Written in collaboration with Justin Allen, Wayne Brockbank, Jon Younger, and Mark Nyman, Ulrich and his RBL associates provide what they characterize as "a handbook for HR transformation" through which they synthesize and summarize the whole lot they have discovered about it. Specifically, what a transformation is and what it requires; what it isn't; what works, what would not, and why; easy methods to plan it; the way to mobilize the resources needed (particularly people); the way to launch it; tips on how to measure progress throughout the transformation initiatives; and tips on how to apply the lessons learned to maintain a constant refinement of what HR is and does to increase its influence and value.
Here is a brief excerpt from the Introduction: "Simply said, we suggest that the largest problem for HR professionals at present is to assist their respective organizations succeed." Obviously, to accomplish this worthy goal, the authors appropriately assert that there are particular elements that should be present. Here are three:
1. It's imperative that the HR professionals themselves recognize the authenticity of this problem and not solely accept but embrace it as a novel opportunity for their very own growth but in addition for what the transformation will allow their group to accomplish.
2. It is much more necessary that senior managers recognize the necessity for the transformation and commit to its completion no matter assets which will require. They have to even be patient. Change initiatives worthy of the identify are messy, sophisticated, unpredictable, and typically stalled temporarily. The change brokers need and deserve senior administration's full support.
3. There have to be a sport plan for the transformation process and I believe the one that the authors present on this e-book is eminently worthy of careful consideration because it is cohesive, comprehensive, and price-effective. What I like about it is that it combines some of the greatest options of Six Sigma and Lean methodologies without limiting the choices of those who select it. In truth, the authors provide invaluable recommendation with regard to how one can modify the 4-section mannequin to ensure that it fully accommodates the wants, interest, and objectives of the given organization.
Readers will especially appreciate the authors' skillful use of varied reader-pleasant gadgets that include "Tools," "Tables," "Figures," and dozens of checklists that facilitate, indeed expedite frequent overview of key points. Within the Appendix (all by itself price way over the price of the book), the authors provide (Pages 217-222) a listing of all of the instruments that have been inserted all through their narrative.
After they carefully determine the entire parts of HR transformation, credit Ulrich and his collaborators with focusing almost totally on the best way to full one successful. They're clearly diehard, world-class pragmatists. For instance, they explain
1. Why to initiate an HR transformation
2. What its probable outcomes shall be if successfully accomplished
3. How to redesign the HR department
4. Methods to improve HR professionals
5. Methods to share accountability for the transformation
6. Methods to make it occur
In Part II, "Tales from the Trenches: Transformation Case Studies," they supply case research overviews of 4 corporations (Flextronics, Pfizer, Intel, and Takeda) and recommend what lessons might be learned from every firm's HR transformation initiatives. Presumably the authors agree with me that it might be a idiot's errand to attempt to undertake all the material in their book. It remains for every reader to find out (ideally in session with associates) which methods and tactics in addition to which individuals, timetable, and metrics could be most acceptable to their organization's wants, interests, targets and resources.
In an uncommonly informative Introduction, the authors assert, "Our point is that HR professionals typically focus completely in the function of HR somewhat than externally on what clients and buyers need HR to deliver. If HR professionals are to actually function business companions, then their goals should be the objectives of the business. Remodeling HR professionals into business partners isn't an finish in and of itself; it's the means to a strategic, business-oriented end." Those determination-makers who've that particular goal can be effectively-advised to absorb and digest the fabric in this book. I commend Dave Ulrich, Justin Allen, Wayne Brockbank, Jon Younger, and Mark Nyman on an excellent achievement.
