Dave Ulrich

Human Resources, Management & Leadership Specialist; Has published over 175 articles and book chapters and 23 books; Partner at consulting firm

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Traveling From: Utah

Biography
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Dave Ulrich is a Professor of Business at the University of Michigan and a partner at the RBL Group, a consulting firm focused on helping organizations and leaders deliver value. He studies how organizations build capabilities of speed, learning, » Read Full Bio

Dave Ulrich is a Professor of Business at the University of Michigan and a partner at the RBL Group, a consulting firm focused on helping organizations and leaders deliver value. He studies how organizations build capabilities of speed, learning, collaboration, accountability, talent, and leadership through leveraging human resources. He has helped generate award winning data bases that assess alignment between strategies, human resource practices and HR competencies.

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Speaker Programs (Click on each program to view the description)

HR Strategy and Strategic HR
We see the role of HR as creating value for the business and helping business leaders convert customer expectations into employee actions. How do the best HR departments do this? What practices make the difference in ensuring that HR is an essential and powerful contributor to the achievement of business strategy?
Developing Talent
Talent management is the issue of the next decade. But it's not as simple as the finding and retaining of high potential employees. RBL research points out that great companies like GE, P&G, and United Technologies get 10 things right in building superior talent engines and the reputation that makes them magnets for talent.
What's Next in Leadership?
For the last fifty years, leadership has been framed as how the individual leader builds the right mix of competencies to implement strategy. We see two trends for the next steps in leadership. The first trend is to consider both individual and organizational issues-- we need individual leaders and we also need an organization capability to build future leadership. The second trend is the need to deliver on both internal and external issues. Leaders must execute business strategy (internal), and they also must create investor and customer confidence in the future (external). The intersection of these trends-- building an organization capability that creates confidence in external stakeholders--is what we call Leadership Brand.
Differentiated Workforce
In strategy implementation it's critical to know what are the true wealth-creating positions that must be in place for growth and profitability. High performing organizations know their positions not only their players.

Topics

  • Management Skills
  • Recruitment & Retention (Developing Talent)

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For more information about Dave Ulrich please call 1.877.8TALENT or email us.