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Articles by Dave Ulrich
Managing Moments that Matter for HR: How to Build, Not Erode Trust
A large percent of daily living (60 to 80 percent) consists of recurring activities. Sleeping, grooming, eating, exercise, communication, and relaxation make up routines with predictable patterns. These routines often occur without conscious thought and shape a personal identity. But they can be evaluated and adjusted based on need and goals. They may also be unduly shaped by moments that matter.
Leadership Capacity: A Critical Element of Human Capability for Transformation
by Oleg Konovalov - Author, Coach, Consultant, Premier Expert on Vision and Visionary Leadership (ceo@vli.global) and Dave Ulrich - Rensis Likert Professor Emeritus, University of Michigan, Partner, The RBL Group (dou@umich.edu) A CEO (or business leader at any level) lays out a bold new agenda with an aspirational vision, a compelling strategy, and a thorough transformation plan.
What Makes an Effective HR Function?
No question, the HR agenda is dramatically evolving with context changes in technology (AI), demographics (aging and alpha workforce), social environments (expectations, mental health), politics (regulation, policies), economics (tariffs, uncertainty), global turbulence (conflicts, climate), and other areas. HR is at an inflection point to deliver stakeholder value through human capability with evolutions in talent, organization, leadership, and HR function.
HR is More Than . . . Reflections from Ten Years of Weekly Posts
Sep This written content was disclosed by the author as human only. I confess to hypergraphia (an addiction to writing). This has included a number of books and articles, but I was curious what this yielded in my weekly LinkedIn posts (and comments). Starting in 2016, I started posting on LinkedIn, often short (130- to 170-word) idea briefs that were more than aphorisms or maxims but not articles.
What are the priorities for CHROs? What does this mean for others?
The materiality and relevance of human capability (four domains: talent + organization + leadership + HR function) has increased for a number of reasons. The advent of AI creates information and efficiency parity; human capability differentiates in all four domains. With the increased contextual uncertainty and pace of change, companies that respond with agility (transformation, speed, adaptability, flexibility) are more likely to succeed. Agility comes from human capability investments.
AI and Human Capability: Where are we? Where are we going? How do we get there?
Think of the song, “’Tis the season to be jolly,” but replace it with, “’Tis the reason to do AI, AI AI AI AI AI.” The pervasiveness of AI shows up with AI added to any job title, conference talk, strategic plan, and development program. Without doubt, AI in all its forms (genAI, agenticAI, roboticAI, automomousAI, AGI) changes daily living and work experience. Let me suggest that AI is a means, not an end.
Dave Ulrich on Employee Experience: How Have Ideas Changed?
Dave Ulrich, Rensis Likert Professor at the Ross School of Business, University of Michigan and a partner at The RBL Group.
What Do I Want? The Essential Question for Today’s Busy-ness Endemic
Our world is experiencing a relentless barrage of advances in technology, stressful global events, shifting social norms, and other pressures for change and achievement. Nearly everyone feels overwhelmed by today’s endemic of “busy-ness.” In the past two weeks, I have posted ten reflections for progress and fourteen evolutions in HR which might feel daunting to master.
HR Inflection Point: Four Pivots and Fourteen Evolutions for HR
Last week, I confessed to hypergraphia (addiction to writing). This week, I confess to OCD (organization compulsive disorder). I am obsessed with helping organizations deliver more value to all stakeholders. Because of the changing global context, I have suggested that HR is at an inflection point with four pivots (figure 0).
Recognizing And Overcoming Risks Of AI For HR
Highlights: AI can improve HR decisions, but relying on it without human judgment can weaken critical thinking, reduce differentiation, and spread inaccurate information. Privacy, fake content, emotional manipulation, and unclear accountability are becoming major governance challenges as AI adoption expands across HR. Organizations gain the most from AI when they combine automation with human expertise, strong governance, and a clear focus on business differentiation.
