Human Resource Practices in HP
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Contents
HR Policies of HP...........................................................................................2 Training Training and Hiring........................................................................................2 Hiring.................................................................................... ....2 Source of Hiring............................................................................................2 Communications...........................................................................................3 Reward Reward and promotion..................................................................................3 promotion.............................................................................. ....3 Performance Review.....................................................................................3 The O!ectives of the Performance Performance Review Review Program Program in HP are"....................3 are".................. ..3 Capailit# $aturit# $odel.............................................................................%
References&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&& &&&&&&&&&&&&&&. '
Human Resource Practices in HP
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HR Policies of HP 1. Training and Hiring
HP is very much selective in considering candidates for job. Importance is given to the candidates on the basis of cultural fit and adaptability. HP is hiring their employees on permanent basis, HP discourage hiring of employees for specific short term skills. In HP, it is very unusual to hire someone directly on a managerial position. HP Policy is to provide necessary trainings to the new hirers. One line manager and the local personnel from the staff provide training. The instructors engage the new hires through participatory discussion and dialogues so that the new hires can easily discover the working environment, culture, personal policies, employee development and evaluation of the performance !var, "agos, # $alamon, %&'%(. •
The line managers made advice for employee trainings and H) department of HP develops the training need assessment based on the advice
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The H) department of HP coordinates all the activities of training with the company until a complete training plan is finali*ed.
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The trainer is liable to provide training sessions to the employees according to the rules and regulations provided the H) department.
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The re+uirements of the training will be picked by the recommendations made by the supervisors.
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Source of Hiring
HP source if recruitment is based on the followings •
-urrent HP employees who are suitable for any other vacant position within the organi*ation
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atabank
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/alk in candidates
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!dvertising
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0mployment -onsultants
Human Resource Practices in HP
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3. Communications
To encourage communication Hp uses different techni+ues to facilitate an ongoing dialogue with employees. HP adopted an open door policy through which all the senior and junior members of the organi*ation can easily e1change their thoughts with each other. The H) departments ensure the mi1ing of employees at all levels and continuous meetings !var, "agos, # $alamon, %&'%( 4. Reward and promotion
The organi*ational culture of HP and the value system plays a v ital role in promotion and reward system. !t the end of any successful completion of any project allowances will be given to the project team, if the task is performed as per +uality standards and before schedule. Promotions are based on an individual performance the performance is measured through performance review, if the H) department considers an employee suitable for promotion, a summary of employee performance will be sent to the higher management $alie # $chlechter, %&'%(. 5. Performance Review
The purpose of reviewing the performance is to evaluate the work performance of employees and to encourage discussion of job performance and communication. The aim of performance review is to analy*e the current job performance with set goals by the managers. In HP the performance review is consistently and fre+uently organi*ed by the H) department !var, "agos, # $alamon, %&'%(. Te !"#ectives of te Performance Review Program in HP are$
'. To measure employees work performance. %. To assist and motivate employees in improving their performance and achieving their professional career goals. 2. To identify employees with high potential for advancement. 3. To identify needs of training and development. 4. To provide a career planning path for each individual.
Human Resource Practices in HP
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Capa"ilit% &aturit% &odel
The -apability "aturity "odel provides a way to an organi*ation to fine tune its processes. ! -"" is a collection of structured elements that depict characteristics of effective processes. The optimi*ation level involves continuous improvement within the process. To reach to the top level of the -"" model an organi*ation have to utili*e the waste which comes out from a process to minimi*e its overall cost , at this stage an organi*ation is not only capable of improving the +uality but also controlling the +uality as well -. Paulk, -urtis, 5eth -hrissis, # 6. /eber, %&&7(. To acieve te Higest level of C&& model an organi'ation ave to adopt te following steps(
I. II. III.
The organi*ation have to define their processes sufficently. The organi*ation have to implement the techni+ues of project management . The organi*ation have defined its own standard operating procedures , through which the
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processses are standardi*ed , documented and integrated. Interrelationships of the processes are being developed after the processes are
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standari*ed, therefore it is easy to manage the process proactively. The organi*ation needs to collect data coming from different processes , analy*e the data
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and take corrective action to bring improvement in the process. $ub8process are selected which are contributing in the overall process, to -ontrol these
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sub8processes +uantitative and statistical techni+ues could be used. To manage the processes +uantitaive objectives for process performance and +uality are used as criteria. These objectives depends upon the re+uirements provided by the
6III.
customer. Performance of process and 9uality standards are incorporated to support the decision
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making in future. !ccording to the needs of the organi*ation, the processes are continuously being
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monitored and introdcuing innovative proceeses. The processes are continuously improved with the help of advanced technology and innovation.
Human Resource Practices in HP
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References
/erssowel*, ). # 5eer, ". %&'2(. Human )esources at Hewlett8Packard. !var, 0., "agos, !., # $alamon, ;. %&'%(. 5est H) Practices of International
Human Resource Practices in HP
-. Paulk, "., -urtis, 5., 5eth -hrissis, "., # 6. /eber, -. %&&7(. The -apability "aturity "odel for $oftware.
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