David Ulrich - Human resource champions: the next agenda for adding value and delivering results

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title	:	Human Resource Champions : The Next Agenda for Adding Value and Delivering Results
author	:	Ulrich, David.
publisher	:	Harvard Business School Press
isbn10 | asin	:	0875847196
print isbn13	:	9780875847191
ebook isbn13	:	9780585312545
language	:	English
subject	Personnel management, Organizational change.
publication date	:	1997
lcc	:	HF5549.U39 1997eb
ddc	:	658.3
subject	:	Personnel management, Organizational change.

Page iii Human Resource Champions The Next Agenda for Adding Value and Delivering Results Dave Ulrich

Page iv Copyright 1997 by the President and Fellows of Harvard College All rights reserved Printed in the United States of America 04 03 02 01 00 99 17 16 15 14 13 12 11 Library of Congress Cataloging-in-Publication Data Ulrich, David, 1953 Human resource champions: the next agenda for adding value and delivering results / Dave Ulrich. p. cm. Includes bibliographical references and index. ISBN 0-87584-719-6 (alk. paper) 1. Personnel management. 2. Organizational change. 3. I. Title. HF5549.U39 1996 658.3--dc20 96-8754 CIP The paper used in this publication meets the requirements of the American National Standard for Permanence of Paper for Printed Library Materials Z39. 49-1984.

Page v Contents Preface vii 1 The Next Agenda for Competitiveness: Human Resources 1 2 The Changing Nature of Human Resources: A Model for Multiple Roles 23 3 Becoming a Strategic Partner 53 4 Becoming an Administrative Expert 83 5 Becoming an Employee Champion 123 6 Becoming a Change Agent 151 7 HR for HR 189 8 What's Next? 231 Notes 255 Index 273 About the Author 283

Page vii Preface In the past few years, a number of articles, columns, and books have debated the question "Should we do away with HR?" This is a silly question and a senseless debate. Of course we should do away with HRif it fails to add value and impedes performance. Of course we should keep HRif it creates value or delivers results. A more useful question, the question addressed in this book, is "How can HR create value and deliver results?" Answering this question requires a fundamentally different way of thinking about HR. Current HR thinking can be seen in any HR textbook. Titles and content may differ slightly, but nearly all the chapter headings focus on what HR people do: staffing, development, compensation, benefits, communication, organization design, high performing teams, and so on. These chapter headings reflect the paradigm that has dominated HR for the past forty years: making sure that HR is done in increasingly innovative, useful, and even elegant ways. I want to turn this thinking on its side. I want to focus less on what HR professionals do and more on what they deliver. Delivery focuses on the outcomes, guarantees, and results of HR work. This book focuses on four generic outcomes: strategy execution, administrative efficiency, employee contribution, and capacity for change. Other possible innovative HR texts might define other outcomes by organizing material under such chapter headings as globalization, customer intimacy, operational excellence, learning culture, and so on, and then demonstrate how HR practices (what we do) make these deliverables happen. I hope that, partly as a result of

Page viii this book, chapter headings in future HR texts will feature outcomes, or what happens because HR does good work. Shifting the focus from doables to deliverables challenges traditional beliefs and assumptions about HR professionals, HR practices, and HR departments. HR professionals must become partners, players, and pioneers. They are more than people who pass through and happen to be assigned to work in HR; they are theory-based, competency-driven experts who draw on a body of knowledge to make informed business decisions. HR practices must be designed to create value and deliver results. HR practices are organizational processes that can enhance individual competencies and organizational capabilities (in other work Bob Eichinger, Michael Lombardo, and I have used the term cultributes to refer to this combination of organizational culture and attributes). When HR practices are aligned with the needs of internal and external customers, firms are more likely to succeed. HR departments must be held to a higher standard than they have been up until now. They must move their HR professionals beyond the roles of policy police and regulatory watchdogs to become partners, players, and pioneers in delivering value. By prodding and pushing HR, I am predicting a more optimistic future than past. Some HR prophets tell HR professionals that they are doomed by their incompetence and headed for hell. I would rather tell them how to repent so that they can go to heaven. I am an optimist about HR, not just because I like HR professionals (which I do, for the most part), but because the issues with which HR professionals deal are at the heart of organizational success.

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