Different scholars and experts have had a debate on the roles and responsibilities of the human resources function in an organization. The debate is on how the HR function can contribute to the organizational development and growth by being a centrepiece. Various scholars came up with frameworks that seek to restructure and reconfigure the HR functions from its traditional roles of recruiting, hiring, staffing, managing, supervising, compensating, training and development of workers. Ulrich and Brockbank (2005) are among these experts who believe that HR need to evolve from its traditional roles and align with the current technology development and globalization. This aspect inspired Ulrich (1997) to develop a new model on the roles that HR function should play in enabling an organization to realize its objectives and help the organization gain a competitive advantage. On his book Human Resource Champions He stated that HR function must perform four roles - strategic partner, administrative expert, change agent, and employee champion – to add value and contribute to the organizational competitiveness (Bratton & Gold, 2017). However, together with Brockbank, they revised the human resource roles and developed a new framework. This paper assess the utility of the Ulrich and Brockbank (2005) model and determines whether it has common themes with other popular HR function frameworks.
Since its conception, Ulrich and Brockbank (2005) model utilization have become a popular trend in many organization across the globe. These scholars focused on redeveloping the human resource function to fit within the modernized and globalized workplaces. The scholars revised HR roles identified in Ulrich (1997) model and configured it into five roles namely: strategic partner, employee advocate, human capital developer, functional expert, and HR leader. Ulrich and Brockbank (2005) notes that the reconfiguration was in response to the changes occurring in the modern workplaces.
Strategic partner
HR professionals are essential in the crafting of the organizational strategic policies. Under this role, they bring along their knowledge on business, consulting, change and learning to the line managers. The HR experts work as strategy formulators and play three significant roles (Boxall, 2007). One, the act as the reactive devil advocate by questioning the company strategy’s accuracy and its ability to realize them. Second, they have a central role in the development of strategies and bring forward their knowledge on the current and future clients (Boxall & Purcell, 2016). They ensure that the strategies explore on how the organization can align the customer demands with its resources. As strategic partner, they also have the developmental role where they help in raising the standards of strategic thinking among the management team. The HR act as change agents and strategy implementers whey they enhance the alignment of the HR systems by assessing the organization problems, causes, and symptoms. They set the future agendas and develop plans for realizing them (Boxall, 2007)). Essentially, they HR professionals play a strategic role in change management by being masters of practice than though leaders. Their roles help the organization to be ready for future challenges and issues earning it a competitive position.
Employee advocate
Despite the changes in the workplace, listening, caring and responding to employees is still a significant function of the HR department. Ulrich and Brockbank (2005) recognizes this reality by stating that one of the HR function roles is being the employee advocate. The role involves the development of a solid human infrastructure in the organisation. Under this role, HR function performs various activities such as ensuring safe and health policies, fair terms and conditions, and discipline in the workplace (Bratton, 2017). The HR also ensures effective rewarding of employees based on their contributions. Other roles include ensuring that employee are comfortable and feel free to share and discuss their points of view by managing diversity and mutual respect while dealing with any emerging discrimination. Any organization that seeks to remain competitive must have a HR department that puts the employees’ needs at the centre of its policies and decisions (Boxall & Purcell, 2016). Ulrich and Brockbank (2005) notes that HR professionals need to ensure that the employer-employee relationship is one of the central values in the organization if it will gain a strategic value proposition and competitive advantage.
Human capital developer
Workplace is not static. It is changing as new technologies and challenges arise. As this happens, the employee require an opportunity to develop their capacity and abilities to enhance their alignment with future workplaces. According to Ulrich and Brockbank (2005), HR professionals are the builders of the future workforce. They must be strategic when planning to ensure that employees have opportunities to enhance their future capacities and abilities which include helping them to unlearn and relearn (Bratton, 2017). In other words, they take up the roles assigned to the traditional HR development experts.
Functional expert
As a functional expert, HR professional perform various roles that focus on designing and delivering of HR practise to enhance organisation capacity and individual competence (Ulrich & Brockbank, 2005). They operate in different levels such as developing solutions to common HR problems, drawing theory and researching on best practices implemented in other organizations, set policies and directions for human resource practices in a given department (Marchington & Wilkinson, 2016). Essentially, HR professionals’ roles falls into two groups - Foundational HR practices which consists of practices that HR department has direct responsibility and emerging HR practices containing of practices that impact human resource but HR department has indirect responsibility on them.
