This thesis deals with the organisational structure of human resources. The aim is to identify the role of HR in companies, explore the transformation process, recognize the main reasons for transformation and uncover the new structure of HR. This thesis places emphasis on the HR Business Partnership model and its three main parts - HR Business Partner, Shared Services Centre and Centre of Excellence. It is based partly on secondary data and partly on structured interviews with chosen companies.

The diploma thesis deals with the concept of HR business partnerships in Czech companies. The aim of this thesis is to describe, analyze and evaluate the level of implementation of HR business partnering in selected companies. Theoretical section defines concept of product placement followed by look into its historical development. Practical section of this study presents executed research in two selected companies that have already implemented this concept. The chosen method is qualitative analysis based on interviews with company managers followed by evaluation, comparison and suggestions for improvement of the whole concept of HR business partnerships. Key words HR business

This thesis focuses on the HR Business Partnership Model, as introduced and continuously updated by David Ulrich. The goal of the thesis is to show the development and transformation of HR roles, and the transformation of the HR Business Partner's role. In the practical part, I attempt to answer the question of how HR fulfills the roles of HR Business Partnership in its recently defined form. Evaluators are themselves employees, managers and HR professionals.

This diploma thesis analyses Ulrich's concept of the multiple-roles model and the implementation of the HR Operating Model through selected theoretical bases, published qualitative and quantitative researches conducted especially in the environment of European organizations of the secondary and tertiary sector of the market. HR Operating Model is also analysed through own qualitative research conducted in the personnel department of a selected organization operating in the field of fast moving consumer goods, which becomes a part of a multinational organization. Part of the qualitative research is a descriptive case study that monitors the transformation of the organizational structure of the personnel department, the revision and the implementation of the personnel processes, the degree of its' adaptation to the specific local conditions, the descriptive case study also identifies the positive and the negative consequences of the transformation in the local personnel department. Keywords HR Operating Model, Three-legged Model, multiple-role model, HR Business Partner, transformation of the personnel department

The work is focused on 3-Box model and its usage in a selected international IT company. The first part describes the pillars of 3-Box model: HR Business Partners, HR Shared Service Centers and HR Centers of Excellence. The second part introduces the HR organization in the company and describes HR Direct, which represents HR Shared Service Centre in the 3-Box model. Based on findings, the improvement is designed.

Syftet med denna kandidatuppsats är att undersöka hur ett HR-Shared Service Center fungerar ur ett användarperspektiv inom offentlig sektor. Fokus ligger på att undersöka första linjens chefers erfarenheter av Region Dalarnas motsvarighet till ett Shared Service Center (SSC), benämnt HR-Direkt. Utifrån studiens teoretiska referensram är SSC en av tre funktioner i vad Ulrich (1995) kallar HR-transformation vilket ska bidra till att effektivisera HR-arbete. Övriga delar i HR-transformationen är expertenheter och Human Resources Business Partners (HRBP). HR-transformation är kärnan i ett centraliserat HR-arbete där fokus ligger på kostnadsreducering och därmed förenlig med offentlig sektors skattefinansierade verksamhet. Vi argumenterar för att HR-transformationen direkt och indirekt får en betydande roll för både personalarbetets och organisationens effektivitet. Resultatet visar att första linjens chefers erfarenheter och åsikter om Regionens SSC; HR-Direkt står i direkt korrelation med första linjens chefers relation med sin HRBP, de första linjens chefer vilka har en god relation till sin HRBP har även en bra upplevelse av funktionen HR-Direkt medan de första linjens chefer vilka har en sämre relation till sin HRBP är missnöjda med HR-Direkt. Vidare visar resultatet att en otydlig ansvarsfördelning mellan HRBP och HR-Direkt bidrar till ett missnöje av HR-funktionen som helhet bland första linjens chefer. Studien har genomförts utifrån en kvalitativ ansats där nio semistrukturerade intervjuer med första linjens chefer, HRBP samt HR-Chef från Region Dalarna har genomförts. Resultatet från intervjuerna jämförs sedan med tidigare forskning i flera analysdelar och därefter presenteras en avslutande diskussion och slutsats. Vi anser att den befintliga forskningen tenderar att fokusera på organisatoriska aspekter av nyttan med ett SSC, till exempel ekonomisk vinning genom ett effektiviserat arbete. Vår förhoppning är att kunna påvisa att mer forskning bör riktas mot användare av SSC inom HR-fältet samt att vår studie kan fylla en del av kunskapsgapet avseende användares erfarenheter av ett SSC. / The purpose of the study was to explore how a HR Shared Service Center operates from a user perspective within the public sector. The focus is to explore the experience of Line Managers using Region Dalarna´s equivalent to a HR Shared Service Center, called HR-Direkt. Based on the study´s theoretical frame of reference, SSC is one of three functions that will contribute to the streamlining HR activites as part of a HR transformation programme as outlined by Ulrich. Other parts of the HR transformation are units of expertise and Human Resources Business Partner. HR transformation is the core of centralized HR work where the focus is cost reduction and thus compatible with public sector tax-financed function. It can be argued that the HR transformation has a great significance for the efficiency of both personnel work and the organization both directly and indirectly. The results have shown that line managers experiences concerning the Regions HR-SSC are in direct correlation with the line managers relationship with Human Resources Business Partner. The respondents who have a good relationship with their HRBP also have a good experience of HR-Direkt while respondents who have less favourable relationship with their HRBP are dissatisfied with HR-Direkt. Furthermore, the results show that an unclear distribution of responsibilities between HRBP and HR-Direkt causes dissatisfaction with the whole HR function among Line Managers. The study was based on a qualitative approach where nine semi-structured interviews with line managers, HRBP and the HR manager from Region Dalarna were conducted. The results from the interviews were then compared with the previous research using several forms of analysis before a discussion and conclusion are presented. The believe is that existing research tends to focus on organizational aspects of the benefits of an SSC, such as financial gain through streamlined work. The aim of this paper is to be able to demonstrate that more research should be directed at users of SSC in the HR field and that this study can fill part of the knowledge gap regarding users’ experiences of an SSC.

