A Project Report On Induction Initiatives of Different Business Units in HP

To study the induction initiatives of different business units in HP
EXECUTIVE SUMMARY
This project is aimed at conducting an organization study of the company and the Benchmarking of HR Deliverables in the IT industry. The first part deals with the company profile, organizational structure, policies and practices, products and services, and the second part deals with a problem in a functional area (a standardized induction document and an improvement in the performance appraisal method). In this case a study on the Benchmarking of HR Deliverables was pursued. In the study of the benchmarking process the objective was to study the existing system, identify the areas of improvement and come out with necessary solutions for the same. The area of major concern was the improvement in the performance appraisal system. The new improvements were based on the other companys performance appraisal system. The study has been conducted from a mix of primary and secondary sources with a majority of it being primary data. First, the benchmarking process was thoroughly studied, the subject area (HR Deliverables) and objectives to be benchmarked were identified and a plan to achieve the same was devised. During the course of the study, it was seen that, in order to create an industry benchmark, the various practices within the various business units (i.e.; the internal data) were to be standardized. An in-depth study of the various implementation techniques (of Performance appraisal) of the different BUs was carried out and the problem areas and unique best practices were identified. Solutions to overcome these problem areas and standardize the various processes were crafted and are in the process of implementation.
ABOUT HP
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HISTORY
Stanford University classmates Bill Hewlett and Dave Packard founded HP in 1939. The company's first product, built in a Palo Alto garage, was an audio oscillatoran electronic test instrument used by sound engineers. One of HP's first customers was Walt Disney Studios, which purchased eight oscillators to develop and test an innovative sound system for the movie Fantasia. Compaq Computer Corporation was formed after 1982 meeting in Houston, Texas, pie shop. Together in the new HP employees share a passion for satisfying customers, an intense focus on teamwork, speed and agility, and a commitment to trust and respect all individuals. HP is a company unlike any other. We serve everyone from consumers to small and midsized businesses to enterprises to public sector customers with an extensive portfolio of market-leading solutions specifically designed to meet the needs of each customer segment. Our annual R&D investment of nearly $4 billion (USD) fuels the invention of products, solutions and new technologies. We produce an average of 11 patents a day worldwide. HP Labs provides a central research function for the company which is focused on inventing new technologies to improve our customers' lives, change markets and create business opportunities. Millions of people around the world use HP technology every day. HP is:

the largest consumer IT company the world's largest SMB IT company a leading enterprise IT company
Our strategy is to offer products, services and solutions that are high tech, low cost and deliver the best customer experience. Our team of 150,000 employees does business in more than 170 countries. Revenues reached $79.9 billion for the fiscal year that ended October 31, 2004.
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To study the induction initiatives of different business units in HP HP delivers vital technology for business and life. The companys solutions span IT infrastructure, personal computing and access devices, global services and printing for consumers, enterprises, small and medium business. HPs $4 billion annual R&D investment fuels the invention of products, solutions and new technologies, so that we can better serve customers and enter new markets. HP invents, engineers and delivers technology solutions that drive business value, create social value and improves the lives of the customers. The 2002 merger with Compaq Computer Corporation forged a dynamic, powerful team of 140,000 employees with capabilities in 178 countries doing business in more than 40 currencies and more than 10 languages.
HP IN ASIA PACIFIC
HP established a presence in Asia Pacific in 1963 when the first office was set up in Japan. Today it has more than 36,000 employees in this region with operations in 14 countries namely Australia, China, Hong Kong, India, Indonesia, Japan, Korea, Malasia, New Zealand, Philippines, Singapore, Taiwan, Thailand and Vietnam. A network of 20 solution centers provide enterprise customers and partners at HP with an avenue to test, benchmark, and carry out proof of concepts on proposed solutions. These centers provide direct and remote access to a full range of HP hardware, software, and engineering skills, offering a first hand experience on how infrastructure and partner solutions work together. In addition, there are 158 customer service centers in Asia Pacific, providing warranty and after sales support of HP technologies. HPs presence in the region also consists of 12 manufacturing sites located across Australia, China, India, Japan, Malaysia, Singapore and Thailand. HP manufactures the following products in Asia Pacific for the global market: PCs, notebooks, pocket PCs,
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To study the induction initiatives of different business units in HP workstations, servers, storage, networking products, printers, scanners, inkjet cartridges and inks. HP in Asia Pacific conducts R&D out of China, Singapore, India and Japan for products that are marketed both regionally and globally. These are in the areas of networking products, software and mobile, general office and wide-format printing categories. HP labs in Bangalore, India was set up to create a world-class research lab, focusing on the needs of emerging markets such as India. It is one of seven HP lab sites worldwide. The mission of this lab is to generate technology innovations for the benefit of the worlds emerging economies by understanding relevant social, cultural, economic and technological drivers. Research here is focused on language technology; low-cost internet and computing access devices; communication concepts and techniques for developing countries; and new models for human interaction with IT equipment and software.
HPs FOUR CORE BUSINESS GROUPS

