Have a look at Ulrich’s model of HR (see Fig 1.3). Now, even with a background in what we tend to bracket as the subject of ‘business strategy’ in the business school world, I used to be somewhat bewildered by the account of Ted Bauer on X (formerly known as Twitter). Bauer stipulated this satirical yet seemingly quasi-amusing observation that ‘strategy’ itself as a word is such a powerfully convoluted term, that it has no place in HR let alone in a recruitment operations context. I always used to reject the opinion (Ted and I were mutual followers) put forward in his often lengthy journalistic articles until one day I decided to part ways and unfollow the account. Now, a few years later, as part of the B810 class of 2023/24, the team behind the module has been speaking with us for some time now about the very real possibility of HR evolving into a business function that conducts high-level strategy in the wake of the emergence of AI in functions such as recruitment. Now, we’re not just talking about a bunch of flashy, dashboard-waving, posh-sounding recruitment advisers who re-train as strategy consultants and flood you with insights about organisational data, I mean to speak of real trustworthy strategy.
Ulrich’s quadrant is amazing for several reasons, but the main reason for me is that it provides context. The organisational settings in which these roles play out are just as important as the roles themselves. I’ve become particularly fond of Ulrich’s three-legged stool, which is essentially the canvas to his entire work of art.
Figure 1.3: Ulrich's Human Resource Champions: The Next Agenda
|
Strategic Partner |
Change Agent |
|
Administrative Expert |
Employee Champion |
At the moment, I am currently reading
the work of Alison E. Barber. Barber (1998) draws attention to two important actors,
and their activities, that are integral to the performance of recruitment’s
function, namely, the role of internal and external organisational
agents in this respect, both in terms of attracting and matching high-quality skillsets
to the organisation (1998:8). Selection is seen as different to recruitment by Barber,
but particularly, suppositions are made on the point of recruitment strategy.
Barber states in reference to the concept of extensive search in recruitment that, “…actions
taken during this stage of recruitment [extensive search] can also be related
to post-hire outcomes such as performance and turnover” (1998:18). Barber argues in favour of this in the context
of Ulrich’s wider proposals on the strategic involvement of HR, which she mentions in passing in the introduction.
Fascinating insights.
References
1. Barber, A.E. (1998) ‘Recruiting Employees: Individual and Organizational Perspectives’, SAGE Publications, Incorporated, Thousand Oaks. Available from: ProQuest e-book Central. [28 November 2023].
2. Ulrich, D. (1997) ‘Human resource champions: The next agenda for adding value and delivering results’. Boston: Harvard Business Publishing [28 November 2023].