| Popis: |
In this chapter, we set out an account of business change – its pace, scale, and impact – as the underlying driver for the radical overhaul of the BT Group strategies for people, human resources (HR), and its HR systems. The case illustrates how the four key drivers mentioned in Chapter 1: Technology, Outsourcing, and HR Transformation: an Introduction played a significant part in the emerging e-HR system, with transformational rather than transactional change being the primary reason underlying the developments. It also illustrates the design and implementation problems of e-HR and HR transformations, including the need to re-engineer existing HR processes. We conclude with some lessons learned that may have implications for other organizations seeking to implement an e-HR transformation on a global scale. |