Enterprise Systems Group (ESG) focuses on providing the key technology components of enterprise IT infrastructure to enhance business agility, including enterprise storage, servers, management software and a variety of solutions. Imaging and Printing Group (IPG) HP is the leading provider of printing and imaging solutions for both business and commercial use. IPG includes printer hardware, all-in-ones, digital imaging devices such as cameras and scanners, and associated supplies and accessories. It also is expanding into the commercial printing market. HP Services (HPS) HP services is a premier, global IT services team. It offers guidance, know-how and a comprehensive portfolio of services to help customers realize measurable business value from their IT investments. Personal Systems Group (PSG) focuses on supplying simple, reliable and affordable personal-computing solutions and devices for home and business use, including desktop PCs, notebooks, workstations, thin clients, smart handhelds and personal devices. Babasabpatilfrreepptmba.com Page 4
To study the induction initiatives of different business units in HP In addition to the four business groups, HP labs provide a central research function for the company. HP labs are focused on inventing new technologies that change markets and create business opportunities. Since HPs first year in business in 1939, it has given back to the communities in which it does business in the form of philanthropic donations of money, equipment and time. While the scale and reach of HPs business have changed during the past 60 years, their commitment to communities has not. The challenge is to continue to shape the impact of corporations as a constructive force using HPs heritage and actions for doing so. Today, HP is employing new models of engagement and new business and technology solutions to enable more people to participate in the world economy via information technology. #1 globally in inkjet, all-in-one and single-function printers, mono and colour laser printers, large-format printing, scanners, print servers, ink and laser supplies #1 globally in total server revenue and shipments #1 globally in total disk storage systems, total external disk storage systems and open storage area networks #1 globally in network and system management software #1 globally in notebook PCs #1 globally in pocket PCs #2 globally in PC revenues #1 globally in handhelds #3 globally in IT services 1 globally in x86*, Windows*, Linux*, UNIX* and blade servers** #1 in total disk and storage systems* #1 in customer support** #1 position in customer loyalty for ProLiant servers***
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To study the induction initiatives of different business units in HP * Refers to units, except storage referred in factory revenue. Source: IDC Q3 2004 ** Source: Gartner, November 2004 *** Source: Technology Business Research, Inc., October 26, 2004
VISION
To be "A winning e-company with a shining soul."
Fig. 1
CORPORATE OBJECTIVES
"It is necessary that people work together in unison toward common objectives and avoid working at cross purposes at all levels if the ultimate in efficiency and achievement is to be obtained." - Dave Packard
CUSTOMER LOYALTY
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To study the induction initiatives of different business units in HP To provide products, services and solutions of the highest quality and deliver more value to our customers that earns their respect and loyalty.
PROFIT
To achieve sufficient profit to finance the companys growth, create value for its shareholders and provide the resources needed to achieve the other corporate objectives.
MARKET LEADERSHIP
To grow by continually providing useful and significant products, services and solutions to markets HP already servesand to expand into new areas that build on the technologies, competencies and customer interests.
GROWTH
To view change in the market as an opportunity to grow; to use the profits and the ability to develop and produce innovative products, services and solutions that satisfy emerging customer needs.
EMPLOYEE COMMITMENT
To help HP employees share in the company's success that they make possible; to provide people with employment opportunities based on performance; to create with them a safe, exciting and inclusive work environment that values their diversity and recognizes individual contributions; and to help them gain a sense of satisfaction and accomplishment from their work.
LEADERSHIP CAPABILITY
To study the induction initiatives of different business units in HP To develop leaders at every level who are accountable for achieving business results and exemplifying the values.
GLOBAL CITIZENSHIP
Good citizenship is good business. HP lives up to its responsibility to society by being an economic, intellectual and social asset to each country and community in which it does business.
DIVERSITY AND INCLUSION

