Evidence from academic research and management experts in the United Kingdom and elsewhere confirms that the recent focus in work organizations on cost reductions through downsizing has changed the roles and structures of many human resources (HR) units. HR units have had to prove their contribution to the organization's bottom line, raise their profile, and be seen as adding value to the organization. In some organizations, HR professionals are being expected to assume a full range of strategic involvement--from setting strategy for the organization to creating strategy in the absence of a firm business plan. In other organizations, they are expected to function as consultants. The extensive changes occurring in organizations have had an impact on HR units themselves. Most HR units are now smaller and refocused on customers' needs. The most common organizational change in HR delivery has been to concentrate the strategic function and roles within a corporate center, with operational support delivered through divisional support units. Because some HR units now have less direct power, their influence has been reduced. The market environment within which some units now operate adds a further barrier to meaningful partnership. (Contains 67 references and 11 figures.) (MN)