Jaundré Kruger | National Manager | Consolidated Employers Organisation (CEO SA) | mail me |
In many organisations, operational breakdowns do not stem from incompetence. Instead, they stem from unclear responsibility.
When problems arise in the workplace, the most common explanations are predictable:
- “I thought Human Resources (HR) was dealing with that”.
- “Management should have handled it”.
- “That’s not my function”.
Clear accountability is, therefore, not only good management practice. It is also a legal safeguard.
One of the most practical frameworks for achieving this clarity is applying the “Ulrich HR model”. Dave Ulrich developed this HR operating model. He introduced it in his influential book Human Resource Champions (1997). He argued that HR must operate in four distinct roles. These roles ensure organisational effectiveness and accountability.
Another key insight comes from applying the “Ulrich HR model” in real organisational settings. It helps employers define responsibility clearly. It also clarifies accountability for people-management functions. As a result, companies reduce operational confusion.
HR as a strategic partner
The first role positions HR as a strategic partner to leadership. This role links HR directly to organisational direction. It also strengthens decision-making at the executive level.
In practice, this includes several core activities:
- Workforce planning.
- Organogram design.
- Leadership development.
- Aligning HR policies with business objectives.
One important point often gets lost. HR advises, but leadership decides. Executives and operational managers remain accountable for implementing the strategy. HR ensures the people structure supports that strategy. This principle becomes clearer when applying the “Ulrich HR model” in governance discussions.
HR as an administrative expert
The second role focuses on operational efficiency. HR ensures that administrative systems run reliably and consistently. Without this foundation, legal and operational risks increase.
This includes:
- Employment contracts.
- HR records.
- Payroll administration.
- Recruitment processes.
- Labour law compliance.
In South Africa, compliance must include:
- Labour Relations Act.
- Basic Conditions of Employment Act.
- Employment Equity Act.
Administrative failures often become legal failures. For example, incorrect contracts or missing disciplinary records can determine the Commission for Conciliation, Mediation and Arbitration (CCMA) outcomes. Therefore, applying the “Ulrich HR model” helps organisations reduce compliance risk by strengthening administrative discipline.
HR as an employee champion
The third role recognises that organisations succeed through engaged employees. HR plays a support and guidance function in this area.
This includes:
- Managing employee relations.
- Addressing workplace conflict.
- Supporting engagement and culture.
- Ensuring fair treatment of employees.
Ulrich was clear on one principle. Line managers remain the primary custodians of the employee relationship. HR supports leadership, but it does not replace it.
Many employers only realise this when disciplinary cases fail at the CCMA. In many instances, managers did not address performance or misconduct early enough. Applying the “Ulrich HR model” helps clarify this division of responsibility before problems escalate.
HR as a change agent
Every organisation experiences change. This includes restructuring, technological disruption, economic pressure and strategic shifts. HR plays a key role in supporting leadership during these transitions.
This role includes managing:
- Organisational restructuring.
- Cultural change.
- Leadership transitions.
- Workforce transformation.
South African employers must also consider legal implications. Section 189 of the Labour Relations Act governs retrenchment procedures. Poorly managed change processes often result in litigation.
Applying the “Ulrich HR model” in change management improves clarity. It ensures HR supports leadership while leadership remains accountable for outcomes.
Practical lesson for employers
The Ulrich model highlights a critical truth. HR does not “own” people management. Leadership does.
Effective organisations distribute responsibility clearly:
- Executives drive strategy.
- HR structures and supports the system.
- Managers implement workplace decisions.
- Employees contribute to culture and performance.
When organisations fail to define accountability, problems escalate quickly. These issues often end up at the CCMA. However, when organisations apply the “Ulrich HR model”, they strengthen consistency and legal defensibility.
As Dave Ulrich argued, HR creates value when it enables organisational performance through people. For South African employers, the lesson remains straightforward. Operational clarity is not only good management practice. It is also strong risk management.
