The Future Targets or Outcomes of HR Work: Individuals, Organizations and Leadership

Thinking in terms of a three-tier relationship between people and outcomes—an individual level, an organization level and a leadership level—could help human resources align its activities with the needs of the business.

David Ulrich

At the risk of grossly oversimplifying, let me suggest that there is actually a deceptively simple formula for talent that can help HR professionals and their general managers make talent more productive: Talent = Competence x Commitment x Contribution… All three elements of this equation need to be considered and integrated to fully manage talent.

In this talent equation, the three terms are multiplicative, not … [ Read more ]

David Ulrich

Generally, when thinking about an organization, we turn to morphology (i.e., the study of structure or form), and we define an organization by its roles, rules, and routines:
* Roles define the hierarchy of who reports to whom and who has accountability for work.
* Rules represent policies and prescriptions for how work is done.
* Routines reflect processes or cultures within the workplace.

The Change Champion’s Fieldguide: Strategies and Tools for Leading Change in Your Organization

This fieldguide is for all change champions who are learning about, seeking to, or who are in the midst of leading social or organizational change…The purpose of this fieldguide is to provide you with all of the necessary elements to implement a best practice change or leadership development initiative within your organization or social system. Contributors in this book are widely recognized as among the … [ Read more ]

Best Practices in Leadership Development and Organization Change: How the Best Companies Ensure Meaningful Change and Sustain

In this important book, successful organizations-including well-known companies such as Agilent Technologies, Corning, GE Capital, Hewlett Packard, Honeywell Aerospace, Lockheed Martin, MIT, Motorola, and Praxair-share their most effective approaches, tools, and specific methods for leadership development and organizational change. These exemplary organizations serve as models for leadership development and organizational change because they

* Commit to organizational objectives and culture
* … [ Read more ]

Human Resource Champions

Human Resource Champions issues a challenge to HR professionals: define the value you create and institute measures for your performance, or face the inevitable outsourcing of your function. Ulrich identifies four distinct roles that human resources staff must assume-strategic player, administrative expert, employee champion, and change agent. He provides hands-on tools that show HR professionals how they can operate in all four areas simultaneously and … [ Read more ]

The HR Value Proposition

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 … [ Read more ]

Results-Based Leadership

The authors–a university professor and two heads of consulting firms–divide leadership priorities into four areas: employees, organization, customers, and investors. A company head generally has to focus on one responsibility over the other three, but can’t get away with ignoring any of them for very long. They explain each of these four priorities in depth–noting, for example, that keeping employees committed and productive means “mass … [ Read more ]