HR leader
HR professionals are leaders with the mandate of setting an agenda of the HR function in the organization. They must define ways that on how the employees and organization can work together to achieve business success (Boxall, 2007). According to Ulrich and Brockbank, HR has the responsibility of setting well-defined goals, enhance effecting communication, manage change and assess the results based on the value they add to various stakeholders in the organization (Marchington & Wilkinson, 2016). Hence, the HR professionals must show leadership in their department, ensure everyone in the organization is working towards the realization of the common goal, and analyse how their results are impacting its stakeholders.
Utility of the Ulrich and Brockbank model
Ulrich and Brockbank model has been instrumental in shaping modern organizational HR departments and how they operate. The framework is a shift from the usual process and people aspect of the roles of HR functions into assessment of how it enhances value to its stakeholders (Marchington & Wilkinson, 2016). This element has played critical role in organization restructuring and initiating changes to cope with current shifts in the internal and external environments. The aspect of viewing HR professionals as strategic partners empower them to be co-players is crafting the strategic policies of the organization and oversee change management (Ulrich et al., 2015). Accordingly, the framework seeks on improvement of the organizations efficiency and value preposition. Also, it emphasizes on assigning HR professionals roles and responsibilities and holding them accountable. However, the framework has several setbacks. First, it lacks academic backing and validity. Second, it fails to address role ambiguity and role conflicts which are common case in the changing HR function (Geppert et al., 2015). Third, the revised Ulrich model introduces the HR leader role but fails to offer a clear relationship between it and other roles. Despite these aspect, it remains a popular model and applied the modern organizations.
Common theme with other HR frameworks
Ulrich and Brockbank model shares common themes with various HR frameworks developed before it. These models agree on the role of HR function in the development of strategic policies and objectives in the organization. One of the roles in Tyson and Fell (1986) framework is architect. These role is similar to the strategic partner role in the Ulrich and Brockbank (2005) model. Both models recognize the essence of the human resource function has a strategic role of ensuring that organization succeed (Boxall, 2007). Tyson and Fell (1986) consider the HR professionals as architects responsible for designing and planning personnel. Also, they have the role of managing change using various social sciences approaches to ensure effectiveness of the process. The role has the same focus with the strategic partner as set out in the Ulrich and Brockbank framework.
Similarly, Storey (1998) model is in agreement with these models on the role of HR as a strategic partner. The model cites that HR take various roles such as advisers, Handmaidens, regulators and change makers. The advisory and change makers roles are similar to those defined in both Tyson and Fell and Ulrich and Brockbank models. The agreement is that HR share know and expertise with the management as well as act as interveners by developing strategic agendas that transform the organization (Cooper, 2015). In other words, these models are in agreement that human resource policies need to be part of the strategic planning of the organization a concept that Legge (1989) emphasizes on in her HR model. Legge identifies two group of HR managers - conformist and deviant innovators whose objective is realizing the organization goal by working along the provided systems or introducing new aspects of managing the human resources. Overall, the four models share the theme of the strategic nature of the human resource function
Another common theme that Ulrich and Brockbank shares with other models is competitive advantage by focusing on value as the result other than performance. Various HR models agree that human resource is a fundamental pillar in enabling an organization to deliver value and remain competitive. Ulrich and Brockbank (2005) model presents roles that every HR professional must perform for them to add value to the organization. On her, Legge (1986) notes that any HR policy must aim at driving business value and should be modified to align with the changing business conditions and objectives (Marchington & Wilkinson, 2016). She term the process as thinking pragmatism. Legge argues that organization should treat people as human capital. She also notes that human resources are a valuable asset and a powerful source of competitive advantage. Ulrich and Brockman (2005) argues that to realize these benefits, the organization must prioritize caring and listening to its workforce. Storey also agree that people are an essential resource that can help the organization gain a competitive edge (Shrivastav et al., 2021). But for this to happen, the human resources need to be use effective acquisition, development, and deployment strategies that bring profit to the organization. Storey advocates for the soft HRM approach view employees as means than object for realizing organization objectives.
