โ Scribed by Wayne Brockbank; Dave Ulrich
No coin nor oath required. For personal study only.
he aspiration of HR professionals to add strategic value has gained momentum. During the last decade, frameworks and logic have abounded that promote HR's shift to "strategic partnership" (Lawler & Mohrman, 2003), from "partners to players" (Ulrich & Beatty, 2001), and from being "operationally reactive to being strategically proactive" (Brockbank, 1999). Studies indicate that these aspirations now are becoming empirical realities (Becker & Huselid, 1998;Brockbank & Ulrich, 2003).
Fulfilling these partnership aspirations presumes that HR professionals have foundational knowledge about business and the ability to turn that knowledge into HR practices and policies. To be proactive contributors to strategic issues, HR professionals must have knowledge of strategic issues at a depth that is equal to or greater than that of any other line or staff individuals. This knowledge can be delineated into four categories (Ulrich & Brockbank, 2005):
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