The link between HR professionals and HR consultants. A study on value adding HR professionals at HUS and Outokumpu

Abstract

Research Objectives

This research links Strategic Human Resource Management (SHRM) with Human Resource (HR) Consulting. There is one primary research objective. The research explores the link between HR professionals and HR consultants in the context of adding value to the organization.

Research Method and Data

The research was based on a thematic structure conducted from the latest academic writings. There were four main themes: strategic value adding, current HRM challenges, competences of HR professionals, and the attractiveness of HR consultancy. The themes were further explored by interviewing the heads of HR and their direct employees in two Finnish organizations: Hospital District of Helsinki and Uusimaa and Outokumpu Oyj. A total of 8 people participated in the research. The data was collected applying semi-structured interview as a qualitative research method. The data was analyzed by using the same thematic structure as in the literature review and interview outline. The findings of the two organizations were compared and reflected against the theoretical framework in order to draw conclusions and make generalizations.

Research Findings

The research indicates that strategic value adding has gradually become the objective for HR professionals. Value adding is closely related to fulfilling the needs of the customers. HR consultants also share the need of adding value to an organization. Thus, the two professions are closely related in terms of HR expertise, value adding and customer-orientation. The empirical evidence from the two researched organizations showed that the HR professionals had real aspirations and willingness to become more strategic contributors in their organizations. However, their recent contributions for implementing the readjusted strategies of the organizations were not considered to be at the desired level. The HR professionals at the researched organizations considered the use of consultants rather likely within the future direction of the HR function. The research indicated similarities and differences between the researched organizations and attempted to bring the findings close to the theoretical context.