I aim to create a new strategic HR role within an organisation of about 60 permanent staff. This increases by another 10 when temporary specialist staff are added and by a further 100 – 150 when peripheral staff are included at stages in the year.

In order to do so and take the HR role from a reactive old style Personnel model I need to demonstrate the value that this form of HR can add to the organisation that it is not already doing.

I have decided that the Ulrich HR Business Partner model is the route to go. However, I need some practical guidance in implementing this and demonstrating to the CEO that this will add value to the entire organisation.

I have identified the Balance Scorecard as one method of communicating the value added nature of HR within this organisation.

I would very much appreciate feedback on this board or to my e-mail address.

Peter Kearney