HP believes that diversity and inclusion are key drivers of creativity, innovation and invention. Throughout the world, HP is putting its differences to work to connect everyone to the power of technology in the marketplace, workplace and community. Creating a diverse, inclusive environment has been an ongoing journey of continuous action for many years. It has been a journey guided by deeply held values. Today, HPs diversity vision is one of global proportions. One that requires courageous, bold, actions from many people throughout the world. HP is proud to share what it has learned along the way and the aspirations it is actively working to achieve.
SHARED VALUES HP is passionate about its customers

HP puts customer first in everything it does
HP has trust and respect for individuals

Approaches work with the belief that people want to do a good job and will do so, when given the right tools and support
HP performs at a high level of achievement and contribution

To study the induction initiatives of different business units in HP HP is relentless in implementing better ways of getting results
HP acts with speed and agility

HP achieves results at a rate faster than its competitors
HP delivers meaningful innovation

HP is the technology company that invents the useful and the significant
HP achieves results through teamwork

Effective collaboration is the key to success
HP conducts business with uncompromising integrity

HP is open, honest and direct in its dealings
THE DIVERSITY VALUE CHAIN
Fig. 2 HP has recognized that creating a diverse, inclusive work environment is a journey of continuous renewal. Each step in the process has an important significance to remember as Babasabpatilfrreepptmba.com Page 9
To study the induction initiatives of different business units in HP it moves forward into the 21st century. Together the steps create a diversity value chain upon which HP is building its winning global workforce and workplace.
HIGHLIGHTS OF HPs DIVERSITY JOURNEY

HP has had many accomplishments in its continuing journey toward creating a diverse, inclusive workplace. As HP expands its efforts to build a culture of inclusion not only in the workplace but also in the marketplaces and communities where HP serves, it remembers the milestones that brought HP here. Each has made a difference.
Late 70s and 80s

College recruiting program established Student work experience program started Black Managers Network started Women and minority focus groups held to involve employees First Technical Women's Conference held; 400 women attend CEO issues a statement valuing diversity
90s

First Accelerated Development Program (ADP) piloted Recipient of Catalyst Award Domestic partner benefits established First worldwide diversity dialogue held with HP senior managers Black Employees Forum held Revised nondiscrimination policy to include sexual orientation Deaf & Hard of Hearing Forum held Employee Network Group guidelines established Leadership, Education and Development Program (LEAD) established Five technical and professional women's conferences held, serving more than 5000 women Work/life initiative established Page 10

Gay, Lesbian Employee Network (GLEN) started International diversity initiatives started in Europe and Asia-Pacific Harassment-free work environment affirmed ABC Dependent Care Collaboration initiated United Negro College Fund Award
21st century

