Abstract
This paper aims to analyze the evolution of Human Resource (HR) consulting in transitional economies of Eastern Europe (EE) from the political changes until economic crisis 2008. This article provides insights into the specific socio-economic environment and HR practice of the region. Following Markhams (1999) model the authors analyze specific characteristics of four typical ways of external consultant involvement: informative-benchmarking, design, change and organizational learning consulting in this region. In rendered by sector research institutes controlled by the state or by different ministries. Consulting approaches in EE countries were predominant similar to the school of scientific management. HR Consulting restructuring and development has been developing significantly in all countries. HR consulting has become a significant development tool in the region.
Highlights
This paper aims to analyze the evolution of Human Resource (HR) consulting in transitional economies of Eastern Europe (EE) from the political changes until economic crisis 2008
As changes are accelerating the companies specialized in making these surveys will have to satisfy their clients' needs more quickly, and new technologies and esolutions will probably provide a lot of support in this. The essence of this consulting practice is that the consultant works out a system design of the HR method or process that satisfies client's needs the most, and implements it, if requested (Markham, 1999)
We know several state-owned companies where HR practice is well ahead of that of some multinational companies, but the lack of financial resources, or the constantly changing business management or organizational concepts often hinder the application of modern methods and procedures, even if intentions are good
Summary
This paper aims to analyze the evolution of Human Resource (HR) consulting in transitional economies of Eastern Europe (EE) from the political changes until economic crisis 2008. Important aspects in: While other practices or professions trace their roots back several centuries, management consulting is less than 150 years old. We can find their early origins at the end of the 19th century. In Eastern Europe, after 1990, the large U.S accounting and management consultancy firms entered each country and aggressively pursued business on their own or with partners. The service of a consultant is often intangible, hard to store and/or transport, and difficult to (Miles, et al, 1999:3). In respect of such services we need to highlight the following four. Knowledge, transferred by an HR consultant consists of two main types: Explicit knowledge can be transferred
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