5SDL HR Service Delivery

This unit of HR service delivery focuses primarily on supporting and providing employee services. Since it covers service delivery in an employee lifecycle, this is one of the basic HR units. The delivery of HR service impacts all phases of an employee’s career within an organisation, from the time they are hired to when they leave. In addition, it affects all the people HR may come in contact with during employment. Therefore, HR practitioners need to comprehend what it takes to deliver effective and efficient services. When the CEO or employee of an organisation requires HR services, their first defence point is service delivery. In the same way, HR and customer interactions leave a lasting impression on an organisation.

Delivery of services is a crucial component of achieving organisational goals. HRM in an organisation plays a critical role in service delivery since it is the only department that deals directly with employee issues and management issues. Therefore, students in human resource management will significantly benefit from this course. Unit objectives include:

• Discussion of different HR service delivery models
• Understanding how to establish and monitor an HR service delivery model
• Understanding the challenges of maintaining effective HR services
• To understand how organisations change the structure and location of HR services

Individuals in the HR profession or aspiring to enter the field can benefit from the human resource service delivery unit. This unit will be an asset to individuals seeking to develop their careers in Learning & Development and Human Resources. In some organisations, HR policies and strategies are implemented by people other than HR. Such organisations should enrol individuals tasked with that role in this unit to understand the HR role within an organisational and environmental context. This module will learn about the various service delivery models that facilitate effective and efficient service delivery. Two types of HR service delivery models will be covered in the module.

HR Service Delivery Models

Traditionally, services are provided to HR departments by generalists. In many organisations, this is the most common model of service delivery. In the traditional model, the HR department resides within a central team responsible for providing services to the organisation. The team consists of generalists, specialists, and administration staff. In a traditional model, the HR department handles the needs of employees, managers, senior staff, and visitors to the company. Human resources in these models are often focused on administrative tasks instead of managerial and technical tasks. The traditional model of HR service delivery is the most common method used by most organisations. This model is especially common among medium and small-sized enterprises and private companies.

Ulrich’s three-legged stool model is another model of HR service delivery. The delivery of HR services in this model is based on the concept of strategic partnering. The model will be discussed in the unit as being ideal for larger organisations due to its focus on dividing HRM into different functional areas. As per this model, HR service delivery is influenced by three critical strands. The three strands will be as follows:

• The HR strategic partners.

A strategic partnership refers to how an organisation’s HR function works closely with its managers to achieve its objectives. The primary benefit of business partnering is that it allows HR practitioners to become more strategic contributors and increase engagement with managers. Furthermore, the HR role and good people skills enable the partners to raise issues that may remain hidden from the managers.

• The HR centre of expertise.

Human resource experts who have extensive experience with leading HR solutions form the centre of expertise. During the module, students will understand how a centre of expertise gives an organisation a competitive edge in some HR areas, such as training, rewards, and talent management. By the end of this unit, students will be familiar with the many areas of Ulrich’s three-legged model covered by this second strand.

• The shared HR services.

According to the unit, sharing HR services is the third and final strand that emerged in the 1990s. The third leg of Ulrich’s model suggests that administrative tasks can be performed centrally. Cost, quality, and organisation change are the three main principles that guide shared HR services. Within each principle, students are required to add examples of existing organisations to assess the details.

Other HR service delivery models include self-service and outsourcing. Ideally, HR service delivery models should be understood to have strengths and weaknesses. The learners will be able to select a suitable model for particular organisations or industries at the end of the unit.

Learning Outcome

Upon completion of the unit, learners will be able to:

1. Describe and understand the various methods of HR service delivery
2. Determine the best HR service delivery model for different organisations.
3. Keep HR services up-to-date and manage them
4. Play a vital role in the restructuring of organisations and the offer of HR services.

Wrap Up

In an organisation, HR functions can take on different roles and structures depending on the needs and objectives of the organisation. The delivery of service is an essential component of the changes that can achieve an organisation’s objectives. The unit, Human Resource Service Delivery, is essential for all HR practitioners, and the knowledge gained is sound in the real world. The HR service delivery models covered in the unit constitute best practices, and learners will decide which to apply to their workplaces. Students will become efficient and effective in their service delivery approaches at the end of the unit and thus fit for the competitive market.

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