"Human Resource Champions: The next agenda for adding value and delivering results" by David Ulrich (1997)
This is the traditional perspective of HR practices. The new view focuses on deliverables achieved through new strategic activities.
HR holds the keys to success in overcoming eigh major challenges facing executives now and in the future.
The challenge is to build an employee infrastructure for hiring, training, and motivating employees that takes a global, not a national perspective.
Focus shifts to value chain(suppliers and customers) for business competitivenes and Hr Services...less focus on activities within the firm and more on the value chain.
Cutting costs is only part of the equation..the other part consists of identifying new paths to growth such as leveraging customers, leveraging core competencies, mergers, acquisitions or joint ventures. Profitable growth will require rethinking organization and HR tools so that growth aspirations can be realized through organizational actions.
HR professionals need to frame what they do in terms of the capabilities they create.
Managers, employees and organizations must learn to change faster and more comfortably. HR professionals need to help their organization change.
Managers and HR Professionals responsible for redefining work at their firms need to figure out how to make technology a viable and productive part of the work setting.
Traditional measures of success were financial, new measures must include intellectual capital. Seeking, finding, and using such measures will be among the primary challenges facing the HR professionals of the future.
Transformation focuses on creating mindshare more than market share-this results when the employees and the customer's move from fundamentally different images of the company to similar issues.
New roles are articulated in terms of value created.
When HR professionals work as strategic partners, they work with line managers to institute and manage a process that creates an organization to meet business requirements.
Reegineering should include HR. The lack of HR involvement in business reengineering may contribute to the fact that only about 25% of such efforts succeed.
HR professionals who work as employee champions focus on finding the right balance between demands and resources. They help legitimate demands on employees,and they help employees deal with demands by learning to focus and set priorities.
The primary job of an HR professional as change agent is to guide those charged with making a change into choosing smart actions.