A model and process for redesigning the HRM role, competencies, and work in a major multi‐national corporation

This article presents a model and a detailed process for redesigning the human resources (HR) function by contracting with line executives for new roles and by upgrading the competencies of the human resource management staff while reengineering the HR delivery systems. The experience of a large, successful company that developed and implemented the process is described. The article argues that the use of “best practices” contributes less to creating a world‐class human resource management team than to redefining the fundamental partnership role supported by the line organization. Partnering is defined in an operational manner using the HR grid.