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HR OF THE FUTURE: CONCLUSIONS AND OBSERVATIONS

HR OF THE FUTURE: CONCLUSIONS AND OBSERVATIONS. Dave Ulrich, 1997. S ome consensus on HR profession. HR is under scrutiny, and this scrutiny is a good thing. HR as we have known it needs to change. Changing HR will represent important challenges and will require new competencies.

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HR OF THE FUTURE: CONCLUSIONS AND OBSERVATIONS

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  1. HR OF THE FUTURE:CONCLUSIONS AND OBSERVATIONS Dave Ulrich, 1997

  2. Some consensus on HR profession • HR is under scrutiny, and this scrutiny is a good thing. • HR as we have known it needs to change. • Changing HR will represent important challenges and will require new competencies. • If HR does not meet the challenge of change, it is at risk of being disbanded.

  3. Things Unknown on HR • Role of HR: What Is the Future Role of HR? • Administrative vs. strategic • HR departments: Existing vs. transformed vs. disappeared • Doing HR work: HR professional vs. line manager vs. staff–who does HR work? What part of HR work is done by HR professionals, line managers, or other • Metaphors for HR professionals: leaders, architects, stewards, partners, or players? staff groups? • Aggressiveness of HR: advocacy vs. acquiescence, proactive vs. reactive?

  4. Focus of HR: What Should Be the Focus of HR? • Target audience: workforce vs. customer vs. investor vs. government? • HR work: domestic vs. global? • HR constituents: within firm vs. across alliances?

  5. Practices of HR: What Are the Emerging HR Practices? • Some of these areas include: • Building leadership bench • Creating organizational capabilities (knowledge based organization/high capability organization) • Enhancing knowledge transfer • Leveraging technology in HR

  6. Governance of HR: How Do We Get HR Work Done? • Deliverables more than doables • Benchmarking • Measuring more and more accurately • Theory based vs. haphazard • Change and continuity

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