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Timely reading – recommended, and not just for the HR teams. (Argent )
Product Description
The leading thinker in the field of human resources—and author of the bestselling HR Champions—outlines a blueprint that will make HR professionals true strategic partners in their firms.
Dave Ulrich’s HR Champions defined the agenda for HR professionals in the 1990s. That book has gone on to become one of the Press’ strongest sellers, with nearly 120,000 copies sold to date. This book lays out a new agenda for HR in the 21st century, revealing how HR pros can transform themselves into corporate strategists who create value not just for employees and managers—but for investors and customers as well.
HR’s leading thinkers provide a blueprint for the future. The international bestseller 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 sixteen-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 value is defined by key stakeholders both inside and outside the company.
They provide practical tools and worksheets for leveraging this knowledge to create HR practices, build organisational 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. (20050805)
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Front Cover | Copyright | Table of Contents | Excerpt | Index | Back Cover
Many attempts at HR effectiveness start without defining value. Read the first page
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Front Cover | Copyright | Table of Contents | Excerpt | Index | Back Cover
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Most Helpful Customer Reviews
9 of 9 people found the following review helpful
Format:Hardcover
This book is ideal for the high-level HR executive who wants to redevelop or transform an HR department into a forward-thinking, strategic part of the parent company. While all HR professionals should read it for the knowledge it offers, creating a value proposition for HR is not simple, as authors Dave Ulrich and Wayne Brockbank would be the first to acknowledge. Even the most innovative, progressive HR professionals would find this extensive menu of changes hard to activate independently. Creating an HR value proposition is an intense, all encompassing reform that requires support and direction from the top down. While HR professionals at any level can see the relevance, wisdom and potential of this new blueprint, a CEO and an HR department head would have to march together to carry out the book’s mission: implementing an HR transformation totally aligned with corporate strategy. We recommend this tremendous resource to any HR manager or adviser; the higher you are on the HR totem pole, the more you need to read it.
If you're an HR executive and only have time to read one book on the subject, this is it
17 Dec 2009
Format:Hardcover
Having worked as a HR Director in one of the global, labour intensive industries, I was delighted to come across this book some years ago. I now work as an advisor and still recommend this book to everyone in my network, working with - or interested in - Human Resources. The book covers all the basics and at the same time, it never allows the reader to forget that HR is all about creating value for the stakeholders. If you are a HR executive and only find time to read one book on the subject, this book should be it.
Most Helpful Customer Reviews on Amazon.com (beta)
Amazon.com:
15 reviews
9 of 9 people found the following review helpful
HR as Business Partner in the New Era
11 Feb 2006
Format:Hardcover
The authors' formulations in The HR Value Proposition draw on their 18-year study, which involved more than 29,000 HR professionals and line managers worldwide. On the basis of this study, they have come out with value-focused criteria for HR department, which suggests actions that HR must take to achieve them. The criteria range from monitoring external business realities to creating a clear connection between HR actions and stakeholders' value.
The book's prescriptions are meant for HR professionals as well as line managers, even as it highlights the path that HR must take to earn its position in the organization. It also seeks to provide a justification as to why a company should invest in HR--a question that CFOs (Chief Finance Officers) frequently ask about the HR function.
The book has argued that for creating value for the business, it has to know what value is." This in turn necessitates understanding the external business environment. The external context impacts business realities, including realities of technology, regulatory issues, and workforce demographics.
The book no doubt gives important insights into the changing roles of HR in the 21st century, and differentiates them from those performed by HR managers a decade ago. It has succeeded in building a useful framework for aligning human resource strategy with organizational strategy so that it enables the organization to efficaciously march towards its vision. It should be read not just by HR managers but by all line managers, who are key HR managers in today's context, so that they can help in organizational capacity-building and performance excellence. The book has outlined a strategic HR agenda in a comprehensive yet lucid way. The roadmap outlined is clear and helpful for different types of readers. It contains many intriguing ideas worth experimenting by practitioners of people management, and well succeeds in outlining the practices and competencies that make a difference in leveraging people potential for realizing organizational goals. The immense experience of the two eminent authors who have built tremendous credibility for themselves for academics as well as practitioners is amply reflected in the structuring of the book. So far as HR literature for managers in concerned, it is going to be a classic and will become a dominant HR book in the next five to ten years.
