People Operating Models and the HR Function
People operating models explain how HR is structured to deliver value. This technique introduces key models, including Ulrich, centralised, decentralised, hybrid, outsourced, agile, and embedded HR, and shows how different models suit different organisational sizes, sectors, resources and strategic priorities.
Technique Overview
People Operating Models and the HR Function Definition
A people operating model is the way an organisation designs its people function to deliver services, expertise, governance and strategic value. It shows who is responsible for what across HR business partners, specialist teams, shared services, people analytics, technology, leaders and line managers, and how these groups work together to support organisational performance and employee experience (CIPD, 2024a; Ulrich, 1997).
People Operating Models and the HR Function Description *
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Business Evidence
Strengths, weaknesses and examples of People Operating Models and the HR Function *
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Business Application
Implementation, success factors and measures of People Operating Models and the HR Function *
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Professional Tools
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Further Reading
People Operating Models and the HR Function web and print resources *
People Operating Models and the HR Function references (4 of up to 20) *
- CIPD (2024a) Do current HR operating models serve future needs? Available at: www.cipd.org/en/views-and-insights/thought-leadership/insight/future-models/
- CIPD (2024b) Critical role of HR business partnering in HR operating models. Available at: www.cipd.org/en/views-and-insights/thought-leadership/insight/role-hr-business-partner/
- CIPD (2024c) The Profession Map. Available at: www.cipd.org/uk/the-people-profession/the-profession-map/
- Gartner (2026) Your HR Operating Model Won’t Survive AI. Here’s What Will.. Available at: www.gartner.com/en/articles/hr-operating-model
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