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Management article
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Reference no. 98111
Authors: Deborah Ulrich
Published by: Harvard Business Publishing
Published in: "Harvard Business Review", 1998
Length: 11 pages

Abstract

Mention "human resources" and most line and operating managers groan. Simply put, HR has a reputation for inefficiency and incompetence. But a new and transforming era for HR has arrived, asserts Dave Ulrich, a professor at University of Michigan''s school of business. The challenges of today''s competitive environment mean that HR must refocus its work away from activities that sap value from the organization and instead focus its efforts on achieving outcomes that improve company performance. Ulrich says HR''s radical reinvention must be led by senior managers.

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Abstract

Mention "human resources" and most line and operating managers groan. Simply put, HR has a reputation for inefficiency and incompetence. But a new and transforming era for HR has arrived, asserts Dave Ulrich, a professor at University of Michigan''s school of business. The challenges of today''s competitive environment mean that HR must refocus its work away from activities that sap value from the organization and instead focus its efforts on achieving outcomes that improve company performance. Ulrich says HR''s radical reinvention must be led by senior managers.

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