Outsourcing by itself is not said to be problem free. There are multiple concerns associated with outsourcing. In this context an important element to analyze for is why a HRM staff is needed. Primarily the hospitality industry was interested in only outsourcing functions such as that of housekeeping and cleaning. These are not strategic functions in the system and might be considered as being advantageous for the organization. However, later the Hospitality industry was more interested in outsourcing even the administrative and strategic HR functions, because of the impending workforce shortages. International HRM models came into existence as well in the 2000s and outsourcing was considered to create strategic value for a diverse sect of consumers. Locally managed traditional HR functions were moved to line managers or external HR consultants. However this created the problem of loss of control. In the future this continuing trend will result in a highly decoupled loss of control in the industry (Hall, 2000). Although the HR outsourcing trend was developed to curb the problem of high costs, it would fast lead the organizations into hidden costs in the form of greater quality management, monitoring costs and reputation loss related costs. The amount of accountability that a third party agency would show towards their job functions is debatable. In addition there will also be loss of skills in the workplace. Traditionally a HRM system would have ensured that there was adequate skills and development in the workplace, with the absence of the HRM system workers with only managerial level skills who rely on other agencies for human resource skills are created. While solving the immediate problems created by labor shortage, outsourcing would be creating long term problems in the future (Raiborn, Butler, & Massoud, 2009).