You simply can’t remove the HR generalists - they have a truly strategic opportunity and role in the organization. Rather than being a facilitator of data, they have to be a diagnoser of data and a true strategic business partner of management.
Whether its talent management, recruiting woes, turnover, or declining productivity, HR generalists should be at the forefront of diagnosing human capital issues rather than employee issues .
Same goes for HR specialists. That person who used to coordinate training programs may need to gain new skills now that learning management has been completely automated. The performance manager is in the same boat. Instead, these individuals should be looking at proactively optimizing the workforce in an integrated HR framework. The question is if they’ll be able to find the skills to work in a different way towards a different end state says SytematicHR.
To some extent this has also got to do with the organizational matrix and decentralization .Organizations which have delegated HRfunctions at Unit level are also ensuring that generalist perform the role of Specialists.