![]() HR leaders should gauge the potential impact of tensions before determining that an alternative structure will necessarily be preferable. local / region-/business unit-specific.) Another challenge is balancing the benefits of scale economies of HR SSCs against the need for local insight and flexibility. This is especially the case as the Ulrich model provides a set of guiding principles for HR structure but does not demand as absolute any specific reporting relationships or role structures (including global vs. Tensions can arise in an Ulrich-type three-part model if it lacks flexibility - and cannot, for instance, allow HR teams to take on more specialist or value-added roles. ![]() This three-part model can drive greater effectiveness by leveraging the component parts.įor example, the HR function can shift transactional tasks from HRBPs to SSCs to deliver HR transactions inexpensively while freeing up HRBPs for more strategic and proactive HR tasks. The Ulrich model is the most common framework for organizing HR roles into HRBPs, HR shared services centers (SSCs) and HR COEs. Building a robust HR operations and service delivery team.Providing agile support with next-generation centers of excellence (COEs).Creating a dynamic pool of HR problem solvers.Splitting the human resources business partner (HRBP) role into more specialized activities.Gartner argues that creating a flexible and effective HR operating model will likely require four key changes: Most organizations still use a three-part HR operating model (see “ What is the Ulrich model?”) to structure their HR function, but HR’s key objectives increasingly focus on agility, customer centricity and operational efficiency, which can cause tension in that model. Especially in today’s volatile business conditions, an effective operating model requires greater levels of clarity, automation, flexibility and collaboration than in the past to ensure roles collectively drive strategic impact and operational excellence. The HR operating model, then, must go beyond improving individual roles and integrate activities that create business value from end to end. HR functions are expected to adapt to the changing work environment while still providing effective service delivery to their organization and employees. What differentiates a modern HR operating model? ![]()
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