Accordingly, HRM as a system is a common theme in the popular HR models. Ulrich and Brockbank model consider human resource as an essential input which determines the delivery of results and value proposition. For this reason, there is a need for consistent development and investment which informs the definition of the human capital developer role in their model (Bratton, 2017). The organization and management of the human capital has an impact on all other elements in the company and defines its results. The same aspect is what other theorist (Legge, 1986; Storey, 1998) agree to by emphasizing the role of the HR function in realizing competitive advantage and delivering value to its stakeholders. All these scholars confirm that nature of the human resources in a company determines its performance, proposition, and competitiveness (Hamadamin & Atan, 2019). The behaviour and values of the human capital that an organization has a direct impact on its output. Hence, these frameworks emphases on the need of investing on the human resource if the entire system will work and deliver the desired results.
In addition, the Ulrich and Brockbank and other framework emphasizes on the importance of having a link human resource and organizational direction. In all their outlined HR roles, Ulrich and Brockbank (2005) shows the importance of linking HR objectives with those of the organization. The Human resource manager must understand the current and future needs of the organization and bring in or develop a workforce that can respond to them effectively and efficiently while maintaining the highest level of standardization and efficiency (Shrivastav et al., 2021). Legge advocates for fair and effective treatment of the human capital as this act has a direct link to the outcome. She also shows the need of aligning human resources with the organizational goal. Legge notes that an organization competitiveness lies on how it treats its human capital and alignment with the changing workplaces environment, strategic policies, and objectives. Storey (1978) affirms the need for HR-organizational goal linkage by recognizing the HR as an advisor and architect of the organization’s future policies (Marchington & Wilkinson, 2016). Hence, these frameworks confirm the importance of having a strong linkage between HR and other department in the organization as well as the need to make it a centrepiece in defining the organizational direction.
To what extent does the Ulrich and Brockbank (2005) framework capture the essence of the CIPD profession map and afford a structure responsive in a post-Covid environment?
The Ulrich and Brockbank (2005) argues that organizations can achieve success if the focus is on standardization and adding value to its human resources. The HR professionals must understand the current and future demands of the organization and offer the employees opportunities to develop their capacities and capabilities to align with the future needs (Marchington & Wilkinson, 2016). However, many organization faces the challenge on how it can assess development needs and build teams’ capability and competency framework that can drive change. There lacks a clear definition on how to perform and the requirement of HR profession who should perform the roles defined in the Ulrich and Brockbank. This aspect creates a gap on whether the HR utilizing best practice are rely the right principles which can lead to poor decision. The CIPD profession Map development was an act to bridge this gap.
CIPD Professional Map is an interactive tool that sets out the standards for HR professionals and contains the activities, knowledge and behaviours needed for success. The map provide standards that an organisation and individuals can use to define what great HR entails, assess areas of success and improvement, build the HR capacity, and recognise achievement through professional qualifications and membership (CIPD, 2022). It is instrumental in enabling the HR determine what is working and things that require improvement to enhance the organizational success.
The Ulrich and Brockbank (2005) shows the essence of CIPD in realizing high standard and efficiency in organizations. The model outlines strategic partner as one of the critical roles of HR function. The human resource act as partners in development of the organizational strategic policies. As business partners, they have a central contributions in various activities (Marchington & Wilkinson, 2016). These activities include people and organisational capacity and capability building, long-term talent and resource management/planning, driving change in people and management practices, offering advice on the impact of change in the organisation, researching on the people management practices both internally and externally and forwarding this information to the executives. For HR professionals to become effective strategic partners, they need a way of accessing this information. In this essence, CIPD become a critical tool in the accomplishment of the Ulrich and Brocbank’s strategic partner role. The tool supports HR professionals to make evidence-based decision and offer the same advice to the executive. The emphasis is on going beyond the numbers to when offering professional opinion. Instead, it advocates for a combination of organizational data, behavioural science and academic research, and practitioner expert to support evidence when providing professional judgement. HR professionals who want to stand out and achieve high standards when playing the role of a strategic partner must utilize CIPD professional map to gather essential information that will enable them contribute efficiently to the organization mission and vision.
