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    Stool Model

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    Ashhab Zaman Rafid
    The document summarizes the "three-legged stool" model for organizing the HR function proposed by Dave Ulrich. The model divides the HR function into three parts: centers of expertise that provide specialized advice, strategic business partners that work with managers to help them achieve goals, and shared service centers that handle routine transactional services. While the Ulrich model has received attention, a survey found that only 18% of organizations had fully implemented all three parts, though 47% had implemented one or two elements, most commonly strategic business partners.

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    Stool Model

    Uploaded by

    Ashhab Zaman Rafid
    122 views1 page
    The document summarizes the "three-legged stool" model for organizing the HR function proposed by Dave Ulrich. The model divides the HR function into three parts: centers of expertise that provide specialized advice, strategic business partners that work with managers to help them achieve goals, and shared service centers that handle routine transactional services. While the Ulrich model has received attention, a survey found that only 18% of organizations had fully implemented all three parts, though 47% had implemented one or two elements, most commonly strategic business partners.

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    The document summarizes the "three-legged stool" model for organizing the HR function proposed by Dave Ulrich. The model divides the HR function into three parts: centers of expertise that provide specialized advice, strategic business partners that work with managers to help them achieve goals, and shared service centers that handle routine transactional services. While the Ulrich model has received attention, a survey found that only 18% of organizations had fully implemented all three parts, though 47% had implemented one or two elements, most commonly strategic business partners.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    122 views1 page

    Stool Model

    Uploaded by

    Ashhab Zaman Rafid
    The document summarizes the "three-legged stool" model for organizing the HR function proposed by Dave Ulrich. The model divides the HR function into three parts: centers of expertise that provide specialized advice, strategic business partners that work with managers to help them achieve goals, and shared service centers that handle routine transactional services. While the Ulrich model has received attention, a survey found that only 18% of organizations had fully implemented all three parts, though 47% had implemented one or two elements, most commonly strategic business partners.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    of 1

    A development in the direction of establishing a model for the organization of the HR func- tion which has excited much

    interest in recent years is the Ulrich three-legged stool as described by Robinson (2006) and discussed below. But many HR departments are still run on traditional lines and what this involves is also discussed later.

    The Ulrich three-legged stool model


    The three-legged stool model for the organization of the HR function emerged from Dave Ulrichs work in the 1990s (Ulrich 1995, 1997a, 1997b, 1998). It divides the function into the following three parts.

    1. Centres of expertise
    These specialize in the provision of high level advice and services on key HR activities. The CIPD survey on the changing HR function (CIPD, 2007a) found that they existed in 28 per cent of respondents organizations. The most common expertise areas were training and development, recruitment, reward and employee relations.

    2. Strategic business partners


    These work with line managers to help them reach their goals through effective strategy formulation and execution (Ulrich and Brockbank, 2005b). They are often embedded in business units or departments. The concept of business partnering is considered in more detail in Chapter 5.

    3. Shared service centres


    These handle all the routine transactional services across the business. These include such activities as recruitment, absence monitoring and advice on dealing with employee issues such as discipline and absenteeism. Shared service centres are dealt with in more detail later in this chapter. Although this Ulrich model has attracted a great deal of attention, the CIPD 2007 survey found that only 18 per cent of respondents had implemented all three legs, although 47 per cent had implemented one or two elements with business partners being the most common (29 per cent).

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