David Ulrichs HR Model

David Ulrichs HR Model

David Ulrich’s HR Model focuses on organizing human resource functions into four segments. The first segment categorizes the human resource manager as a strategic partner. According to Ulrich, human resource managers act as strategic partners by working closely with leaders to align the human resource management activities with the organization’s general strategy so that human resource management efforts contribute to achieving the organization’s goals and objectives. The second segment categorizes the human resource manager as a change agent. Ulrich argues that human resource managers are vital in initiating and implementing organizational change through problem-solving, good communication, and project management. The third segment categorizes the human resource manager as an administrative expert. Ulrich argues that human resource managers complete the administrative role by creating, implementing, and managing human resource management processes and systems that help to meet an organization’s needs. The administrative roles include employee relations, benefits, compensation, and recruitment. The fourth segment categorizes the human resource manager as an employee champion. According to Ulrich, human resource managers act as employee champions by advocating for employees’ interests. They achieve this by creating a conducive work environment that promotes employee satisfaction, engagement, and retention.

How David Ulrich’s HR Model May Result in an Effective Outcome-Based Strategic Planning Action Plan

David Ulrich’s HR Model can result in an effective outcome-based strategic planning action plan related to driving competitive advantage if used in talent management, employee engagement, organizational culture, leadership development, and diversity and inclusion. The model can be used in talent management by focusing on strategic partnerships with employees to design effective talent management programs. Talent management programs are vital in increasing employee performance and productivity, leading to increased competitive advantage. Talent management also ensures that the organization has the right people for the job, thus increasing organizational performance, which translates to a high competitive advantage. The model can be used in employee engagement when the human resource manager is an employee champion. Human resource managers can use their role as champion managers to increase employee engagement and create a conducive environment for employees, leading to high productivity and enabling an organization to acquire a competitive advantage. According to Shuck (2019), employee engagement increases innovation by enabling employees to suggest and implement new ideas. An organization can use new ideas to be innovative, leading to a high competitive advantage.

David Ulrich’s HR Model can be used to create an organizational culture that promotes employee productivity, leading to a high competitive advantage when human resource managers act as change agents. According to Mohamed & Demirel (2022), employee resistance is one of the leading causes of change failure. Human resource managers can help an organization reduce resistance to change by communicating the change to employees and ensuring that employees’ needs are met throughout the change implementation process. Human resource managers can also help organizations understand the causes of resistance and the right measures to prevent it. The model can also be used in diversity and inclusion when human resource managers act as administrative experts. According to Cunningham (2019), diversity and inclusion promote the generation of new ideas that an organization can use to create a competitive advantage. Human resource managers can advocate for diversity and inclusion and create a diversity and inclusion policy that accommodates every employee’s needs. Human resource managers can also create a culture of understanding, respect, and appreciation of diverse cultures, beliefs, and backgrounds to support diversity and inclusion.

Conclusion

One of the main goals of business organizations is to create a competitive advantage. The human resource management department can help an organization create a competitive advantage by using David Ulrich’s HR Model. The model considers a human resource manager to be a change agent, strategic partner, administrative expert, and employee champion. As such, David Ulrich’s HR Model can be used to create an organizational culture that promotes employee productivity, leading to a high competitive advantage when human resource managers act as change agents. The model can also enhance competitive advantage by helping human resource managers promote diversity and inclusion, talent management, a strong organizational culture, and leadership development.

References

Cunningham, G. B. (2019). Overview of diversity and inclusion. Diversity and Inclusion in Sport Organizations, 3–26. https://doi.org/10.4324/9780429504310-2

Mohamed, T., & Demirel, Y. (2022). Resistance to change and change management in organizations: A comparison study of Libya and Turkey. Journal of Social Humanities and Administrative Sciences, 55(55), 920–939. https://doi.org/10.29228/joshas.63937

Shuck, B. (2019). The impact of employee engagement. Employee Engagement, 52–63. https://doi.org/10.4324/9781351035064-5

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Unit 3 Journal: HR Model
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This journal further explores the use of David Ulrich’s HR Model. This ‘3 legged stool’ HR Model shows the interrelationship between Shared Services, Centers of Excellence, and strategic business partners.
Refer to the attached document for assignment details and grading rubric.