How can we build human resources (HR) that deliver value? A systematic literature review of traditional and transformational HR roles

Abstract

Over the last two decades, human resource (HR) professionals have been practicing traditional human resource processes in their organizations. However, a good number of HR professionals are struggling to implement a strategic impact on their businesses. They are laboring to shift from old-fashioned traditional HR practices to transformational processes. This research paper aims to determine the traditional and transformational roles of HR that deliver value to the business when we bridge the gap between them. This study conducts a systematic literature review of articles and books. The study primarily analyzed secondary data, including the previous data derived from prior research studies that the researcher extensively reviewed to understand the traditional and transformational HR roles. This study shows that for HR to deliver business value, the core functions of HR need to integrate and align with the transformational roles of HR, which include HR leadership, HR business partner (HRBP), employee champion, and change agent. Here, a conceptual framework of traditional and transformational HR roles is presented, explaining the linkage between them that build successful HR professionals. The study contributes to the development of the literature on HR.