The Formula Every HR Leader Needs: AI × Human Ingenuity
Highlights: AI without human judgment delivers efficiency but rarely creates differentiation. Employees who combine technology with critical thinking will become the most valuable talent. The future of HR is helping people and AI work together effectively. Managing people continues to be a primary concern for business and HR leaders. The field of human resources (and management) has its roots in managing people at work.
Making AI in HR Deliver Stakeholder Value - The Risks and Returns of AI in HR
MIT DANSK HR Webinar Præsentationer og optagelser fra afholdte webinar m.m. Udgivelser HR & Ledelse er DANSK HR´s faglige magasin og på denne side kan du læse alle DANSK HR´s ud... Værktøjer Find relevante værktøjer til HR opgaver FOR ANNONCØRER SØG 03. marts 2026 In the midst of the AI-revolution, HR-leaders and -functions must step up and dare to reimagine the scope, contribution and responsibility of our HR-functions.
“La ‘esperanza’ está emergiendo como una nueva forma de cuidar a los empleados”
Ayuda Buscar en la ayuda Buscar en la ayuda
Becoming our Better Selves with Counsel from Dr. Martin Luther King Jr.
Written by Marcus Shaw , HR Director and Dave Ulrich, Rensis Likert Professor Emeritus, University of Michigan, Partner, The RBL Group (dou@umich.edu) Have you ever been slighted by any of the “isms” or “biases” in figure 1? When we ask this question of groups we work with, nearly everyone can name at least one ism or bias that they have personally experienced, often resulting in personal distress or organization dysfunction.
What is Your Primary Wish for 2026? A Mental Health Improvement Wish (What, Why, and How)
If you had one wish for the overall human capability agenda for 2026, what would it be? I continue to advocate the agenda of delivering stakeholder value to all stakeholders through human capability investments in talent, leadership, organization, and HR function with many hopes for 2026, including: The evolution to stakeholder HR continuing with more HR attention on stakeholder value.
It’s the Most Reflective Time of the Year: Making Successful Transitions at New Year and Anytime
The end of the year can often be a time of transition when we reflect on the past and prepare for the future. Such transitions can be inflection points for either learning leading to growth or stagnation leading to decline. I follow pro basketball and am amazed at how many all-star (and MVP) players grow through off-season to in-season transitions from year to year during their first four years (see figure 1). Their off-season work results in in-season progress.
Prepare for the Future by Creating It: How 2025 Insights Shape 2026 Impact
At the end of every year, people like to look ahead to the next year to anticipate and predict what’s next. I have done this in previous years. This year, I want to look back to reaffirm what I have learned in 2025 and how that learning prepares HR for the future by creating it. The meta-theme (past, present, and future) can be captured in a few words: delivering stakeholder value through human capability.
When Organization Routines Need an Update: How Business and HR Leaders Can Revamp Routines
We celebrate holidays (Thanksgiving, Christmas, Easter, Eid al-Fitr, Hanukkah, Diwali and others) with rituals: giving gifts, expressing appreciation, spending time with family and friends, eating together, decorating, and sharing hopes. These rituals become routines that give structure and meaning to our personal lives. Sometimes, while the underlying routines are the same, the actions evolve.
HR’s Progress to Impact: The Journey Continues
The child’s seemingly endless query on a trip, “Are we there yet?” seems to haunt HR. Unlike a real destination end of a child’s journey, HR does not have a definitive “there,” but a direction and aspiration that can be tracked with progress along the way. HR’s evolving aspiration can be stated in five words: deliver value to all stakeholders.
Creating Your Legacy: Five Specific Actions for You and Others
Last week, I wrote about Peter Drucker’s impressive lasting legacy. But one does not have to be an icon to pay attention to legacy; everyone has one whether intentionally created or shaped by default. Leaders who build and help others craft a legacy approach today’s work with more clarity about their personal purpose, commitment to making an impact, and confidence in their ability to do so. In my teaching, writing, and coaching, I help others make progress on their legacies.
