5.5 HR- Roles (Dave Ulrich HR Roles (Ulrich, 1997)

Question 1

3 Dimensional Framework and Ulrich HR roles

Answer 1

The three-dimensional is a useful framework in terms of helping managers plot not only their strategy and alignment but also identify gaps in action i.e. implementation. However, it does not recommend to managers what should be done with HR policies and practices in order to make HR a more strategic partner.

Question 2

Ulrich suggests that HR should add to the strategic roles of the business and not just admin

Answer 2

Ulrich suggests that HR should be configured in an effective, competent and non-costly way. To do so, it needs to focus more on business results rather than traditional HR activities such as staffing and compensation, though these activities do yield its impact on business results.

Question 3

Ulrich defines 4 roles which are

Answer 3

1. Administrative expert (95% HR, 5% Line Manager)
2. Employee Champion (2% HR, 98% Line Manger)
3. Strategic Partner (15% HR, 85% Line Manager)
4. Change Agent ( 41% HR, 59% Line Manager)

Question 4

Administrative Expert (HR 95%)

Answer 4

day to day operational function of HR, for the smooth functioning of day-to-day back-office needs such as pay, pensions, health and safety and so on to leave the Line Manager to focus on employee commitment.

Question 5

Employee Champion (Line Manager 98%)

Answer 5

Ulrich explains this by stating that line managers are in closest proximity to their employees. They are generally in charge of the work environment, performance management and staff/management development needs

Question 6

Strategic Partner (85% Line Manager)

Answer 6

Strategic Partner has a large requirement on the business knowledge to have an effective business. HR assists with the alignment between line management practices and HR practices.

Question 7

Change Agent (Almost split equally)

Answer 7

Line managers are the change agents that implement the HR change policies that procedures.