In the flat world, the function of Human Resource Management is changing from:

Enterprise Talent Management–hiring and filling internal positions by searching and screening candidates … to Global Workforce Planning and Talent Sourcing–working with in-house and remote teams, working with outsourcing partners, and weighing the value/trade-offs of internal vs. external expertise.

For HR to remain relevant, it has to consider:

• Which positions or entire teams can (or may) be outsourced?
• What companies can be good outsourced partners?
• What are the unique specializations and expertise the company needs? And are there companies who have such expertise for hire?
• Which positions should remain internal and why?

The New New HR collaborates with line-of-business managers, not the CEO. More and more, line-of-business managers are the ones who have the authority, the budget, and accountability to meet their business objectives. These managers will outsource if it make sense to streamline or to get things done faster. Therefore, HR’s role has to change to include business partners and other non-traditional sources of specialized talent.

In the next blog entry on this topic I will discuss how HR has also earned a seat at the table for enterprise wide project management, business process improvement and compliance initiatives.