The People Space Digest
The People Space Digest isn’t another roundup of HR headlines. It’s a fortnightly dose of perspective on the future of work – curated, contextualised and written by award-winning HR and business journalist Siân Harrington. Each briefing connects the dots between people, technology and leadership – turning the week’s noise into clarity, context and insight you can act on. ✔ Trusted editorial insight, not recycled news ✔ Signals that matter, not noise ✔ Curated with senior HR in mind
Welcome to Your Idea Friends: How Can I Befriend Peter Drucker’s Ideas Around Value, Hope, and Sustainability?
How Do You Feel About the Future of HR? Introducing Insights from the Inaugural GHRLE Offering Nov 4, 2025 by Dave Ulrich, Professor (dou@umich.edu), Dick Beatty, Professor (dickbeatty@comcast. 119 Comments Talent Advantage = AI (Artificial Intelligence) * HI (Human Ingenuity): A Formula for Business and HR Leaders Oct 28, 2025 Managing people continues to be a primary concern for business and HR leaders.
How Business and HR Leaders Turn Busyness into Healthy Productivity
Nearly everyone I talk to, meet with, or schedule an event with makes a similar comment: “I am so busy.” And not it a good way.
Mindset and Skills For Being a Peacemaker: Implications for Business and HR leaders (and Each of Us)
Tragedy, conflicts, and associated inflammatory rhetoric in recent months, weeks, and days have become widespread and visible: Charlie Kirk assassination, Christian religious assaults in Michigan (USA), Jewish religious assaults in Manchester (UK), Gen Z protests in Madagascar and South Asia, and a divisive US political climate leading to government shutdown. Of course, conflicts are not new.
How Failure Can Lead to Opportunity: For HR Professionals, Business Leaders, and the Rest of Us!
by Dave Ulrich, Rensis Likert Professor Emeritus, University of Michigan, Partner, The RBL Group (dou@umich.edu) and Wendy Ulrich, PhD, Psychologist, Author, Founder Sixteen Stones Center for Growth (wulrich@rbl.net) We recently worked with a group of young adults and asked them to plot how they would likely experience the next ten years of their lives in terms of highs and lows. Most of them drew a relatively straight line, some more optimistic than others (A, B) and some more static (C).
Turning HR Inflection Points into Words and Actions
Anyone who has learned a second language likely recognizes word differences. For example, when we lived in Montreal for three years, I learned that some words related to religious rites are locally used as swear words. Tabarnak/tabarnouche (tabernacle) Câlisse (calice or sacred cup) Ostie (sacrament bread) Sacrament (same in English) I made more than one mistake in using these words! Words matter because they communicate ideas that shape how we think, act, and feel.
How Leaders Discover Clarity in Chaos
by Dr. Oleg Konovalov - Author, Coach, Consultant, Premier Expert on Vision and Visionary Leadership (oleg@olegkonovalov.com) and Dave Ulrich - Rensis Likert Professor Emeritus, University of Michigan, Partner, The RBL Group (dou@umich.edu) Chaos has always been part of human existence, but today it feels relentless. With the accelerating pace of change, disruption is no longer an exception—it is the rule.
How to Create Clarity When Everything Falls Apart: Konovalov, Oleg, Ulrich, Dave: 9798262272143: Amazon.com: Books
Oleg Konovalov’s Beyond Chaos is exactly the book leaders, entrepreneurs, and anyone navigating turbulent times need right now. With his signature depth and clarity, Konovalov goes beyond theory to provide a practical framework for turning disruption into opportunity. What makes this book stand out is the balance between powerful storytelling and actionable insights. The real-life examples bring the concepts to life, while the structured approach gives you tools you can apply immediately.
How to Create Clarity When Everything Falls Apart: Konovalov, Oleg, Ulrich, Dave: 9798262272143: Amazon.com: Books
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How to Develop Executive Presence
I have recently had the privilege of coaching over thirty next-generation HR leaders in an executive program. The most frequent concern they expressed can be captured in this synopsis: I have had a very good career in my specialty area (talent acquisition, learning and development, compensation, change, etc.) or as a generalist partner. I have been invited to move into more senior management roles.
