A New Mandate For HR

HBR Article by Dave Ulrich Professor, University of Michigans School of Business

Why HR Matters Now More Than Ever

Companies face five critical challenges: Globalization Profitability through growth Technology Intellectual capital Change

Should We Do Away With HR?

In recent years a number of people who study and write about business along with many who run business-have debated this question.
The debate arises out of serious and widespread doubts about HRs contribution to organizational performance.

Reasons for HRs Beleaguered Reputation

Often ineffective Costly Value sapping

Role Change
HRs role has to change to help deliver organizational excellence thro: Speed Responsiveness Agility Learning capacity.

Organisational Excellence
Partner with line managers in strategy. Become an expert in the way work is organized & executed. Employee champion. Agent of continuous transformation, shaping processes and culture that together improve an organizations capacity for change.

Partner in Strategy
Define & articulate organizational architecture. Responsible for organizational audit. E.g, to what extent does the company have the right culture, competence, leadership to achieve the goals. Bring state of art approaches; culture change programs, reward systems, PM.

Administrative Expert
Shed their traditional role of rule-making policy police. But ensure routine work is done well. Automated & flexible benefits program, screening resumes & reduce hiring time. Electronic bulletin boards that allows employee to communicate with senior executives.

Employee Champion

Ensure employees are fully engaged. Make them believe their work is valued. Orient & train line about importance of high morale. Be the employees voice. Offer employees opportunities for personal growth. Organize resources that help employees meet the demand put on them.

Change Agent
Build capacity to change - the primary difference between winners & losers. Broad vision statements get transformed into specific behavior. Change scares people into inaction. As a change agent replace resistance by articulating the meaning and reason for change.

Managing Change
Restraining Forces

(Lewins Model)

Desired State

Status Quo

Driving Forces

Time

ULRICH VIEW Summary

ROLE/CELL
Management of Strategic Human Resources Management of Firm Infrastructure Management of Employee Contribution

DELIVERABLE/ OUTCOME
Executing Strategy Building an Efficient Infrastructure Increasing Employee Commitment & Capability

METAPHOR
Strategic Partner

ACTIVITY
Aligning HR & Business Strategy: Organizational Diagnosis Reengineering Organization Processes: Shared Services Listening & Responding To Employees: Providing Resources To Employees Managing Transformation & Change: Ensuring Capacity for Change

Administrative Expert

Employee Champion

Management of Transformation & Change

Creating a Renewed Organization

Change Agent