HR people often complain about things going wrong. They tend to evaluate their own professional competences worse than their colleagues from both HR and other departments. These results are from more than 25 years of research done by one of the most influential personalities in the field of human resources management - the author of HR Business Partnership, consultant and professor of the University of Michigan - Dave Ulrich.
In an exclusive article for the HR Magazine website Ulrich also states: "This self-flagellation is encouraged when leading magazines and HR thought leaders focus on what is wrong more than what is right in HR." It is his response to the topic of a recent issue of Harvard Business Review which wrote: "It's time to blow up HR and build something new." Ulrich proposes an alternative approach inspired by positive psychology. He highlights the following three important prerequisites of innovative HR.
1. HR is not about HR
HR is shaped by the business of the company. Investments in HR then help improve products, expand into new markets and develop customer relationships. Business strategy represents a window that connects HR with external customers and investors confidence. Both of these groups are increasingly getting involved or interested in recruiting, training and feedback.
2. HR is not just about talent
War for talent has been the central topic of HR for the last 20 years. Leading companies, however, are beginning to focus more on efficient organization and leadership. Even though, the champions are the individuals, teams win championships. HR must manage both workers and the workplaces, both talent and teamwork.
3. HR for HR
Innovative HR practices facilitate the achievement of better business results by eliminating time-consuming bureaucratic processes and establishing integrated solutions. Technologies are increasingly managing recruitment, training or compensation, so HR can move from administrative to strategic tasks.
Innovative HR already exists and will continue to develop. "Rather than lament the inevitable challenges to innovative HR, I hope we can appreciate the pathway to a better future," concludes Dave Ulrich.
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