Above and Beyond the Yearly Wheel: Anticipating and Realizing the Ever-Evolving Contribution of HR

Camilla Ellehave; Dave Ulrich

doi:doi:10.11648/j.jhrm.20210903.15

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Above and Beyond the Yearly Wheel: Anticipating and Realizing the Ever-Evolving Contribution of HR

Camilla Ellehave, Dave Ulrich

Published in Journal of Human Resource Management (Volume 9, Issue 3)

Received: 8 August 2021 Accepted: 31 August 2021 Published: 8 September 2021

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Abstract

Today’s global pandemic, social tensions (racial strife, refuge challenges), political toxicity, economic adversity, and personal emotional malaise challenges will undoubtedly be remembered as a time of unprecedented shock, change, and volatility. The speed, reach, and severity of these crises have accelerated changes about where and how people work, what new organizational systems are required to do work, and how leaders need to act to be effective; all of which are areas of importance to the future of the HR function. While it is critical for HR to respond to the day-to-day administrative requirements caused by these external changes, it is perhaps even more crucial for HR to improve its ability to grasp the consequences of these changes, to anticipate future challenges and their effects. In order to stay relevant and value-adding as a function, HR will need to keep reinventing itself to turn current and future contextual challenges into opportunities. This essay argues that HR will need to keep coming up with new answers to the question: Given these radical, contextual changes, how can HR rise to the opportunity and further improve the function’s unique contributions that create value for all stakeholders inside and outside the organization? To answer this question, this essay discusses how definitions of value and business success has changed recently, then goes on to suggest the implications for HR’s unique contribution to value creation, -delivery, and -capture, and concludes with offering a perspective on the implications for the function responsible for human capability (talent, organization, and leadership). In sum, this article offers business leaders and HR professionals insights on how to anticipate and realize the ever-evolving contribution of HR.

Published in	Journal of Human Resource Management (Volume 9, Issue 3)
DOI	10.11648/j.jhrm.20210903.15
Page(s)	88-93
Creative Commons	This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.
Copyright	Copyright © The Author(s), 2021. Published by Science Publishing Group

Keywords

Contribution of HR, Role of HR, Future of HR, HR Value Added, HR Opportunities

References

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[4]	Turner, Adair (2010). "Too Much 'Too Big to Fail'?" Economist's View. September 2, 2010.
[5]	Gup, E. (ed.) (2003). Too Big to Fail: Policies and Practices in Government Bailouts. Westport, Connecticut: Praeger Publishers. p. 368. doi: 10.1336/1567206212. ISBN 978-1-56720-621-0. OCLC 52288783.
[6]	Ellehave, C.; Burns, E. W. & Ulrich, D. (2021), “Embracing and Harnessing Uncertainty”. In Byrd-Poller, L.; Farmer, J. L. & Ford, V. (Eds), Role of Leadership in Facilitating Healing and Renewal in Times of Organizational Trauma and Change. IGIGlobal.
[7]	Koller, T.; Goedhart, M. and Wessels, D. (2005). Valuation: Measuring and Managing the Value of Companies, fourth edition, Hoboken, New Jersey: John Wiley & Sons, 2005.
[8]	Dave Ulrich and Norm Smallwood. 2004. Capitalizing on capabilities. Harvard Business Review. 119-128.
[9]	Ulrich, D. (2015). The Leadership Capital Index: Realizing the Market Value of Leadership. Berrett-Koehler Publishers, Oakland, CA.
[10]	Dobbs, R. & Koller, t. (2005). https://www.mckinsey.com/business-functions/strategy-and-corporate-finance/our-insights/measuring-long-term-performance#
[11]	Yeung, A. & Ulrich, D. (2019). Reinventing the Organization. Harvard Business Review Press, Boson, MA.
[12]	Jacques, E & Carson, K. (1994). Human Capability. London: Gower.
[13]	Wright, P., & McMahan, G. (2011). Exploring human capital: Putting ‘human’ back into strategic human resource management. Human Resource Management Journal, 21 (2), 93-104.
[14]	Ulrich, Dave, David Kryscynski, Wayne Brockbank, Mike Ulrich. 2017. Victory Through Organization: What the war for talent is failing your company and what you can do about it. New York: McGraw Hill.
[15]	Wright, Patrick, Mike Ulrich, Erin Burns. 2021. HR competency study, round 8. https://www.rbl.net/hrcs-round-8.
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[17]	Hamel, G. & Zanini, M. (2020). Humanocracy: Creating Organizations as Amazing as the People Inside Them. Harvard Business Press, Boston, MA.
[18]	Ulrich, D. & Smallwood, N. (2007a). Leadership Brand: Developing Customer-Focused Leaders to Drive Performance and Build Lasting Value. Harvard Business Review Press, Boston, MA.
[19]	Ulrich, D. & Smallwood, N. (2007)b. Leadership Code: Five Rules to Lead. Harvard Business Review Press, Boston, MA.
[20]	Ulrich, D. (2020). Knowing Which Organization Capabilities Make a Difference. https://www.linkedin.com/pulse/knowing-which-organization-capabilities-make-dave-ulrich/

