Kennedy Research has published a recent study that shows that HR consulting is a growth area in the global market. One possible interpretation of these findings is that more HR services are being out-sourced. Does this mean that internal HR functions are unable to deliver what their organizations need? If so, what is missing?

After many years as a management consultant, I find that in most companies, the HR function is under-valued, under-resourced, and seldom viewed as a contributor to the bottom line. There are exceptions. These exceptions tend to be organizations that thrive and enjoy reputations as good places to work.

It seems that most organizations treat HR as a "maintenance" function that deals with payroll, employment records, industrial relations and training. I know of many organizations with no HR function at all. Yet, payroll, benefits and other employee-related items comprise the largest segment of the operating budget.

In those instances when I am retained as a consultant, there are always strategic issues linked to human performance issues that prompt the call. Ironically, the request often comes in the form of "come and train somebody". This is usually requires me to educate the decision-makers (usually not the HR executive) on how greater benefits can be achieved through a more structured, often holistic, approach.

Perhaps today's HR practitioners need to submit their methods and mindsets to the global criteria that defines best practice for professional management consultants. The Certified Management Consultant (CMC) designation is the standard for the world and the common body of knowledge that underpins it can be a powerful tool in redefining the HR role. Recently, access to the CMC designation has become available through the Caribbean Institute of Certified Management Consultants (CICMC). It is worth checking.

God bless.