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Time to stop implementing generic models as gap between what business wants from HR and what it gets widens

Few would argue that an effective HR practice can be a real source of competitive advantage to a company. Acres of research have been produced showing a powerful relationship between good HR management, employee commitment, and business performance.

Yet just as much research suggests that there is a gap—and, in all probability, a growing gap —between what most organisations would like their HR departments to deliver and what they actually get. A recent Economist Intelligence Unit / KPMG survey into the future of HR confirms this widening chasm.

Dave Ulrich, one of the best-known HR experts, has described this credibility gap in simple terms. He sees HR as the function that “offers the greatest promise but consistently underperforms in reality.”

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Robert Bolton, partner in KPMG Management Consulting and global lead of the firm's HR Centre of Excellence