Introduction
The Ulrich's three-legged stool model is a model that was created about ten years ago by Dave Ulrich to assist in the reconstruction of Human Resource (HR) function into a “three-legged stool”. This model has three primary constituent elements which include the business partners, shared services, and centres of excellence. The ideas contained in the Ulrich model came at a time when the HR was overwhelmed to define roles for itself, and it is for this reason that its thinking escalated to higher levels (Heneman and Milanowski, 2011). In practice, there is always an overlap that may exist across some of these roles with each role requiring the HR professional to perform as a business partner working closely with other business to provide benefits in the relevant areas.
Recommendation for Vodafone Europe to use the Ulrich's three-legged stool model
Models used in the diagrams illustrate the emerging model of a three- legged stool. An administrative service centre demonstrates one of the legs (or components) of the stool whose functions include processing of payrolls as well as focusing on the efficiency of the transaction services. The second leg entails the centre of excellence which is also known as the expertise in which the specialists and managers work. Lastly, the third leg comprises the HR business partners who do not at any point get involved in business transactions but rather play the role of consultants as well as planners connecting the business with suitable HR programs (Molineux, 2013). The three-legged model has been mainly adopted for global HR functions, and Ulrich further suggests other four broad roles in which the HR division can add values to their business. These key roles include those of a administrative expert, strategic partner, employee supporter and the change agent.
A recommendation for the Vodafone Europe to use the Ulrich is significant given the benefits that come along with the three mechanisms of service delivery. HR business partners are platforms in which the human resource professionals work hand in hand with business leaders to achieve the organizational objectives (Anon, 2016). This system varies among different organizations, and it has benefited companies in that it permits the HR professionals to be extra strategic contributors with the capability to transfer people's management matters higher on the corporate agenda and, as a result, increases performance. Business partners allow for the development of the most appropriate business strategy by making it easier to select and implement HR practices. This HR body also allows the business partners to utilize their unique knowledge and skills to drive change and also support the management team.
The centre of expertise in the Ulrich model has a role of being able to provide a competitive business gain such as talent management, reward, and learning. It encompasses a team of experts with the ability to lead breakthrough human resource solutions. In the Ulrich's three -legged stool model, the centre of expertise offers their services either directly to the HR division associates or in other situations right to line administrators. Their functions may include identifying requirements and endorsing the suitable solutions, studying and generating novel offerings and also acting as guardians in an organization (Webb, 2013). Additionally, they can also work in collaboration with HR partners in providing the right services to an organization.
Shared services entail a large body that is mainly concerned with all daily transactions in the business. Their other obligation requires monitoring of employees absence, offering advice on simple matters such as employees relations and, most importantly, recruiting administration. The shared services wing aims at providing a low-cost active management by incorporating self-service technology. Besides, it has been widely implemented due to the wide range of benefits that come along with it such as an upgraded quality of service and enhanced customer satisfaction.
Impact of Implementation
The development of the three-legged stool model improved the functioning of business organizations and has considerably implemented in different business organizations. However, some challenges have been brought about as an impact of their implementation (Narendhra, 2011). There are quite some limitations and disadvantages that are hindering the efficient implementation of this Ulrich model. Some of the limitations have included:
Business partners are though not to promote strategic thinking and thus have not been able to convince senior managers that they are capable of contributing to the strategic debate.
Some critics only think that the model has only enabled the change in title only for HR managers.
The need for the structure to follow strategy.
A majority of commentators are skeptical and remain unconvinced if the model provides a right way forward for people management.
Poor implementation and lack of understanding led to the downfall of the model
One of the disadvantages of this model is that it varies from organization to organization and hence there is no single set is standards that are to be followed and thus different strategic thinking.
Conclusion
Ulrich’s three-legged stool model emerges as a best practice as opposed to the traditional HR structure. The three elements of this model have enabled the improvement in the functions of the Human Resource with the HR business partner being the leading sector in providing quality services to an organization. This mode has also enabled HR to readjust its services and focus on proper strategic issues within a business.
References
Anon, (2016). [Online] Available at: http://human resource case stude-vodafone (Europe) [Accessed 29 May 2016].
Heneman, H. and Milanowski, A. (2011). Assessing human resource practices alignment: A case study. Human Resource Management, 50(1), pp.45-64.
Molineux, J. (2013). Enabling organizational cultural change using systemic strategic human resource management – a longitudinal case study. The International Journal of Human Resource Management, 24(8), pp.1588-1612.
Narendhra, V. (2011). Hutchinson Essar - Vodafone – A Case Study. IJAR, 1(10), pp.116-118.
Webb, N. (2013). Vodafone puts mobility at the heart of business strategy. Human Resource Management International Digest, 21(1), pp.5-8.