Accordingly, the strategic partner role requires the HR professionals to utilize their expertise in business change and consult with line managers for them to partner in strategy formulation that enable the organization to achieve its goals. This task requires extensive identification of areas requiring changes. The role requires a working relationship between HR and the line managers to deliver value. The line managers have a special role of being role stressors and ensuring the realization of the whole organization directions and change (Evans, 2017). But how does the HR go on to implement the desired change and harness the partnership with the line managers? CIPD map advocates for consideration of a principles-led approach during the change process. It provides a base and guide on how the HR should implement strategic changes. The map is also an integral piece in handling overlapping challenge common in the Ulrich and Brockbank model through providing a way to understand the HR activities and determining the right persons to perform them (Marchington & Wilkinson, 2016). In essence, the CIPD professional map provides a powerful approach for identifying skills and capabilities that require to be developed and integrated to the human resource development in organizations adopting the Ulrich and Brockbank model to improve their efficiency and competitiveness. To achieve these objectives, HR professionals must have a set of believes and principles that guide their decisions.
The usefulness of CIPD professional map is also critical in the accomplishment of the employee advocate role identified in the Ulrich and Brockbank model. The two scholars emphasize on the importance of listening and caring for the employees. It requires the HR professional prioritize the employee needs by developing people-focused policies and strategies which offer opportunities for growth and development. CIPD advices the HR professionals to make decisions by recognizing that people matters (Evans, 2017). It advices the HR to understand the human as the foundation of the any business and thus it is important to care and invest in them. Also, the map shows that advocating for employees means enabling people to have access to the HR professionals and opportunities. People can become responsible of their roles if HR provides the right support, development in the required resources to them. Also, realization of a competitive advantage calls for offering the employees an opportunity to share their thoughts on matters affecting them without discrimination or unfair treatment (Cooper, 2015). Additionally, CIPD professional map shows that the HR function can only realize the roles spelt out in the Ulrich and Brockbank (2005) model by developing the employees’ core knowledge, core behaviours, and specialty knowledge. For one to become an effective HR practitioner they must have knowledge on six core areas which include people practice, cultural and behaviour, business acumen, digital working, and analytics and creating value. These aspects provide a definition of the HR leader role activities in the Ulrich and Brockbank model which has been a challenge from scholars and academicians to interpret. Hence, CIPD professional map is important in the accomplishment of the Ulrich model HR function roles and realization of high standard values and competitive advantage.
The Ulrich and Brockbank (2005) framework as post-Covid-19 model
Since the beginning of 2020, the world have been undergoing through the Covid-19 pandemic period. The pandemic impacted many areas of human lives through restriction of movement and social distance requirements. These aspects change the workplace requiring people to work remotely and from home. This paradigm shift requires a rethinking of the current HR models to align them with the new normalcy of the workplace (Arora & Suri, 2020). The use of CIPD professional map can help in the development of a post-covid-19 framework through modification of the Ulrich and Brockbank model. First, the organizations are adopting the hybrid and flexible workplace approach. Before Covid-19, many organizations were reluctant on allowing remote working due to fear of a negative impact on productivity (Cooper, 2015). The pandemic has dealt with this aspect and evidenced that working remotely is possible without hurting the organizational productivity.
With the new roles and working routines, the HR function must transform to align with post-covid-19 workplace needs. As Ulrich and Brockbank (2005) note HR function need to prioritize work and investments that are critical in achieving its vision and allow the development of an organizational structure that responds to changes in markets and business environment (Marchington & Wilkinson, 2016). HR leader is one of the critical HR function that will play a great part in the post-Covid-19 era. As a leader, human resource managers has the mandate of restructuring and developing strategic policies to match the prevailing workplace environment. The HR need to configure policies and strategies to adapt flexible and hybrid workplace structures to march the current needs. CIPD professional map has a significant role in the restructuring and reorganization of the HR roles. The tool can help to determine the gaps in the popular framework and configure them to align with the post-covid-19 workplace demands (Calderon Hernandez et al., 2021). Through the map utilization, the employees and HR professionals will shift to focusing on value-based decisions. Essentially, Ulrich introduced the shared service centres and centre of excellences as vital pillars in the HR delivery model. These centres will be the focus of the post-covid-19 workplace models that will focus on enhancing sharing and cooperation through identification of similar skills and capabilities. CIPD professional map will inform the scholars on the areas that require knowledge enhancement to make the post-covid-19 workplaces and structures function. Hence, a combination of CIPD map and Ulrich and Brockbank (2005) framework can inform the establishment of an effective model to enhance high standard and value delivery in future workplaces.