Reinvented Global Diversity organization to support business success Expanded diversity focus to include the marketplace, workplace and community Diversity & Work/Life Manager named for Europe, Middle East and Africa Diversity & Work/Life Manager named for Asia-Pacific Diversity Lead named for Latin America Development of collaborative partnerships internally and externally Global Alliance formed to assess diversity and inclusion needs worldwide HP Diversity Council formed with senior executive leadership from each HP business to develop, direct and champion diversity initiatives worldwide HP Accessibility Policy for products and services announced and HP Accessibility Solutions organization formed Ron Brown Award for Diversity in Education Digital Villages launched to contribute to closing the digital divide
HP GDIC (Global Delivery India Centre) APPLICATION SERVICES
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To study the induction initiatives of different business units in HP HP GDIC is on a constant endeavour in taking technology to the next higher level. HPs enterprise and experience in varied technologies on platforms such as HP UX, and Microsoft, Tandem, VAX/Alpha, MPE etc. gives the ability to provide solutions in varied areas. Solutions are delivered with certainty and on target, based on industry standards including XML, SOAP, WSDL, and UDDI. HP uses a wide range of technologies to provide a powerful infrastructure for connecting information, people, systems and devices, creating enterprise solutions that will enable HP to achieve the agility necessary to take advantage of new opportunities. These include areas like: Custom application development & Integration Application Management Services Application Migration Package Application Services
HPs heterogeneous mix of skills enables quick ramp-up of resources for both large and small application projects with relative ease. Also, the strategic alliances and partnerships with some of the worlds leading technology and product players ensure that HP GDIC is always on the leading edge of technology and the clients get the certainty of solutions that they need. Highlights of HPs comprehensive services include: Proven architectural expertise Knowledge repositories, design patterns, extensive usage of reference models and reusable components, standardized services and practical knowledge from experience in deploying solutions using various technologies The ability to take end-to-end responsibility for all aspects and bring the best knowhow and experience to the customer Ability to provide flexible, customizable solutions that work within the existing architecture Babasabpatilfrreepptmba.com Page 12
To study the induction initiatives of different business units in HP Ensure a successful transition with solutions for architecture, implementation and deployment Strict adherence to proven processes and methodologies
The Application Services Delivery unit focuses on providing services to HPs external customers.
HP IT
From small beginnings, and progressing over time, GDIC has today grown to take on the role of a Complete Partner for HP-IT. Simply put, the GDIC HPIT partnership till now has been all about: Cost savings Delivering world-class quality Perfect on-time delivery record
As of today, GDIC has more than 1300+ competent software professionals working with HP-IT with a diverse service portfolio spanning application development, applications maintenance and migration, enterprise solutions in CRM, ERP and supply chain management. Our staff is well-skilled in a broad range of competencies in platforms for UNIX, Linux , Java/J2EE and Microsoft and in protocols, languages, frameworks, and products. Our offerings are based on the following key fundamentals: Ability to attract, develop and retain excellent talent World-class service delivery infrastructure Quality processes (ISO 9001 and SEI CMM Level 5, ITSM, BS15000) backed by passion and humility to achieve highest customer satisfaction The growth of the partnership has been carefully crafted, with checkpoints at various stages to ensure comfort levels of the groups involved. The partnership has brought about Babasabpatilfrreepptmba.com Page 13
To study the induction initiatives of different business units in HP significant cost savings through driving offshore content. For projects that have been moved offshore, the onsite: offshore ratio stands at a healthy 30:70. The partnership has produced innovative solutions for diverse business needs across the corporation. All engagements have been of high quality in terms of the delivery and the strength of the processes while bringing in a considerable amount of financial gains. The offshore-onsite methodology followed has aided HP-IT to achieve savings and cost avoidances while pursuing the business goals. In the last couple of years, this partnership has resulted in savings of more than $100m. This partnership has helped GDIC gain a complete understanding of the organization objectives, processes and people. The partnership by nature of its proven offshore capabilities has acquired a wealth of knowledge, people and infrastructure and therefore is uniquely positioned to successfully support HP in gaining competitive edge.
INFRASTRUCTURE SERVICES
Infrastructure Services India Center (ISIC) is an integral part of the Global Delivery Infrastructure Services (GDIS) arm of HP, providing comprehensive infrastructure services designed to help the customers achieve IT standardization and related benefits whilst driving down the IT costs. ISIC has been one of the early movers into the Infrastructure Management services space in India and currently manages over 15,000 devices for its customers spread across the globe, including prominent Fortune 500 companies. The services of ISIC are aligned with the ITIL/ITSM framework and ISIC has been one of the first to have got the BS 15000 certification for the alignment of its services to the ITSM model. ISIC is one of the Primary delivery centers in the global foot print of GDIS and an integral part of the world wide infrastructure services. ISIC shares common tools, methods and process with the rest of the GDIS organization and is aligned with the WW tower delivery model to provide focused services to its customers.
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Fig. 3
TECHNOLOGY SERVICES
The Technology Service Delivery Unit aims to provide (through the HP Global Delivery organization) deep domain and technology expertise to the internal ( HP) and external ( HP's ) customers in the following service categories: Software Product life cycle management including design, development, testing, release, packaging, support and documentation ( ie. product engineering and maintenance/CPE) in Operating Systems, Embedded systems, Storage Systems Imaging and Printing Software Appliances and Personal Systems Software NSP/Telecom platform software
Solutions and System Integration expertise primarily in the NSP/Telecom space spanning presales technical support solution architecting solutions design, development Page 15
To study the induction initiatives of different business units in HP system integration and testing post deployment support services
Applications development and Applications support services including ODC services in NSP/Telecom Technology (Operations, Mobility, Network, Rich Media, WLAN/enterprise mobility domains) and Semiconductor Technology domain (Process control automation software for SEMI) Reusable IP creation, deployment, and sustenance in the aforementioned technology areas Today, the Technology services team is 1110+ strong and growing. The technical skills available in the team span a broad spectrum HP-UX, VMS, Linux, Tru64, HP Windows, Java, J2EE, C/C++, OOAD, Web services, telecom networking protocols, network management, to name a few. The Technology Services team shares work ethos that focuses on a passion for customers and quality, an open communication channel with customers/channels/partners, kaizen and operational efficiency, and providing value to the customers.
ORGANIZATION STRUCTURE TECHNICAL ORGANIZATION STRUCTURE
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HEAD ASIA PACIFIC
CEO - (HP GDIC)
HEAD - ASI
HEAD - ISI
HEAD - TSDU
HEAD - TPKM
HEAD - CCDU
HEAD - SS
HEAD HP IT
HEAD - AS
Fig. 4
MANAGEMENT ORGANIZATION STRUCTURE

