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Human Resource Champions Hardcover – November 1, 1996

ISBN-13: 978-0875847191 ISBN-10: 0875847196 Edition: 1st

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Human Resource Champions + The HR Value Proposition + HR Transformation: Building Human Resources From the Outside In
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Product Details

  • Hardcover: 304 pages
  • Publisher: Harvard Business Review Press; 1 edition (November 1, 1996)
  • Language: English
  • ISBN-10: 0875847196
  • ISBN-13: 978-0875847191
  • Product Dimensions: 9.5 x 6.4 x 1.1 inches
  • Shipping Weight: 1.4 pounds (View shipping rates and policies)
  • Average Customer Review: 4.5 out of 5 stars  See all reviews (25 customer reviews)
  • Amazon Best Sellers Rank: #378,937 in Books (See Top 100 in Books)

Editorial Reviews

About the Author

Dave Ulrich is a Professor at the University of Michigan School of Business.

More About the Author

Dave Ulrich is a professor of business administration at the University of Michigan School of Business and the author of the best-selling Human Resource Champions, Results-Based Leadership, and The HR Scorecard.

Customer Reviews

4.5 out of 5 stars
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Like most people out there, I have read a lot of business books that were pure junk.
Tim Feagan
Ulrich's book is not excellent guide for not only HR managers, it should be read by all professionals working with human and their values.
"yasar"
HR practices must create value by increasing the intellectual capital within the firm.
Turgay BUGDACIGIL

Most Helpful Customer Reviews

128 of 129 people found the following review helpful By Tim Feagan on January 18, 2000
Format: Hardcover
Mr. Ulrich has written a true gem. Don't be fooled by the title, since I feel this book is appropriate for a wide range of business leaders, not just HR staff. Probably the best aspect of this book is that the ideas and concepts can be immediately applied. Mr. Ulrich provides lots of concrete examples, worksheets, and tables that can practically be used "as-is". Chapters 3 through 6 are the roadmaps for transforming an HR function from an administrative roadbloack into a key business partner. Read them carefully and you will be well prepared for your journey. Chapter 3 - Becoming a Strategic Partner - should be required reading not only for HR people, but for anyone in a leadership position. In this chapter Mr. Ulrich gives one of the most clear and concise explanations of "organizational diagnosis" that I have ever read. It's basically a blueprint for designing a high-performance organization. Like most people out there, I have read a lot of business books that were pure junk. But as the manager of organizational development for a telecommunications company, I would highly recommend this book to HR staff, OD specialists/consultants, and mid- to senior-level leaders. I think you will find a wealth of practical information between its covers.
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81 of 81 people found the following review helpful By Turgay BUGDACIGIL on March 19, 2001
Format: Hardcover
"Leaders at any level of a company must cherish and commit to winning. But wanting to win is not enough: Leaders must set a path that makes it happen. A firm's path to winning must increasingly go beyond mastering balance sheets, creating new manufacturing processes, and forming customer relationships; it must build that change, learn, move, and act faster than those of its competitors. To make the best use of these organizational capabilities, executives must see their human resource practices as source of competitive advantage...The successful leaders of the future must be able to create organizational capabilities. They must be able to identify the capabilities critical to business success and to design and deliver human resource management practices that can create those capabilities. To create value and deliver results, the leaders of the future must become human resource champions...So what do these competitive challenges mean for the continuing evolution of HR? On the one hand, HR refers to the organizational systems and processes within a firm that govern how work is done...On the other hand, HR refers to the HR function or department. The new competitive realities suggest a new agenda for HR, an agenda focused on championing competitiveness. As champions of competitiveness, HR professionals must focus more on the deliverables of their work than on doing their work better. They must articulate their role in terms of value created. They must create mechanisms to deliver HR so that business results quickly follow. They must learn to measure results in terms of business competitiveness rather than employee comfort and to lead cultural transformation rather than to consolidate, reengineer, or downsize when a company needs to turn around.Read more ›
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17 of 17 people found the following review helpful By A Customer on November 27, 1998
Format: Hardcover
This excellent book helps us to view HR not as a bunch of functional activities but the people dimension of our business. If you got the time to read just one general HR book - this is your natural choice. Whereever I go in our organization I strongly recommend our HR managers to read it and discuss it with their local management team.
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11 of 11 people found the following review helpful By A Customer on March 20, 1999
Format: Hardcover
Focuses on four HR outcomes: strategy execution, administrative efficiency, employee contribution, and capacity for change. Argues that HR work is patterned in bureaucratic ways and that major changes are needed. Shows how line managers and HR professionals together can champion the competitive organization of the future. An important contribution to the field of HR management.
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10 of 11 people found the following review helpful By HR Professional on February 20, 2004
Format: Hardcover
I read this book back in grad school (degree in HR). While it was current then, the concepts are no longer cutting edge/benchmark HR. This is a well-written book and is helpful for the HR novice to gain an understanding of the evolution of HR as a profession. However, for those who already work in an organization where HR is not only at the table, but setting the strategic direction hand in hand with the CEO as a valued member of the leadership team, this book could use a few more chapters. In the last 5 years many companies have moved past the "recognizing HR as a player" stage and are firmly in a space where there is a set expectation of HR - to help set the stategic direction for obtaining their revenue and market growth targets. It is in these areas that I would like to see the next ground breaking insights from Ulrich.
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9 of 10 people found the following review helpful By A Customer on April 8, 1999
Format: Hardcover
Purchased the book after hearing Mr. Ulrich speak at the 1998 American Society of Healthcare Human Resources Association Convention in Phoenix. One of his initial comments at his talk was that he would be guilty of taking his ideas and making them practical realities. Although the talk was excellent, the book was better. A practical guide to taking HR to the next level. A challenge to practitioners to move beyond doing things to delivering quality activities to the organization. This book will become a classic.
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