Business Partner Model
The business partnering model and its impact on both the HR function and HR practice
Since the concept of the business partnering model was introduced by Ulrich in 1997, the composition of the HR function has dramatically changed. As Goodge (2005) identified, “partnering is fundamentally changing almost every HR function, every HR job, and every HR career” (Pg. 32). Ulrich argued that HR needed to deliver on both a strategic and administrative level and identified four key roles through which organisations could achieve this (Torrington et al., 2007). The model has become a fixation for much of the HR community and its introduction has initiated a fundamental change to the HR function’s anatomy over the last decade (Francis & Keegan, 2008). The key themes which will be discussed within this literature review are the impact of the model on the competencies required of successful business partners, the debate of HR’s strategic focus as a result of the model and the loss of the employee champion role. However, attention must first be brought to the partnering model itself.
The Model
Ulrich’s business partnering model focuses on four key roles that HR need to address in order to deliver organisational excellence (Ulrich 1998). Becoming a ‘strategic partner’ in the execution of organisational strategy, increasing functional efficiency by being an ‘administrative expert’, fully engaging employees by becoming an ‘employee champion’ and finally, through facilitating and encouraging a culture of flexibility and acceptance to the evolving business environment as a ‘change agent’ (Ulrich 1998). Precursors to Ulrich’s partnering model are Tyson and Fell’s 1985 model, based upon three fundamental positions using a construction site metaphor (architect, clerk of works and contract negotiator) and Storey’s 1992 model based on the four roles required in the shift from personnel management to Human Resource Management (regulator, handmaiden, adviser and changemaker)
Since the concept of the business partnering model was introduced by Ulrich in 1997, the composition of the HR function has dramatically changed. As Goodge (2005) identified, “partnering is fundamentally changing almost every HR function, every HR job, and every HR career” (Pg. 32). Ulrich argued that HR needed to deliver on both a strategic and administrative level and identified four key roles through which organisations could achieve this (Torrington et al., 2007). The model has become a fixation for much of the HR community and its introduction has initiated a fundamental change to the HR function’s anatomy over the last decade (Francis & Keegan, 2008). The key themes which will be discussed within this literature review are the impact of the model on the competencies required of successful business partners, the debate of HR’s strategic focus as a result of the model and the loss of the employee champion role. However, attention must first be brought to the partnering model itself.
The Model
Ulrich’s business partnering model focuses on four key roles that HR need to address in order to deliver organisational excellence (Ulrich 1998). Becoming a ‘strategic partner’ in the execution of organisational strategy, increasing functional efficiency by being an ‘administrative expert’, fully engaging employees by becoming an ‘employee champion’ and finally, through facilitating and encouraging a culture of flexibility and acceptance to the evolving business environment as a ‘change agent’ (Ulrich 1998). Precursors to Ulrich’s partnering model are Tyson and Fell’s 1985 model, based upon three fundamental positions using a construction site metaphor (architect, clerk of works and contract negotiator) and Storey’s 1992 model based on the four roles required in the shift from personnel management to Human Resource Management (regulator, handmaiden, adviser and changemaker)
References: Beatty, R. & Schneier, C. (1997). New HR roles to impact organisational performance: From ‘partners’ to ‘players’. Human Resource Management, Spring 1997, Vol. 36, No. 1, Pp. 29-37 Beckett, H Brockbank, W. (1999). If HR were really strategically proactive: present and future directions in HR’s contribution to competitive advantage Caldwell, R. (2003). The Changing Roles of Personnel Managers: Old Ambiguities, New Uncertainties. Journal of Management Studies. Vol. 40, No. 4 June 2003 Caldwell, R Caldwell, R. (2010). Are HR Business Partner Competency models effective? Applied H.R.M. Research, 2010, Volume 12, Number 1, Pp. 40-58 Francis, H Francis, H. & Keegan, A. (2006). The changing face of HRM: In search of balance. Human Resource Management Journal, Vol.16, No.3, Pp. 231-249. Francis, F. & Keegan, A. (2005) Slippery Slope. People Management. 30 June. Pp. 26-28, 30-31 Goodge, P Hope Hailey, V., Farndale, E., & Truss, C. (2005). The HR department’s role in organizational performance. Human Resource Management Journal, Vol.15, No.3, Pp. 49-66. Lawler, E. & Mohrman, S. (2003). HR As A Strategic Partner: What Does It Take To Make It Happen? CEO Publication G 03-2 (430). Center for Effective Organizations, Marshall School of Business University of Southern California, January 2003. Peacock, L. (2008). Ulrich’s Model Defence. Personnel Today; 4/15/2008, p6-6 Pitcher, G Ulrich, D. & Brockbank, W. (2008). The business partner model: 10 years on - Lessons learned. HR Magazine. 1/12/2008. Ulrich, D. & Brockbank, W. (2005a). 'Role call '. People Management, 16 June, Pp. 24-28. Ulrich, D (1998). A New Mandate for Human Resources, Harvard Business Review, January – February, 1998. Ulrich, D. (1997). Human Resource Champions. Boston, MA: Harvard University Press. Wright, C. (2008). Reinventing human resource management: Business partners, internal consultants and the limits to professionalization. Human Relations, Vol. 61, No. 8, Pp. 1063–1086