Human Capability & Stakeholders: Past, Present & The AI-Driven Future
HR has evolved from focusing solely on employees to delivering value for all stakeholders, including executives, investors, and communities. AI and analytics are transforming HR decision-making, enabling smarter investments in human capability. The future of HR lies in leveraging GenAI to drive strategic impact, optimize workforce potential, and create sustainable stakeholder value. With many others, I am passionate about shaping the future of HR, which clearly includes the use of GenAI.
The Power of Personalization: Tailoring Employee Experience For Success
People matter. Caring for people in organizations is a timeless principle. When employees find purpose and meaning (believe), learn and grow (become), and feel respected and connected (belong), they have a better work experience. Employee experience is a lead indicator of the ability of an organization to reinvent strategy, serve customers, increase investor confidence, and build community reputation. How to create a positive employee experience has evolved, as noted in Figure 1.
My View: The Olympic mascot resonates in official imagery throughout Buffalo
The Paris Olympics are in full swing, and there has been much to see: striking opening ceremonies, the sights of Paris, and WNY athletes competing on the world stage. If you, like me, were not able to spend these weeks of summer along the Seine, you can find a piece of the Olympic spectacle right here in Buffalo. I have been paying particular attention to one aspect of the games above all else, in a quest that has yielded gold in the past few days.
Learning Innovations in a Disruptive Workplace
Learning matters more than ever in today’s volatile, changing, uncertain business world —and this has major impact on all stakeholders. With the increasing pace of social, technological, economic, political, environmental, and demographic changes, organizations and individuals have to disrupt (drastically change) themselves to stay current.
Leadership Code 4.0: An Evidence-Based View of Effective Leadership
by Leslie Kawai , Principal, The RBL Group (lkawai@rbl.net), Erin Wilson Burns , Principal, The RBL Group (eburns@rbl.net) and Dave Ulrich, Rensis Likert Professor, Ross School of Business, University of Michigan; Partner, The RBL Group (dou@umich.edu) One day, a son asked his mother for the family’s traditional holiday ham recipe. She detailed each step while he took careful notes. She explained that she cuts off about an inch from each side before putting it in the oven to bake.
Update on HR Business Partner Model Continuing Evolution and Relevance
With many others, I helped shape the HR business partner (HRBP) model some years ago (see book Human Resource Champions). In February 2017 and March 2018, I reviewed and previewed the HRBP logic. In those previews, I talked about HR business partners delivering value to multiple stakeholders by giving special attention to talent and organization, delivering the right competencies, and using technology that accesses the right information.
Eight Simple, Applicable Tips for Managers
Written by Bob Kelleher , Founder, The Employee Engagement Group; Author, Louder Than Words and I-Engage (rkelleher@employeeengagement.com) and Dave Ulrich, Rensis Likert; Professor, Ross School of Business, University of Michigan; Partner, The RBL Group (dou@umich.edu) Early in each of our careers, we often met with students or new workforce entrants who aspired to be “the boss” and move into management.
Reinventing Performance Management: Business and HR Leaders Must Lead With Courage
Performance management matters for all organization stakeholders both inside (individuals, business strategy) and outside (customers investors, and communities) (figure 1). Business and HR leaders committed to improving performance empowers the entire organizational ecosystem. Performance management is one of the most disliked of any HR process as indicated by key groups who have studied performance management.
Is It Time for HR to Evolve “Know the Business” to “Stakeholder Value”?
For the last number of years, HR professionals have been encouraged to “know the business.” SHRM and CIPD call this business acumen. HRCI calls it stakeholder-relevant capabilities and results-oriented outcomes. AHRI calls this business strategist with business acumen.
Reflections on Performance Management: How to Make Meaningful Progress
Most acknowledge that performance management matters for all organization stakeholders both outside (customers, investors, and communities) and inside (individuals, organizations, and HR function) (see figure 1). Despite its significance, it often fails to live up to its purposes as shown in many studies: SHRM found that over 90 percent of participants are dissatisfied with their appraisal systems.
