It's easy to blame HR for your team's shortfalls. In the end though, it's your fault and responsibilty.
Part of the reason organisations struggle to switch to managing to outcomes is that its difficult to measure employee performance. Once that becomes difficult, how do we know someone did a good job? How do we know if that person should receive a raise? A promotion?
Teams that don't make customer facing work still work on "products" and have "customers." This article explains how to think about this kind of work - from HR, Legal, Finance et al - in a new light.