Lessons learned (HR business partner model)

Citation

Ulrich, D. (2009), "Lessons learned (HR business partner model)", Strategic Direction, Vol. 25 No. 4. https://doi.org/10.1108/sd.2009.05625dad.009

Lessons learned (HR business partner model)

Article Type: Abstracts From: Strategic Direction, Volume 25, Issue 4

Ulrich D.Human Resources, December 2008, Start page: 30, No. of pages: 3

Purpose – The developer of the business partner model which has transformed HR thinking reflects on what has been learned about the relevance of the model over the last decade. Design/methodology/approach – Discusses the aim of the model which is to help HR professionals integrate more thoroughly into business processes. Describes the four main HR roles, talent and organisational capabilities and intellectual and process leadership. Agrees that not all HR professionals can become business partners noting that pundits and researchers sometimes use the top 20 percent and bottom 20 percent when commenting on the model thus skewing the results. Considers that it is important to properly train users in the skills they need to make the model work and looks at some of the reasons why its application may fail. Findings – Considers there to be few alternatives to the business partner model and that the human side of a business is a key source of competitive advantage. Originality/value – Provides a reflection on the business partner model by its inventor and a rebuttal of its critics.ISSN: 0964-8380Reference: 38AB546

Keywords: Computer software, Corporate strategy, Human resource management, United Kingdom