Addressing the challenges in Evolution of HR function to become a strategic business partner

Abstract

Human Resource function has gone through multiple phases and seen multiple structures in its evolution through the years. Arriving at an ideal structure that best meets the needs of adding to the well-being of the people and adding economic value to the organization is yet to be reached. Reviewing the literature available on Human Resource Function’s evolutions reveals that HR over the years has strived to transform itself from being an administrative function to becoming a strategic function. One of the biggest proponents of HR function to play a more strategic role has delineated the benefits of this transformation (Ulrich, 1997). Although few in number, but there are case studies and examples of firms which have taken steps towards devolving some of the administrative work and taking up more strategic work (e.g., Alvares, 1997), empirical data regarding the characterization of firms in the administrative vs. strategic camp is seldom found. Despite arguments being plenty in favor of HR function becoming a strategic partner, devolution of the administrative part has not materialized as envisioned (Mohrman, Lawler & McMahan, 1996). It is thus imperative to understand the conceptualizations of human resource management and understand how the framework of a matrix based organization function in such a paradigm. One business model that was touted to be the revolution in the field of HRM was Dave Ulrich’s three-legged stool. This model has been implemented to varying degrees by different organizations and has seen varied success in improving performance delivery. One of the main benefits of this model is that HR professionals will be freed from the administrative duties and focus more on delivering strategic input to the business hence adding economic value to the organization. However, amongst many challenges that this model brings with it includes the challenge of dual reporting lines. The objective of this research is thus to analyze the challenges of dual reporting in HR business partnering on performance delivery in private sector and recommend ways of overcoming those challenges. This research is thus based upon three questions that we seek to address. These are to determine and analyze the challenges of dual reporting in the role of HR Business Partnering in the private sector and to recommend ways of overcoming the challenges posed by dual reporting in HR business partnering.