A global energy company was an innovator in HR outsourcing. Driven by a need to reduce costs, streamline and integrate HR practices from multiple acquisitions, and operate HR more efficiently, the HR leadership team initiated a ground-breaking contract with an HR business services company. In this contract, they outsourced 18 major HR practices, with many of their HR professionals transitioning over time to the outsourced company’s payroll. In addition, the business services company would take the lead in providing systems-based solutions to HR work.
While the implementation of this work was dramatic, it left ambiguous the role of the HR professionals who remained. What should the retained HR force know and do to add the most value?