Debi S. Saini
Professor of Human Resource Management
Management Development Institute
Mehrauli Road, Sukhrali,
Gurgaon-1220 001, Haryana.
The book's prescriptions are meant for HR professionals as well as line managers, even as it highlights the path that HR must take to earn its position in the organization. It also seeks to provide a justification as to why a company should invest in HR--a question that CFOs (Chief Finance Officers) frequently ask about the HR function.
The book has argued that for creating value for the business, it has to know what value is." This in turn necessitates understanding the external business environment. The external context impacts business realities, including realities of technology, regulatory issues, and workforce demographics.
The book no doubt gives important insights into the changing roles of HR in the 21st century, and differentiates them from those performed by HR managers a decade ago. It has succeeded in building a useful framework for aligning human resource strategy with organizational strategy so that it enables the organization to efficaciously march towards its vision. It should be read not just by HR managers but by all line managers, who are key HR managers in today's context, so that they can help in organizational capacity-building and performance excellence. The book has outlined a strategic HR agenda in a comprehensive yet lucid way. The roadmap outlined is clear and helpful for different types of readers. It contains many intriguing ideas worth experimenting by practitioners of people management, and well succeeds in outlining the practices and competencies that make a difference in leveraging people potential for realizing organizational goals. The immense experience of the two eminent authors who have built tremendous credibility for themselves for academics as well as practitioners is amply reflected in the structuring of the book. So far as HR literature for managers in concerned, it is going to be a classic and will become a dominant HR book in the next five to ten years.
Debi S. Saini
Professor of Human Resource Management
Management Development Institute
Mehrauli Road, Sukhrali,
Gurgaon-1220 001, Haryana.
8 of 8 people found the following review helpful
VERY HIGHLY RECOMMENDED BY STERN'S MANAGEMENT REVIEW.!
15 April 2006
Format:Hardcover
After the transactional work of HR has been automated, centralized, eliminated, or outsourced, what is left, and of greatest value, forms the core of this book. In brief, the book is about creating a business-oriented HR function. The book's springboard is a range of future-focused questions such as:
- Why does HR matter so much today?
- How can HR get line managers to be concerned about HR issues?
- What can HR do to connect with the interests of all stakeholders?
- How to create a strong line-of-sight between business strategy and HR.
- How does HR contribute to intangible value creation?
- What are the evolving roles of HR? How can HR be organized to be strategically focused?
The authors confront these challenges with clarity and insightfulness. The central message is that HR must deliver value in the eyes of line management, investors, customers, and employees.
The book is organized around an "integrated HR blueprint" consisting of five elements:
- external realities;
- stakeholders,
- HR practices,
- HR resources, and
- HR professionals)
From these the authors have set forth 14 criteria that profile an effective HR function. To bring these criteria to life the authors present a four-phase process for transforming the HR function-this process integrates and applies the book's central themes. The book is broad-ranging and compelling. We very highly recommended this work. Every HR practitioner should consider this book must-reading.'
- Why does HR matter so much today?
- How can HR get line managers to be concerned about HR issues?
- What can HR do to connect with the interests of all stakeholders?
- How to create a strong line-of-sight between business strategy and HR.
- How does HR contribute to intangible value creation?
- What are the evolving roles of HR? How can HR be organized to be strategically focused?
The authors confront these challenges with clarity and insightfulness. The central message is that HR must deliver value in the eyes of line management, investors, customers, and employees.
The book is organized around an "integrated HR blueprint" consisting of five elements:
- external realities;
- stakeholders,
- HR practices,
- HR resources, and
- HR professionals)
From these the authors have set forth 14 criteria that profile an effective HR function. To bring these criteria to life the authors present a four-phase process for transforming the HR function-this process integrates and applies the book's central themes. The book is broad-ranging and compelling. We very highly recommended this work. Every HR practitioner should consider this book must-reading.'
22 of 27 people found the following review helpful
Read This Book!
5 July 2005
Format:Hardcover
In their new book, The HR Value Proposition, Dave Ulrich and Wayne Brockbank once again remind us why they are widely considered the deans of HR strategy. This book is a conceptually and practically rich operating manual for creating the strategic HR function. In it, they describe what it takes for any business to create a clear line of sight, and powerful alignment, between the strategy of the business and its human resource management foundation. And, they do so in a style that will appeal to as much to line managers as to HR professionals and consultants. If you only pick up one business book this summer, this is the one to read.
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