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Personnel functions are increasing their involvement in human resource strategy and decreasing their involvement in operational personnel issues. This is generally seen as being fundamental to the achievement of any of the visions of HRM as a change from personnel management and the consequent increase in the status and influence of the personnel function. The paper, based on ESRC‐funded research in 214 British businesses, questions the assumption that relying on strategic involvement, while “giving away” operational and technical personnel activities, will increase the influence of the personnel function.

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Personnel managers are increasingly using consultants to make the development of human resources more efficient. There are risks involved, however, as consultants who are poorly selected and briefed, with their activities neither monitored nor reinforced, can disable the training effort in an organisation. Personnel managers need to be both knowledgeable and skilled if they are to make good use of this potentially valuable contribution.