Personalo valdymo funkcijos iškeldinimo galimybės Lietuvoje

LTStraipsnyje analizuojamos Lietuvos organizacijų galimybės atlikti personalo valdymo funkciją ar jos atskiras veiklas ne organizacijoje, kitaip tariant, taikant visišką arba dalinį funkcijos iškeldinimą (angl. outsourcing). Galimybės analizuojamos, remiantis organizacijų, teikiančių personalo valdymo (sutr. PV) paslaugas Lietuvoje, internetiniuose puslapiuose pateikiamos informacijos analizės rezultatais. [Iš leidinio]Reikšminiai žodžiai: žmonių išteklių valdymas; Personalo valdymas; Išorinė personalo (žmonių išteklių) valdymo paslauga; Human resource management (HRM); Human resource management outsourcing.

ENMore than ten years management scientists have been analyzing outsourcing - the process when some functions, business processes or activities earlier performed within the company are transferred to outside experts or organizations. According to Porter's Value Chain the human resource management (HRM) function might be attributed to outsourced activities. Thus a manager, who made such a decision, first of all needs to find out the company's abilities to outsource HRM function. Today in Lithuania there are a lot of providers offering HRM services. However, one should ascertain if they all can qualitatively perform this function or its separate activities. The aim of the article is to evaluate the opportunities for outsourcing of HRM function or its separate activities in Lithuania. The main theoretical attitudes that determined the research aspects are the following: • Outsourcing of HRM function is the process of contracting to a third-party which provides HRM service that commonly is performed within the organization. Such situation is determined as permanent partnership. • Outsourcing can be full or partial. Full outsourcing means that outside experts fully and under all rights take over HRM. Partial outsourcing process is based on the same principles as full outsourcing and may appear in two forms: 1) Permanent outsourcing of a separate HR activity or a few activities - it covers a particular or even one HRM activity. 2) One-time outsourcing of a separate HRM activity or its part - it lasts for a short period of time and involves one-time outsourcing of a particular HRM activity or its part. The research data were collected analyzing initial data presented on the websites of HRM service providers. From the general number (120) were selected 50 providers that corresponded to the research requirements.Analyzing initial website information of HRM service providers there can be drawn a conclusion that full HRM outsourcing has limited opportunities in Lithuania as only 5 organizations offer such service. A deeper analysis of HRM service providers and comparison of their offered services with the attitudes towards the HRM function's content let to formulate the following initial assumptions about the opportunities of the partial outsourcing of HRM in Lithuania: • All HRM activities can be outsourced except personnel planning; • Outsourcing of HR employment services, i.e. recruitment and selection activities as well as personnel assessment and training, has the most real opportunities; • Outsourcing of HR administration, job analysis, adaptation, reward, career, turnover management activities has fewer possibilities. A detailed analysis of separate HRM service providers' activities, taking into consideration the number of such service providers, used methods, procedures, their diversity and up-to-date aspects, let the authors of the article to more precisely distinguish the assumptions about the opportunities for partial outsourcing (permanent or one-time) of separate HR activities in Lithuania: • One-time partial outsourcing of all HRM operations, when organizations themselves do not have enough competencies for it, is the most acceptable. It involves development of various HR documents, establishing and implementing of adaptation, assessment procedures, preparing of training, career plans as well as designing of a reward system or its different parts. • It is possible to apply one-time partial outsourcing of selection and assessment when a special competence of a psychologist is required. • There are quite good possibilities to outsource the one-time HR training, applying different traditional and modern employee training methods.• One-time partial outsourcing of the employees' reward and safety activities is likely when organizations need to analyze these activities. • It is likely to outsource recruitment, if organizations are applying traditional recruitment methods, channels and accept outside applicants. Permanent outsourcing of dismissals applying discharge measures is also possible. [From the publication]