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(Dave Ulrich is one of the leading figures in the field of human resources, a writer, speaker, consultant and professor at the University Michigan, Ulrich has been acclaimed as "the most influential person in HR" by HR Magazine and "the world number one management educator and Guru "by Business Week. His model of HR functions and activities – the Ulrich Model – is considered the most influential and most often used implemented occupational structure tool in the field.)

Q: What do you think were the biggest changes in human resources, both as a field of study and practice, during his time on the field?

A: Human Resources has been to identify and offer a value that is not not do more, but focusing on how this does not create value for both employees within the company and customers and investors. This changes the focus of HR professionals with the human resources people and managers. The focus is what to do, but what we deliver.

Q: And how do you see the development of human resources in the years to come: what are the main drivers and challenges you see in the game?

A: I see HR being split sales as other functions: / marketing, finance and accounting, information technology and strategic information. HR will be administrative and transaction costs and driven by the strategy and led the transformation of value added. Management of the two halves is important.

Q: What impact do you think the current financial crisis has on the HR function?

A: human resources becomes more important, especially as the financial capital, business strategies and other traditional sources of competitiveness are being copied, leaving talent and organizational culture as driving sources uniqueness. The current financial crisis is not toxic assets, but poor management of poor decision makers.

Q: How does the model Ulrich itself has evolved in recent years, since I published it, and why?

A: The principle is the same: how can provide the human resources? What we are seeing are roles (who are) and competencies (what we know and do). Roles are emerging defender employees (today), human capital developer (tomorrow), functional expert (the right to grant administrative work), a strategic partner (Including agents of change), and leader. We have studied the skills and found credible activist, business ally, strategic architect, Operational implementation of talent manager / organization designer and culture and agents of change. Perform these functions with the right skills will the business succeed.

Q: How is the next iteration of the Ulrich model look like?

A: It will be in HR functions above, the skills of human resources. Let human resources to learn more connected to external customers. We will see more and more investors pay attention to the talent and organizational issues.

Q: How do you see the concept of outsourcing resources human element? And the answer vary once we bring the concept of offshoring?

A: If done well, outsourcing can help reduce costs and increase service quality. Offshore works because knowledge can be transferred quickly and easily. Knowledge is an asset that has few global boundaries.

Q: If the companies decide to outsource, do you think the best option is to outsource all or part of the HR function?

A: It's a mixed response. All administrative HR (in staffing, training, compensation, benefits, etc.) are able to be integrated through outsourcing. It is better to separate them as before. activities outsourced will probably be done in half the sector.

However, other parts of the HR function (talent development, development organizational leadership assessment, etc.) have not outsourced because a company wants to exceed the industry standard.

Q. Do you think that the growing dependence of the automation of business – Business services in particular – as a terminal (or even any threat) the HR function? And if so, how can HR professionals protect against this threat?

A: Technology has good and bad news. The good news is efficiency, log 24 hours a day, and distributed work. The bad news is isolation and lack of emotional connection. Not only are based the technology will help HR do a better job.

Q: What are the most common errors of human resources you have been made by companies you have worked?

A: Several possibilities:

* HR strategy HR without line managers

* Line managers, human resources, without making human resource managers

* Trying to do too much

* Not his own results, but activities

* Facilitate, not what is right

* Focusing only on employees within the company over investors clients and outside

* Not measuring progress or measuring the wrong things

Q: On a personal note, what is the best advice they gave you during your career? "And you take?

A: Again, several things:

* Continue to learn. The obsession with what I did and do better next time

* Make work easy for me, energizing, and enjoyable: do not run the sand dunes "that leads nowhere

* Focus on results: what is the result of the work I do? What value does it Ad what people?

* Other participants: do not have all the answers I

* Innovate … continue try to do something new. Listen hard to the problems of others can not solve. Resolution

Q: If you could have your career again, is there something you would do differently, and if so, what and why?

A: It is easy to say that I stay home with my family, but they were generous with their time and support. I would keep trying to make things bold push to that next step and work to build my views on the company.

Q: Finally, what are your current ambitions for the next phase of your career?

A: We would like to see HR through the eyes of investors and customers. We want to develop leadership throughout the company that provides value to multiple stakeholders. We'd like to find a way to verify the quality of management or management that investors have confidence in. We'd like to help professionals human resources to meet their standards and expectations of customers.

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