Ulrich presents one of the better models of human resources management. He addressess and answers once and for all the stress which is felt by all HR practitioners between the demand for providing administrative support for their organizations and the need to paly a role in the proactive business strategy development. Ulrich is one of the few academics who clearly knows his way around the HR practitioner world. His strategy chapter is worth the purchase price of the book. The only regret is the title of the book which I am afraid will diminish possible readership.
Purchased the book after hearing Mr. Ulrich speak at the 1998 American Society of Healthcare Human Resources Association Convention in Phoenix. One of his initial comments at his talk was that he would be guilty of taking his ideas and making them practical realities. Although the talk was excellent, the book was better. A practical guide to taking HR to the next level. A challenge to practitioners to move beyond doing things to delivering quality activities to the organization. This book will become a classic.
Focuses on four HR outcomes: strategy execution, administrative efficiency, employee contribution, and capacity for change. Argues that HR work is patterned in bureaucratic ways and that major changes are needed. Shows how line managers and HR professionals together can champion the competitive organization of the future. An important contribution to the field of HR management.
Ulrich is the HR managers thought leader. All the contents build into a rational framework for making HR a high value part of the strategic team.His style apeals to the pragmatic but he gives enough theory to satisfy the academically minded in us. It must be the best buy in the HR catalogue.
If there was ever a Bible for HR, this is it! It's about time someone wrote a book on how Human Resources is supposed to be creating value for American business. This book is full of excellent examples on techniques and strategies on what HR can begin doing-right away-to help the business become more competitive. HR can do this by helping the business to create organizational capabilities through it's people resources, to gain and sustain a competitive business advantage. The final chapter entitled HR for HR is a quide map for transforming today's traditional HR ogranization from an administrative, transactional entity to a strategic business partner. If you're an HR professional, this is a must read!
One of the few books I've read that actually contains "doable" information. It's an easy read and clearly, it focuses on what must change in HR. The strength of an organization can be leveraged through Ulrich's approach without compromising business results.
Author Dave Ulrich reflects an awareness that many professionals keenly feel: in these highly competitive times, they must either evolve or stagnate. His book tells human resource (HR) leaders how to assume more vital, strategic roles within their organizations. He makes a convincing argument that successful companies must elevate HR to the role of a strategic partner, to enable it to implement programs that support an organization's goals. Whether reading any book can put you in the forefront of hands-on transformation remains to be seen, but this volume certainly offers plenty of real-world case studies to back up its premise that HR professionals must step into a new, vital strategic role. Each company and each HR department is so different, however, that it may be challenging to apply some of these broad themes to specific situations. That said, the themes themselves ring true, although the book is now more of a classic than the innovative think piece it was when new. We recommend it especially to HR professionals as a comprehensive look at why you must conquer so much territory to keep your organization competitive.