Want to learn the ideas in Hr From the Outside In better than ever? Read the world’s #1 book summary of Hr From the Outside In by Dave Ulrich, Jon Younger, Wayne Brockbank, Mike Ulrich here.

Read a brief 1-Page Summary or watch video summaries curated by our expert team. Note: this book guide is not affiliated with or endorsed by the publisher or author, and we always encourage you to purchase and read the full book.

Video Summaries of Hr From the Outside In

We’ve scoured the Internet for the very best videos on Hr From the Outside In, from high-quality videos summaries to interviews or commentary by Dave Ulrich, Jon Younger, Wayne Brockbank, Mike Ulrich.

1-Page Summary of Hr From the Outside In

The Faces of Human Resources

If you’re an HR professional, it’s important to be a lot of things. You need to be able to analyze the business and provide insights into your field. You also need to partner with line managers and help them find ways for their employees to work better together. Additionally, you have an obligation as a leader to engage the workforce and make sure they feel like they are part of something special in order for your company or organization to thrive.

The human resources department should be more involved with external stakeholders to make the company more successful. The HR department should widen their perspective about who they consider a stakeholder and include customers, partners, investors, suppliers and community members in order to reach sustainable organizational success.

To achieve this, you should invite partners into your training sessions and co-create employee performance measures with them. You can also build a good reputation by becoming an employer and external leader. You can manage the community’s overall perception of your firm by involving customers in selecting new hires and rewarding current staff members. Finally, work with investors to develop strategies for your company as well as help them select candidates for employment.

Human resource professionals should learn about what’s going on in the world, because it can affect their organization. They need to understand business, economics, politics and social issues so they can interpret those things through an HR lens. This will help them make better decisions for their organizations.

The “Six Competencies”

HR professionals should focus on the bigger picture. They need to be aware of what’s going on outside of their organization and how that affects them, as well as integrate with other departments and lead change within their company. HR leaders need these six skills:

1. “Strategic Positioner”

In its new role, human resources will shift and change the way it does things. It must develop a new skill to be successful in this role. This means studying outside influences on your field and organization, such as government regulation, economic conditions, technology trends, labor issues and other factors that might affect your company’s strategy. You can combine this knowledge with what you already know about HR to help influence strategic decisions for your firm. Information is useless unless you analyze it within the context of what’s happening in the market so you can make better decisions like steering away from unnecessary risk and toward opportunities that are more likely to succeed.

The HR leaders at MOL Group in Europe identify talent shortage trends by studying demographics. This helps them bring potential candidates to the company, and they work with local universities, high schools, educators associations to achieve this. They leverage Facebook and other social media tools like contests and events in order to draw interest from students who could fill their talent shortages.

2. “Credible Activist”

To be successful, you need to follow through on your commitments. You should also earn a reputation for reliability and results, as well as being an authority in your field. To gain the trust of stakeholders inside and outside of your organization, use your knowledge, experience and insight to solve pressing issues that affect it. For instance, when Humana was struggling with cost and morale problems in 2000, its HR department led the charge by defining an inspiring purpose for the company as well as a mission statement that would inspire employees to take action based on this new vision.