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Camilla Ellehave, Dave Ulrich. (2021). Above and Beyond the Yearly Wheel: Anticipating and Realizing the Ever-Evolving Contribution of HR. Journal of Human Resource Management, 9(3), 88-93. https://doi.org/10.11648/j.jhrm.20210903.15

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Camilla Ellehave; Dave Ulrich. Above and Beyond the Yearly Wheel: Anticipating and Realizing the Ever-Evolving Contribution of HR. J. Hum. Resour. Manag. 2021, 9(3), 88-93. doi: 10.11648/j.jhrm.20210903.15

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AMA Style

Camilla Ellehave, Dave Ulrich. Above and Beyond the Yearly Wheel: Anticipating and Realizing the Ever-Evolving Contribution of HR. J Hum Resour Manag. 2021;9(3):88-93. doi: 10.11648/j.jhrm.20210903.15

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@article{10.11648/j.jhrm.20210903.15,
  author = {Camilla Ellehave and Dave Ulrich},
  title = {Above and Beyond the Yearly Wheel: Anticipating and Realizing the Ever-Evolving Contribution of HR},
  journal = {Journal of Human Resource Management},
  volume = {9},
  number = {3},
  pages = {88-93},
  doi = {10.11648/j.jhrm.20210903.15},
  url = {https://doi.org/10.11648/j.jhrm.20210903.15},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.jhrm.20210903.15},
  abstract = {Today’s global pandemic, social tensions (racial strife, refuge challenges), political toxicity, economic adversity, and personal emotional malaise challenges will undoubtedly be remembered as a time of unprecedented shock, change, and volatility. The speed, reach, and severity of these crises have accelerated changes about where and how people work, what new organizational systems are required to do work, and how leaders need to act to be effective; all of which are areas of importance to the future of the HR function. While it is critical for HR to respond to the day-to-day administrative requirements caused by these external changes, it is perhaps even more crucial for HR to improve its ability to grasp the consequences of these changes, to anticipate future challenges and their effects. In order to stay relevant and value-adding as a function, HR will need to keep reinventing itself to turn current and future contextual challenges into opportunities. This essay argues that HR will need to keep coming up with new answers to the question: Given these radical, contextual changes, how can HR rise to the opportunity and further improve the function’s unique contributions that create value for all stakeholders inside and outside the organization? To answer this question, this essay discusses how definitions of value and business success has changed recently, then goes on to suggest the implications for HR’s unique contribution to value creation, -delivery, and -capture, and concludes with offering a perspective on the implications for the function responsible for human capability (talent, organization, and leadership). In sum, this article offers business leaders and HR professionals insights on how to anticipate and realize the ever-evolving contribution of HR.},
 year = {2021}
}

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TY  - JOUR
T1  - Above and Beyond the Yearly Wheel: Anticipating and Realizing the Ever-Evolving Contribution of HR
AU  - Camilla Ellehave
AU  - Dave Ulrich
Y1  - 2021/09/08
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DO  - 10.11648/j.jhrm.20210903.15
T2  - Journal of Human Resource Management
JF  - Journal of Human Resource Management
JO  - Journal of Human Resource Management
SP  - 88
EP  - 93
PB  - Science Publishing Group
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UR  - https://doi.org/10.11648/j.jhrm.20210903.15
AB  - Today’s global pandemic, social tensions (racial strife, refuge challenges), political toxicity, economic adversity, and personal emotional malaise challenges will undoubtedly be remembered as a time of unprecedented shock, change, and volatility. The speed, reach, and severity of these crises have accelerated changes about where and how people work, what new organizational systems are required to do work, and how leaders need to act to be effective; all of which are areas of importance to the future of the HR function. While it is critical for HR to respond to the day-to-day administrative requirements caused by these external changes, it is perhaps even more crucial for HR to improve its ability to grasp the consequences of these changes, to anticipate future challenges and their effects. In order to stay relevant and value-adding as a function, HR will need to keep reinventing itself to turn current and future contextual challenges into opportunities. This essay argues that HR will need to keep coming up with new answers to the question: Given these radical, contextual changes, how can HR rise to the opportunity and further improve the function’s unique contributions that create value for all stakeholders inside and outside the organization? To answer this question, this essay discusses how definitions of value and business success has changed recently, then goes on to suggest the implications for HR’s unique contribution to value creation, -delivery, and -capture, and concludes with offering a perspective on the implications for the function responsible for human capability (talent, organization, and leadership). In sum, this article offers business leaders and HR professionals insights on how to anticipate and realize the ever-evolving contribution of HR.
VL  - 9
IS  - 3
ER  -

