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Some big companies (esp. IT) treat HR as an internal profit center, with inter-departmental billings and targets etc. Other big companies and most SMBs treat HR as a cost center where it is expected to provide services on demand, more a homemaker role.

There might be positives and negatives about both approaches.

Some questions which experienced HRs could help with:

1. How different is the internal HRD structure in both?

2. Are the skill sets for jobs in both cases different? How easy is it to adapt to one from the other?

3. Are payscales different?

4. Are stress levels different?

5. Is the nature, extent and speed of personal growth different?

6. How does this difference affect the organization as a whole? Any case study on an organisation shifting from one mode to another?

7. How is HRD's value addition measured/ estimated in both cases?

8. How different are interpersonal relations within HRD in the two modes?

9. How different are relations between HRD and other departments?

10. How does the above affect relations between individuals?


A R Eclexys

From India, Mumbai
cost center is simply providing a product/ service, calculating the cost of production,add a normal profit margin to arrive at the final figure. here one may tolerate ineffiecient manpwoer/ tech/ processses.
the profit center approach is more in tune with the times, "market" serves as a good correction mechanism so that people are forced to look at the good performers and strive to emulate them or persih...
however it may not fit in all companies per se.

From India, Delhi
Thanks, but they are not the answers to the questions in the above post. There are examples of HR being both a profi center and HR being a cost center in large IT companies. Their experiences, as gauged in casual conversation, are different enough to enlighten the HR community in general.
From India, Mumbai
Please refer to the following post:

From United States, Daphne

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