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rent HR department as being strategic. The majority thought of HR as an administrative and very reactive service.

It was identified by a number of the business managers that they would like to see a more pro-active HR service that can aid them in implementing a number of strategies that they currently can not do.

4.14 Case work

An analysis of casework was undertaking via the HR advisor in charge of employee relations. Since 2005 out of 95 cases:

62 cases (65%) related to sickness or absence

12 cases (13%) specifically mentioned bullying, harassment or discrimination.

During the focus group there were concerns that the number of cases seemed to be increasing and the total in 2009 could be over 100. Managers comments showed that they thought this was due to the lack of HR presence in the business.

Focus Group Analysis

To summarise the overall opinion of the focus group was that the HR department is currently largely operational. There appears to be a lack of strategy which has a huge impact on the HR team and the organisation. Due to the large amounts of casework HR advisors are kept in a never-ending circle of reactivity due to the lack of pro-active input to the organisation.

Also the consensus was that the HR policies and processes are currently too slow and that they lack the coherence mostly due to the bureaucratic signing of duplicate paperwork. In conjunction with the literature review, HR needs to achieve operational efficiency before it can add value to the organisation. This can be as stated in the literature review by utilising technology.

CONCLUSIONS

In conclusion to the findings from both research and literature it is the view of the author that in its present state the HR department within SLHD is caught in a vicious cycle of reactivity and because of this efficiency is poor. The organisation however aspires to make the transformation to a strategic HR service, but is without direction. This problem is not one that will go away however, as indicated in the literature; as organisations change towards future development, new knowledge is introduced and human capital becomes more and more important the fact that organisational strategies need to be quickly translated into HR strategies has become more apparent.

This means that SLHD requires an HR strategy that is aligned to the needs of the organisation, and supported by a suite of modern robust policies that incorporate the values of SLHD.

In conclusion the challenges detrimental to efficiency are as follows;

The aspired-to function is not understood by the organisation

The emphasis of administration negatively impacts the efficiency of the department and can be seen as conflict with becoming strategic

The need for the HR model to change within SLHD was apparent from the focus group analysis in conjunction with literature. The current HR model identified in the literature review represents the overwhelming expectations placed on HR roles when specialist in nature as discussed in the focus group. The business partner model very much reflected the aspirations of consulted business managers, who pictured a strategic partner to their own roles. As identified by Ulrich, the complementary roles to the strategic partner are crucial for the Business