This paper is concerned with what HR professionals do and how they do it, bearing in mind the comment of Boxall and Purcell (2003) that 'HRM does not belong to HR specialists'. HRM belongs to line managers and the people they manage - the stakeholders in people management.

This chapter starts with an analysis of the basic roles and activities of HR professionals and of the various models of these roles. A number of issues that affect the role of HR people are then explored; these comprise gaining support and commitment, role ambiguity, role conflict, ethics, and professionalism. The chapter concludes with a discussion of the competencies required by HR practitioners.