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Managing Human Element at Work

Notes the organization’s strategy is realised. The use of e-HRM technologies therefore is expected
to contribute to the alignment of the HR strategy with the organization’s overall strategy.
2.6.7 The Job of the HR Professional

The e-HRM not only has an impact on the performance indicators of the HR system. As the
use of the e-HRM technology also drives a change in the HR architecture, and therefore
changes the time spent of HR professionals on specific HR activities, it is also expected that
it has further consequences for the HR professional. One of the goals of e-HRM technologies
was increasing the strategic orientation of the HR system. Extensive use of IT will likely
influence the HR professionals’ focus as they may be expected to spend more time toward
the efforts to improve the organization. Besides the increased strategic role, the HR
professionals also receive the responsibility of the e-HRM technology. The IT influences the
focus of work that HR professionals perform by focussing more time on activities related
to IT support, such as maintaining and developing IT-based HR applications. The adoption
of e-HRM technologies requires HR experience for the renewal of instruments and prepares
these instruments for easy web-based use. The HR professionals also have a role in the
accompaniment of end users of the technology. The end-users must be trained and motivated
to use the technology. The HR professionals are responsible for the guidance of the end-users
of the technology and the attainment of the right technological skills and competences for
end users to use the technology. There is also the expectation that the adoption of e-HRM
technologies leads to HR professionals being functional specialists supporting employees
and managers instead of being administrative experts.
2.6.8 The Roles of the HR Professional
The typology of Ulrich can be used to describe the different roles to be performed by HR
professionals as business partners within an organization. Four roles for HR professionals
are defined based on the variations of two dimensions: strategy versus operational and
people versus processes (see figure 2.10). An important point to consider is that Ulrich states
that the HR professionals as business partner does fulfil all four the roles. There exists some
criticism about the typology of Ulrich. According to these authors the theory is prescriptive,
not empirically proven, based on the USA solely and they do not address the issue of role
conflict within the function of the HR professional. Still, this theory is useful to describe the
differences in roles of the HR professional. The four roles of HR professionals described by
Ulrich will be further elaborated in Figure 2.10.

Figure 2.10: Four Roles of HR Professionals
Strategic Focus

Strategic Partner Change Agent
Processes People

Administrative Employee
Expert Champion

Operational Focus
2.6.9 Additional Skills for HR Professionals

It is expected that the HR professionals require additional skills to cope with the change of
focus and technology maintenance responsibilities. The increased strategic responsibilities
require additional skills of the HR professional. HR professionals therefore, should receive
proper training and education to be able to carry the responsibilities of such a role has
studied the importance of specific skills of HR professionals after the adoption of e-HRM

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