational Health function and share the recruitment services run by the parent organisation DMBC. An analysis of the OH service will be reviewed to identify efficiency savings in the service.

Therefore in order to undertake the review of the Occupational Health service the author will utilize both quantitative and qualitative data via budget reports and customer satisfaction surveys. I will also benchmark the service in order to construct comparisons.

Presentation and Analysis of Data

Occupational Health (OH)

The occupational health service will not be named as the author does not want to influence the reputation of the company.

Secondary Research

It is known that the occupational health service provider has been scrutinized over the last 2 years for the quality of OH reports, and that the nurse is not available enough as one 1 clinic