This document summarizes Dave Ulrich's ideas about transforming HR over the past 15 years. It discusses: 1) Ulrich's multiple role model for HR from 1997 which included strategic partner, change agent, and administrative expert roles. 2) Common pitfalls HR can face including acting without rationale or in isolation from business strategy. 3) Ulrich's model for HR transformation which emphasizes understanding the business context, defining outcomes, and redesigning HR practices. 4) The evolution of HR roles from employee champion to strategic partner to leader.

1. HR – Transformatie
HR op maat van de business
Prof Dr Dirk Buyens

2. Where did the strategic HR thinking bring us?
“15 years of Dave Ulrich thinking”
Crucial concepts:
Back to the business
Delivering added value
Thinking in “outcome” language rather than input or
HR Techno-language
Conclusion: HR, simple & pure
© Vlerick Leuven Gent Management School

3. Ulrich in 1997: Multiple role model for HR
Long term
Management Management
of strategic of transformation
human resources and change
Processes People
Management
of the Management
administration of of employees
the organization
Short term
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4. Definition for HR roles
Role/Cell Outcome Metaphor Activity
Management of Executing Strategic Aligning HR and busi-
Strategic Human strategy Partner ness strategy: “Orga-
Resources nisational diagnosis”
Management Building an Administrative Reengineering Orga-
of Firm efficient Expert nisation Processes:
Infrastructure infrastructure “Shared Services”
Management Increasing em- Employee Listening and responding
of Employee ployee commitment Champion to Employees: “Providing
Contribution and capability resources to employees
Management Creating a Change Managing transformation
of Transforma- renewed Agent and change: “Ensuring
tion and Change organisation capacity for change”
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5. Shared responsibility for HR-roles
Long term
Outside consultants
Linemanagement
Linemanagement
HRM
HRM
Processes People
HRM
HRM
linemanagement
Outsourcing
Employees
Technology
Short term
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6. Ulrich 15 years later: Common pitfalls (derailers
to watch out for)
1. Action before rationale
2. HR in isolation
3. HR in increments
4. HR by individual fiat
5. Placing HR structure before business strategy
6. Efficiency equals transformation
Dave Ulrich, HR Transformation, 2009
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7. Model for HR Transformation
1
BUSINESS
CONTEXT
(why)
4
HR- 2
ACCOUNT- OUTCOMES
ABILITY (what)
(who)
3
HR
REDESIGN
(how)
Dave Ulrich, HR Transformation, 2009
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8. Road map for enhancing HR practices
PROCESS:
ENHANCING Ways to improve or reengineer HR practices
HR PRACTICES
ALIGN INTEGRATE INNOVATE
Categories of HR practices
PEOPLE
CONTENT:
PERFORMANCE
COMMUNICATION
WORK
Dave Ulrich, HR Transformation, 2009
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9. Dave Ulrich, HR Transformation, 2009
Evolution of HR roles
LATE 1990s LATE 2000s EVOLUTION OF THINKING
Employee Employee Advocate (EA) Employees are increasingly critical to the success of
Champion organisations. EA focuses on today’s employee
Human Capital HC developer focuses on how employees prepare for the
(HC) Developer future.
Administrative Functional Expert HR practices are central to HR value. Some HR practices are
Expert delivered through administrative efficiency (such as
technology), and others through policies, menus, and
interventions, expanding the functional expert role.
Change Agent Strategic Partner Being a strategic partner has multiple dimensions: business
expert, change agent, knowledge manager, and consultant.
Being a change agent represents only part of the strategic
partner role.
Strategic Partner Strategic Partner The view has expanded to encompass the dimensions once
attributed to either the strategic partner or the change agent
roles.
Leader The sum of the first four roles equals leadership, but being
an HR leader also has implications for leading the HR
function, integrating work of other functions, ensuring
9| © Vlerick Leuven Gent Management School | 08-06-2011 | corporate governance, and monitoring the HR community.

10. Building Human Resources from the outside in
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Dave Ulrich, HR Transformation, 2009

11. Architecture for Intangibles
Dave Ulrich, HR Transformation, 2009
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12. Defining Capabilities
Individual Organization
An individual’s An organization’s core
Technical
competence competencies
An individual’s An organization’s DNA,
Social leadership or personality, or
interpersonal ability capability
Dave Ulrich, HR Transformation, 2009
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13. Combining growth strategy, capability, and practices
Dave Ulrich, HR Transformation, 2009
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14. Talent questions HR needs to address
What do we mean by talent?
What are the top things a leader should know about
talent?
How can leaders work with their HR professionals to
build talent?
Dave Ulrich, HR Transformation, 2009
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15. What do we mean by “talent”?
CEO succession … building succession
(The crown prince effect)
High potential employees … identifying and developing early
(The happy few syndrome)
Leaders in key positions in het company … gaining support
(The holy manager pitfall)
All individuals within the company (workforce, human capital,
people, employees, etc.) … increasing productivity
(The flower power movement)
The organization capability of building talent (culture,
teamwork, process) … shaping a culture
(The one size fits all paradigm)
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16. TALENT =
COMPETENCE X COMMITMENT X
CONTRIBUTION
Dave Ulrich, HR Transformation, 2009
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17. What doe we mean by “talent”?
Talent is a systematic process (not an event) to
secure general and targeted individual
competencies (what people know, do, and value)
and organization capabilities (not just a person, the
process) that create sustainable value for multiple
stakeholders (employees, customers, investors)
Dave Ulrich, HR Transformation, 2009
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18. Matching behaviour versus performance
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19. Matching behaviour (potential) versus performance
19 | © Vlerick Leuven Gent Management School | 08-06-2011 | Dave Ulrich, HR Transformation, 2009

20. Invest in talent
Strategy Definition
Acquire new talent by recruiting individuals from outside
B Buy or from other departments or divisions within the
organization.
Develop talent through training, education, formal job
B Build training, job rotation, special assignments, and action
learning.
Partner with consultants, vendors, clients, and suppliers
B Borrow outside the organization in arrangements that transfer skill
and knowledge.
B Boost
Move the right people through the organization and into
higher positions.
B Retain employees with high growth potential and valued
Bind
talent.
B Bounce Remove low-performing or under-performing individuals.
20 | © Vlerick Leuven Gent Management School | 08-06-2011 | Dave Ulrich, HR Transformation, 2009

21. Key attributes of HR
Dave Ulrich, HR Transformation, 2009
TALENT CUTURE & STRATEGY
MGR/ORG CHANGE ARCHI-
DESIGNER STEWARD TECT
Organisation
capabilities
OPERA- BUSINESS
TIONAL
ALLY
EXECUTOR
Systems & processes
CREDIBLE
ACTIVIST
Relationships
HR
PROFESSIONALISM
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22. In the end it is better to get HR
at the board table
than on the table
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