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Author Information

Camilla Ellehave

RBL Nordics, Copenhagen, Denmark
Dave Ulrich

Ross School, University of Michigan, Ann Arbor, USA

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APA Style

Camilla Ellehave, Dave Ulrich. (2021). Above and Beyond the Yearly Wheel: Anticipating and Realizing the Ever-Evolving Contribution of HR. Journal of Human Resource Management, 9(3), 88-93. https://doi.org/10.11648/j.jhrm.20210903.15

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ACS Style

Camilla Ellehave; Dave Ulrich. Above and Beyond the Yearly Wheel: Anticipating and Realizing the Ever-Evolving Contribution of HR. J. Hum. Resour. Manag. 2021, 9(3), 88-93. doi: 10.11648/j.jhrm.20210903.15

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AMA Style

Camilla Ellehave, Dave Ulrich. Above and Beyond the Yearly Wheel: Anticipating and Realizing the Ever-Evolving Contribution of HR. J Hum Resour Manag. 2021;9(3):88-93. doi: 10.11648/j.jhrm.20210903.15

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@article{10.11648/j.jhrm.20210903.15,
  author = {Camilla Ellehave and Dave Ulrich},
  title = {Above and Beyond the Yearly Wheel: Anticipating and Realizing the Ever-Evolving Contribution of HR},
  journal = {Journal of Human Resource Management},
  volume = {9},
  number = {3},
  pages = {88-93},
  doi = {10.11648/j.jhrm.20210903.15},
  url = {https://doi.org/10.11648/j.jhrm.20210903.15},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.jhrm.20210903.15},
  abstract = {Today’s global pandemic, social tensions (racial strife, refuge challenges), political toxicity, economic adversity, and personal emotional malaise challenges will undoubtedly be remembered as a time of unprecedented shock, change, and volatility. The speed, reach, and severity of these crises have accelerated changes about where and how people work, what new organizational systems are required to do work, and how leaders need to act to be effective; all of which are areas of importance to the future of the HR function. While it is critical for HR to respond to the day-to-day administrative requirements caused by these external changes, it is perhaps even more crucial for HR to improve its ability to grasp the consequences of these changes, to anticipate future challenges and their effects. In order to stay relevant and value-adding as a function, HR will need to keep reinventing itself to turn current and future contextual challenges into opportunities. This essay argues that HR will need to keep coming up with new answers to the question: Given these radical, contextual changes, how can HR rise to the opportunity and further improve the function’s unique contributions that create value for all stakeholders inside and outside the organization? To answer this question, this essay discusses how definitions of value and business success has changed recently, then goes on to suggest the implications for HR’s unique contribution to value creation, -delivery, and -capture, and concludes with offering a perspective on the implications for the function responsible for human capability (talent, organization, and leadership). In sum, this article offers business leaders and HR professionals insights on how to anticipate and realize the ever-evolving contribution of HR.},
 year = {2021}
}

Copy | Download

TY  - JOUR
T1  - Above and Beyond the Yearly Wheel: Anticipating and Realizing the Ever-Evolving Contribution of HR
AU  - Camilla Ellehave
AU  - Dave Ulrich
Y1  - 2021/09/08
PY  - 2021
N1  - https://doi.org/10.11648/j.jhrm.20210903.15
DO  - 10.11648/j.jhrm.20210903.15
T2  - Journal of Human Resource Management
JF  - Journal of Human Resource Management
JO  - Journal of Human Resource Management
SP  - 88
EP  - 93
PB  - Science Publishing Group
SN  - 2331-0715
UR  - https://doi.org/10.11648/j.jhrm.20210903.15
AB  - Today’s global pandemic, social tensions (racial strife, refuge challenges), political toxicity, economic adversity, and personal emotional malaise challenges will undoubtedly be remembered as a time of unprecedented shock, change, and volatility. The speed, reach, and severity of these crises have accelerated changes about where and how people work, what new organizational systems are required to do work, and how leaders need to act to be effective; all of which are areas of importance to the future of the HR function. While it is critical for HR to respond to the day-to-day administrative requirements caused by these external changes, it is perhaps even more crucial for HR to improve its ability to grasp the consequences of these changes, to anticipate future challenges and their effects. In order to stay relevant and value-adding as a function, HR will need to keep reinventing itself to turn current and future contextual challenges into opportunities. This essay argues that HR will need to keep coming up with new answers to the question: Given these radical, contextual changes, how can HR rise to the opportunity and further improve the function’s unique contributions that create value for all stakeholders inside and outside the organization? To answer this question, this essay discusses how definitions of value and business success has changed recently, then goes on to suggest the implications for HR’s unique contribution to value creation, -delivery, and -capture, and concludes with offering a perspective on the implications for the function responsible for human capability (talent, organization, and leadership). In sum, this article offers business leaders and HR professionals insights on how to anticipate and realize the ever-evolving contribution of HR.
VL  - 9
IS  - 3
ER  -

Copy | Download