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Dave Ulrich. Human Resource Champions: The Next Agenda for Adding Value and Delivering Results. Boston, MA: Harvard Business School Press, 1997, 281 pages, $29.95.
Here's a multiple choice: The author of this book, Dave Ulrich, believes that a human resource champion is (a) one who beats out the other humans in the corporate power game, (b) a supporter and defender of corporate employees, (c) a designated HR jouster in the tournament of global corporate competition, (d) all of the above, (e) none of the above. A ground-breaking survey of one reader indicates that the answer is either (d) or (e). Or perhaps it's both (d) and (e). Or maybe not.
It doesn't much matter, though, because the main theme of the book is not really human resource champions but rather the assertion that HR specialists should "add value and deliver results." That is, "HR professionals must create an HR value proposition, aligning HR practices to simple business realities." Ulrich's preferred proposition is: "HR practices create organizational capabilities that create customer value that in turn creates economic value."
Ah, but how do we know when our practices have set off a useful value chain? Or that one HR effort will be more valuable than another? For example, will our firm get more for its buck by buying a new selection procedure or by developing a new training program? Ulrich says little about this kind of problem, though he does favor evaluation of HR programs. Integral to his view is the assumption that we can design programs to fit corporate strategies. He takes it for granted that, for example, if the CEO wants the corporation to be more innovative, the competent HR staff can select and train employees who will innovate.
Ulrich envisions four roles for HR people: strategic partner, administrative expert, employee champion, and...