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Partner model to work and even though weak currently these roles could be greatly improved by utilising technology, such as a HR system and by improving the occupational health service.

As stated in the literature review a number of efficiency gains can be made by outsourcing or utilising the shared services model. Within the current expenditure for OH it would be possible to make 3 choices;

Keep with the current provider

Change provider to another company

Employ a full or part time OH nurse

Create a SLA between DMBC and SLHD to utilize their OH department

However in line with the literature and the customer survey it is evident that option 4, to develop an SLA with DMBC, is the most attractive of the 4 options.

OPTIONS AVAILABLE

The administrational functional of HR services within an organisation are clearly moving more towards being a commodity or product with options to deliver these services in a number of ways.

1. Accept the expectations of the organisation and become administrative experts. This entails keeping the current HR model but improving upon policies, procedures increasing the efficiency of the team in processing administrative duties. Utilise the newly implemented HR I.T system to orchestrate most of the routine administrative tasks. This will be highly reactive however and the organisation may see the short term benefits, however when striving for 'excellence' may regret their decision and look towards change in order to adapt to the future of the business.

2. Become a business partner that targets specific areas of the business, aiding managers with performance management and pro-actively mentoring them to become 'organisation champions'. This would aid in the reduction of case work and administration.

3. Embrace the strategic direction of the organisation. This entails leading the development of human capital and addressing the organisational capabilities required to meet the future requirements of SLHD. The benefits are that the organisation will understand the value of its HR department and utilize its expertise to the best effect. It may however mean, as stated in the literature, that strategy impacts the day to day roles of HR and administration and support services are weakened.

RECOMMENDATIONS

The approach to which SLHD's HR department can achieve a 5% efficiency saving is without change to the HR model. The ideal model should entail components from the Business Partner Model and have key elements of strategy tied into processes right down to administration. Although there is a quick fix to achieving the 5% efficiency via review of administrative practices and outsourced services the future of SLHD will not allow for the HR department to maintain it's reactive state.

However a necessary quick fix is to review the OH service. There is substantial evidence and concern to implement this change. Consultation should be made with DMBC OH department and other service provides to benchmark service delivery and value for money. It should also be considered to develop a HR nurse post within the current or future structure to ensure alignment with organisational needs and to enforce control of the service.

This overall change needs to be implemented via specific, managed projects that are underpinned