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The HR Value Proposition

Book Description

The international best seller Human Resource Champions helped set the HR agenda for the 1990s and enabled HR professionals to become strategic partners in their organizations. But earning a seat at the executive table was only the beginning. Today's HR leaders must also bring substantial value to that table. Drawing on their 16-year study of over 29,000 HR professionals and line managers, leading HR experts Dave Ulrich and Wayne Brockbank propose The HR Value Proposition. The authors argue that HR value creation requires a deep understanding of external business realities and how key stakeholders both inside and outside the company define value. Ulrich and Brockbank provide practical tools and worksheets for leveraging this knowledge to create HR practices, build organizational capabilities, design HR strategy, and marshal resources that create value for customers, investors, executives, and employees. Written by the field's premier trailblazers, this book charts the path HR professionals must take to help lead their organizations into the future. Ulrich is a professor at the University of Michigan School of Business and the author of 12 books and more than 100 articles on the subject of human resources. Brockbank is a clinical professor of business at the University of Michigan School of Business, the author of award-winning papers on HR strategy, and an adviser to top global organizations.

Table of Contents

  1. Epigraph
  2. Title Page
  3. Copyright Page
  4. Table of Contents
  5. Preface
  6. 1 - The Premise of HR Value
    1. HR Transformation
    2. Premise of HR Value
    3. Five Elements of the HR Value Proposition
    4. From Vision to Action: The Fourteen Criteria of the New HR
    5. Blueprint for the Future
  7. 2 - External Business Realities
    1. Technology
    2. Economic and Regulatory Issues
    3. Workforce Demographics
    4. Business Realities and HR Responses
  8. 3 - External Stakeholders
    1. Investors and HR
    2. Customers and HR
    3. The Value Proposition as Defined by Investors and Customers
  9. 4 - Internal Stakeholders
    1. HR Helps Line Managers Build Organization Capability
    2. HR Helps Employees Build Personal Ability
    3. The Value Proposition as Defined by Line Managers (Capabilities) and Employees (Abilities)
  10. 5 - HR Practices That Add Value
    1. Working with the Flows
    2. Flow of People
    3. Flow of Performance Management
    4. Menus for People and Performance Flows
  11. 6 - HR Practices That Add Value
    1. Flow of Information
    2. Flow of Work
    3. Menus for Information and Work Flow
  12. 7 - Building an HR Strategy
    1. Framework
    2. HR Strategy Development Process
  13. 8 - HR Organization
    1. Single Business: Functional HR
    2. Holding Company Business: Dedicated HR
    3. Diversified Business: Shared-Services HR
    4. Steps to HR Transformation
  14. 9 - Roles for HR Professionals
    1. Employee Advocate
    2. Human Capital Developer
    3. Functional Expert
    4. Strategic Partner
    5. HR Leader
    6. Playing the New Roles
  15. 10 - HR Competencies That Make a Difference
    1. Evaluating Competency for HR Professionals
    2. Impact of the Categories
    3. Assessment Tool
    4. Competencies Matter
  16. 11 - Developing HR Professionals
    1. Principles of Professional Development
    2. Training for HR Professionals
    3. Development Experiences for HR Staff
    4. Outcome of HR Development: Professionalism and Learning Agility
    5. Becoming Competent
  17. 12 - Implications for the Transformation of HR
    1. Phase 1: Theory
    2. Phase 2: Assessment
    3. Phase 3: Investment
    4. Phase 4: Follow-Up
    5. Implications of HR Value Proposition
  18. Notes
  19. Bibliography
  20. Index
  21. About the Authors