The changing nature of the HR function in UK local government and its role as “employee champion”

Abstract

PurposePublic sector reforms and external performance review has meant that the HR function in UK local government is not only expected to continuously review working practices but is also facing major changes in its role and its own service delivery. This paper explores how changes driven by the pursuit of efficiency and cost cutting may impact on the function's ability to fulfil the employee champion role that Ulrich identifies as essential to it making a valuable strategic contribution.Design/methodology/approachThe findings are drawn from interviews, focus groups and desk research conducted in three large local authoritiesFindingsThe emergent concerns, tensions and dilemmas across the case study organisations suggest that changes, both planned and actual, to HR's role and services will impact on the function's ability to act as an “employee champion” due to reduced employee contact and more fragmented HR roles.Research limitations/implicationsThe findings are based on three case studies, so there is an issue of their wider application – and they provided rather more insights into the views of HR staff and line managers than of other employee groups.Practical implicationsThe devolved, decentralised, outsourced and self service models of HR service provision require careful internal evaluation as this study's findings indicate they may well have hidden costs in terms of promoting employee commitment in large public sector organisations.Originality/valueA qualitative study of how changes to the HR function's role and service delivery can impact on the HR's responsibilities for employee relations rather than the more usual considerations of cost effectiveness and efficiency.