Background: Traditionally the HR function has had a low level of integration and has had only different internal processes and effective administration systems issues on the agenda. In recent years, new developments have challenged traditional definitions of what HR work should consist of. Purpose: By looking at management development from a business driven perspective, the purpose of this thesis is to investigate how the HR function endorses management development to suit the needs of the business. Course of action: The dynamic-comparative case study method has been used with both quantitative and qualitative approaches to generate a midrange theory. Results: The HR function must become a strategic business partner with credibility from the business in its work. Thereafter the HR function should focus to develop the individual manager's behaviors and skills through a semi- in-house approach. Also the HR function can bring added value to the business by assessing management development in accordance to hard measurements to the greatest possible extent.

<p>Background: Traditionally the HR function has had a low level of integration and has had only different internal processes and effective administration systems issues on the agenda. In recent years, new developments have challenged traditional definitions of what HR work should consist of. </p><p>Purpose: By looking at management development from a business driven perspective, the purpose of this thesis is to investigate how the HR function endorses management development to suit the needs of the business. Course of action: The dynamic-comparative case study method has been used with both quantitative and qualitative approaches to generate a midrange theory. </p><p>Results: The HR function must become a strategic business partner with credibility from the business in its work. Thereafter the HR function should focus to develop the individual manager's behaviors and skills through a semi- in-house approach. Also the HR function can bring added value to the business by assessing management development in accordance to hard measurements to the greatest possible extent.</p>

HR-arbetet har gått ifrån att fokuseras på personaladministration till affärsverksamheten och företagets personalpolitiska strategi. Ulrich och Brockbank ansåg att HR-arbetet kunde göras mer effektivt. De utvecklade sina tankar till ett koncept, HR-transformation, som blivit vida spritt globalt. Budskapet var att HR måste kunna affärslivets språk och perspektiv för att kunna vara värdeskapande men inte tvärtom. Verkligheten visar att planerad HR-strategi inte alltid är lika med genomförd HR-strategi. Vi har valt att förlägga vår studie till Volvo och avdelningen Group IT. Valet är främst baserat på att företagets HR-funktion genomgått en HR- transformation i samband med att konceptet var nytt. Denna studies syfte är att med utgångspunkt i teorin om HR-transformation beskriva hur en HR Business Partners roll upplevs fungera i praktiken. Vi undersöker vad det innebär det att arbeta som HR Business Partner på Volvo och vilka värden chefer respektive HR Business Partner upplever att rollen bidrar med till Volvo. Den forskning som vi redogjort för handlar om olika aktörers syn på begreppet värde och om värdeskapande HR-arbete för chefer och HR Business Partners. För att kunna svara på våra forskningsfrågor och komma närmare chefers och HR Business Partners upplevelser och tankar har vi valt att använda oss av en kvalitativ forskningsmetod. Under våra intervjuer framkom olika perspektiv på målet med HR Business Partner-rollen. Ett viktigt mål med rollen är att leverera effektivt stöd till den del av organisationen HR Business Partner supporterar och i olika frågor. Upplevelsen är att närheten till verksamheten och det operativa stödet är värdefullt. Det finns både liknande och olika syn på andra faktorer som levererar värde. Med tydligare kommunikation om värdeskapande HR skulle cheferna bättre veta vad de kan förvänta sig av sin HR Business Partner. Och vice versa. Utökad dialog och samarbete skulle indirekt ge ringar på vattnet och ge mervärde för medarbetarna Volvo Group IT.

This thesis focuses on Human Resources in a company, it' s strategic managing and measuring it's contribution to the business. In theoretical part the main source is foreign literature and it analyses traditional and new conceptions of HR. It focuses on a role of HR director, as a main element of strategic level of HR and his/her role in a relation to the rest of a company and HR department. In practical part the thesis analyses a research, made among Czech companies, and comes into a conclusion, that the main cause of an unsatisfactory HR management in these companies is it's poor measurability. In the final, key part of the thesis it designs a process, which a company should follow in order to adopt a strategic HR and it's measurement by goals of a company.