Human resources UK

Human resources needs to create value and deliver results. Dave Ulrich turns traditional thinking about HR management upside down and challenges Human Resource professionals to define the value they create for customers and employees in his book Human Resource Champions. Delivering results means focusing on the outcomes and results of human resources work.

• Organizational Capabilities
  
• Multiple Role Model

Organizational Capabilities. Dave Ulrich notes that the pace of change required by technology, globalization, profitable growth, and customer demands places workforce competence and organizational capabilities at centre stage. Organizational capabilities are things an organization does better than its competition, a source of competitive advantage (such as streamlining order-to-remittance process, learning more quickly than competitors, organizing around customer requirements). He challenges readers to redefine organizational capabilities to sustain and integrate individual competencies. He insists that Human Resource professionals need to frame what they do in terms of the organizational capabilities they must create.

Multiple Role Model. Most books on human resources are organized around human resources practices. This book is organized differently; it is organized around the deliverables or outcomes of human resources work and the activities required to accomplish these outcomes. Dave Ulrich presents a framework that clearly shows four key roles that human resources professionals must fulfil in order to add the greatest value to the organization These are Strategic Partner, Change Agent, Employee Champion and Administrative Expert.

Strategic partners translate business strategy into action. They systematically assess and align HR practices with business strategy. Organizations have numerous systems. The ability to design, integrate, and operate these systems is the essence of effective organizations. Building new organizational capabilities call for performance management programs aligned with the desired outcomes. Deliverable/outcome: executing strategy.

Administrative experts improve processes, apply the principles of reengineering business processes to human resources processes, rethink value creation, rethink how work is performed, and measure human resources results in terms of efficiency (cost) and effectiveness (quality). Deliverable/outcome: building an efficient infrastructure.

Employee champions listen and respond to employees and find the right balance between demands on employees and resources available to employees. They promote employee contributions. Deliverable/outcome: increasing employee commitment and capability.

Change agents understand the theory and apply the tools of change. They lead transformation by doing it first within the human resources function. They serve as catalysts for change, facilitators of change, and designers of systems for change. Deliverable/outcome: creating a renewed organization.

Dave Ulrich devotes an entire chapter to each role. He provides numerous surveys and assessment tools. Actual business applications and outcomes permeate the book. His bottom line is that human resources champions master, align, and leverage these practices so that employees, customers, and investors receive value from Human Resources.

 business partnering programme

Shared Services

1. Dave Ulrich
   Dave Ulrich is the author of the book Human Resource Champions. It demonstrates how Human Resource business partners and line managers can collaborate to create an organisation that has the capacity to learn, is capable of change, and delivers improved performance.
2. Human Resources
   Human resources is described by Dave Ulrich as four key roles. Management of strategic human resources, management of firm infrastructure, management of employee contribution and management of transformation and change. It is within this last role that business partners have a significant role to play.
3. Business Partners
   Business Partners are Human Resource professionals who 'face into' the business. These professionals use 'best practice' Human Resource techniques and methods to support business managers on issues such as organisation change and improving business performance.
4. Business Partnering
   Business Partnering is building powerful strategic relationships with business managers in order assist in the improvement of performance and 'add value'. Becoming a partner in the delivery of business performance.
   

Quaility Consortium

Bourne House
53 Colesbourne Drive
Downhead Park
Milton Keynes
MK15 9AW

Terms and Conditions - Home Page

© Copyright 2002 Quality Consortium. All rights reserved.
All trademarks and service marks are the properties of their respective owners.

Yahoo ¦ Google ¦ MSN ¦ Netscape ¦ Aol ¦ Lycos ¦ ODP ¦ About ¦ Looksmart ¦ Fast ¦ Wisenut ¦ Teoma

Useful Search Engines to find more information on Human resources