Government

Public sector human resources capabilities are at a crossroads, where they are challenged to begin moving their departments from the role of ensuring administrative compliance to helping to drive strategy and larger outcomes for the entire organization.

This research report shows that many public sector HR organizations struggle to define and deliver value above and beyond personnel transaction processing activities. Implied in this desire to 'transform' aspects of HR, however, is the notion that policies and procedures both drive and are reflected in the fundamental organization and delivery model for HR. As part of delivering services, many in HR are looking beyond the four walls of their own department to external change agents - be it a consultant (who gives advice on HR strategy and workforce alignment), sourcing advisors (who assist organizations with assessing the efficiency and effectiveness of their HR operations and help explore alternative service delivery models), systems integrators (who develop technology solutions to help implement strategies and processes), or outsourcing providers (who actually own and operate certain, non-constituent facing HR processes)--who could serve as the catalyst for transformation.