HR Case Study: Comparison of HR Models, Ethical Practices, and Employee Engagement

Case Study

Table of Contents
INTRODUCTION ..........................................................................................................................1
MAIN BODY...................................................................................................................................1
Question 1: Comparison of the Ulrich HR model of HRM with the ''Mckinsey” HR Model. 1
Question 2 : How should ENH demonstrate becoming more ‘ethical’ as a company?.........3
Question 3 : How would you propose to improve the employee engagement in the poor
relationship which appears to exist between HR and parts of the work force ......................6
CONCLUSION................................................................................................................................7
REFERENCES ...............................................................................................................................9

INTRODUCTION
Human Resource management is basically considered to be the approach to the efficient
and effective management of individuals in a organization such that they help the company in
gaining a competitive advantage. It is designed to maximize the employee performance in the
service of an employer's strategic objectives. Also the entire process of human resource
management basically comprises of the practice of deploying, recruiting, managing and hiring
the employees of the organization. The report is basically on the case study of the organization
“Electrical Network Holdings” which is a FTSE100 organization responsible for the domestic
and commercial electricity distribution and infrastructure across the UK. The present report
comprises of the comparison between the Ulrich HR Model of HRM with the “McKinsey” HR
model. Also it comprises of different methods and ways through which the organization could
demonstrate in becoming more ethical as a organization. In addition to that, it helps in improving
the employee engagement in the poor relationship that appears to exist between the different
parts of the HR and Workforce.
MAIN BODY
Question 1: Comparison of the Ulrich HR model of HRM with the ''Mckinsey” HR Model.
The Ulrich model is basically described as the HR model developed by David Ulrich in
the year 1995. This model basically aims to organize the different human resource functions into
four compartmentalized segments. This HRM model basically posits that the human resource
professionals roles should be redefined in order to meet the modern business competitive
challenges. This model basically represents a paradigm shit in the human resource function. Such
type of model is generally well suited to complex and large companies with multiple business
units. This model generally defines four key roles that the HR must play in a company which
involves the following:
Strategic Partner( Strategic HR): These basically involve aligning and developing the key
strategies with the fosters systems and business results thinking with a focus on the customers.
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Change Agent(Change and Transformation): It generally comprises of deep understanding
about the organizational culture. In reference to change agent, he or she generally
institutionalizes the capacity for the change. Primarily, it is enabled by the assisting line
managers and training individuals as they lead change initiatives(Gigauri, 2020).
Administrative expert( HR Service Delivery): These are basically tasked with creation of the HR
process that are both efficient and effective. They must be tailored to the needs of the individuals
of the company without cost overruns.
Employee Champion: It is considered to be very significant for the Human Resources. In case of
employee advocate, they know what employees need. The employee advocate is able to take care
about the interest of the employees and how to protect them during the change process in the
company (Oehlhorn and et.al, 2020).
McKinsey” HR Model : It is basically an organizational tool that basically assesses the future
success and well being of the organization. It basically comprises of seven internal factors of the
company as means of determining whether a organization has the structural support to be
successful. It basically comprises of 7 Factors which includes Strategy, Structure, Systems,
Shared values, style, staff and skills.
With reference to HR model of David Ulrich, it generally brings various benefits to the
organization as it is basically a more driven model by the business and the internal voice of the
customer and HR spends less time on its internal process. It basically offers quick response to the
changed conditions and need of the management whereas the McKinsey 7S framework allows
the companies to analyse their weaknesses and strengths. In case of Ulrich Model, it offers
proactive approach towards its external and internal clients whereas the McKinsey 7s model
supports in measuring the weakness and strengths as compared to their competitors. When it
comes to Ulrich Model, it generally neglects the areas with commercial potential where the
McKinsey 7s model does not explains the concept of performance explicitly and effectiveness of
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