Civility Imperative: A Prescription for Now!
by Stephen M. Paskoff, Esq. , President and CEO, Employment Learning Innovations, Inc. (ELI) (paskoff@eliinc.com), Rebecca Ray MG 100 Coach, Human Capital Consultant, Advisory Board Member, G3 Human Capability (Rebecca@RebeccaLeaRay.com), and Dave Ulrich, Rensis Likert Professor, Ross School of Business, University of Michigan, Partner, The RBL Group (dou@umich.edu) A group of CHROs met recently to explore the largest challenges they were facing in their organizations.
What Makes An Effective HR Function?
Attention to people and organization issues has increased with the Covid-19 pandemic, subsequent mental health and well-being concerns, and clear evidence of the impact of people and organizations on stakeholder value. In light of this attention, many consulting firms are exploring an HR operating model for how to build an effective HR function to respond to these trends.
Five Organization Assumptions and Actions that Help Business and HR Leaders Deliver Value
In American sports, the NFL is having its annual draft to select talent based on extensive physical, social, emotional, and intellectual competence assessments. At the same time, the NBA playoffs have begun where teamwork matters as much or more than talent. In the NBA, only nine times in 78 seasons has the scoring leader won the championship (and six of those championships were won by Michael Jordan who lowered his scoring average 20 percent when he did so).
Upgrading HR Professionals: A Roadmap For Value-Centric Development
I care about and am committed to upgrading HR professionals to deliver value to all stakeholders by improving their skills! If you are reading this, in all probability, so are you. Why?
The Human Capability Mindset: Optimist * Pessimist = Realist with Pragmatic Hope
I saw buds on our bushes today. Spring often represents renewal. This year, the Easter holiday and Ramadan/EID overlap, each symbolizing commitment to growth. This season leads me to reflect on how to create a mindset of renewal by understanding both pessimism and optimism, and how these attitudes show up in human capability (talent + leadership + organization + HR). Often pessimism versus optimism is a trade-off. Pessimists focus on what is wrong; optimists focus on what is right.
Pre-flections On GenAI And HR
GenAI has become one of the most rapidly adopted technology innovations ever as many have used ChatGPT to write lyrics, create songs, compose images, explore questions, or draft documents. But GenAI is more than a hobby or parlor game; the information provided through GenAI will transform the entertainment, fashion, travel, education, health, energy, and professional services industries.
Value Creation as the Next Wave of the Change Agenda: Four Principles for Making Transformation Happen
by Dave Ulrich, Rensis Likert Professor, Ross School of Business, University of Michigan; Partner, The RBL Group (dou@umich.edu) and Joe Grochowski Managing Director, The RBL Institute (jgrochowski@rbl.net) Think back to when you started your career, how critical was “managing change” then? What did your mentors say about the importance of “managing change” when they began their career? More broadly, what have thought leaders said about change for generations?
I’m the New Head of HR, Now What? The First 90 Days
Now that you’ve got the job, what questions and actions should drive your first 90 days? So, you just got the top HR job. Congratulations. Your business leader has said the right things. She wants a partner who will contribute to business success. Someone who will help build the talent and organization your company needs to ensure its growth and profitability in the future.
4 ways to manage the 'expectation paradox' in the workplace
Expectations shape attitudes, attitudes drive behaviours and behaviours deliver results, says global HR leader, Dave Ulrich. That’s why it’s important for HR to manage the ‘expectation paradox’. Expectations often determine how people respond to certain situations. Expectations come from many sources – self-talk, upbringing, experiences, biases, peer groups, lifestyles, and so forth – and they can impact relationships, daily routines and work.
Pre-flections on GenAI and HR: Where to Go and How to Get There
GenAI has become one of the most rapidly adopted technology innovations ever as many have used ChatGPT to write lyrics, create songs, compose images, explore questions, or draft documents. But GenAI is more than a hobby or parlor game; the information provided through GenAI will transform the entertainment, fashion, travel, education, health, energy, and professional services industries.
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