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Abstract

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David Ulrich's HR Model transformed human resources by defining four key roles: HR Business Partner, Change Agent, Administration Expert, and Employee Advocate. The model emphasizes the strategic alignment of HR with business goals, focusing on sustainability, talent development, and leadership. It aims to equip HR professionals with essential competencies to add value to organizations and become integral members of the management team.

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References (2)

1. HR Business Partner 2. Change Agent
2. Administration Expert 4. Employee Advocate

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I must admit that while reading this book, I remembered two other books that had influenced me profoundly as an human resource (HR) professional. Let me first narrate them to describe my perspective about this book since the authors have already professed in their introduction that "This book is about perspectives on HR here and now". First, I have always believed that in order to become successful, HR professionals need to: (a) believe in the efficacy and value of HR function, (b) possess professional competence to have a strong point of view regarding people issues that are impacting business, (c) articulate them with facts, figures and behavioural-science expertise and evidences and (d) express them in an assertive manner even if it proves unpopular, to influence the stakeholders. Being an HR professional, HR consultant, an academic and a researcher for three decades (in that order of experience), I have always looked for books which can demonstrate this truth. As I remember, Dave Ulrich's Human Resource Champions was probably the book which had the biggest impact on me and many on the HR profession in the last few decades. For long time, HR professionals across the globe professed the four archetypical roles for HR, namely, strategic business partner, administrative expert, employee champion and change agent. For many of us, the book was summarized in one key message, that in order to be successful, one has to understand these four roles of HR professionals in a holistic manner. Second, I also believe that to become successful, I must have clarity of purpose of my existence as an HR professional in an organizational context. When my mind was relentlessly pursuing this question, I read the book Start with Why by Simon Sinek. He strongly argued in this book about the "what, how and why" of doing things. He also showed with some remarkable examples that often we fail to see the results of our actions because we spend a lot of time talking about the "what" and "how" and do not know most important part to the question "why".

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