CEO - (HP GDIC)
HEAD FINANCE/ ADMINISTRATION
HEAD MARKETING COMMUNICATIONS
HEAD SALES/ BUSINESS OPERATIONS
HEAD - HR
Fig. 5
HR ORGANIZATION STRUCTURE
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HEAD HR
DU - HR
HEAD - STAFFING
HEAD - RMT
HEAD HR OPERATIONS.
HEAD TOTAL REWARDS
HEAD WD & OE
BU - HR
Fig. 6
FINANCIALS
To study the induction initiatives of different business units in HP FINANCIAL HIGHLIGHTS

Fiscal Year End Revenue (2004) Revenue Growth (1 yr) Employees (2003) : : : : October 29852.00 M 142.60% 65,000 0.00%
Employee Growth (1 yr) :
POLICIES AND PRACTICES

To study the induction initiatives of different business units in HP HP has policies and practices that support the core beliefs about diversity and inclusion. Below is a list of some of the policies and practices that help HP build a winning workforce and workplace.
Policies and Practices

Nondiscrimination policy Electronic job posting Harassment-free work environment Domestic partner benefits Employee network groups Open Door Policy Education Assistance Program Employee Assistance Program (EAP) Open communications Management by objective Share in companys success Provide development opportunities Flexible work hours Safe and pleasant work environment
PRODUCTS AND SERVICES

DESKTOPS AND WORKSTATIONS Babasabpatilfrreepptmba.com Page 20
To study the induction initiatives of different business units in HP Desktop PCs for Home & Home Office Desktop PCs for business Workstations Blade PC Thin Clients Point of Sales Monitors, Options, Accessories
NOTEBOOKS AND TABLET PCs Notebook PCs for Home and Home Office Notebook PCs for Business Tablet PCs Options and Accessories for Home, Home Office and Business
PRINTING AND MULTIFUNCTION HANDHELD DEVICES Handheld PCs for Home, Home Office and Business Calculators Options and Accessories for Home, Home Office and Business
MONITORS AND PROJECTORS Monitors for Home, Home Office and Business Digital Projectors
FAX, COPIERS AND SCANNERS DIGITAL PHOTOGRAPHY Digital Cameras Page 21
To study the induction initiatives of different business units in HP Photo Printers
ENTERTAINMENT Music Flat Panel Televisions Entertainment Systems Home Cinema Projectors Digital Video Entertainment Accessories
STORAGE Networked Storage Internal Server Storage PC Storage Products CD/DVD Products
SERVERS HP ProLiant Servers HP Integrity Servers HP 9000 Servers Telco and Carrier Grade Servers HP e3000 Servers
SUPPLIES AND ACCESSORIES Printing and Digital Imaging Products Page 22
To study the induction initiatives of different business units in HP Computing Products
NETWORKING Home Networking HP ProCurve Networking ProLiant Networking Products Print servers, Printing and Imaging Software Wireless Solutions
SOFTWARE PRODUCTS There are software and operating systems for tasks such as network management, client management, storage management, clustering technologies, and security.
SWOT ANALYSIS
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To study the induction initiatives of different business units in HP HP provides solutions that span IT infrastructure, personal computing and access devices, global services, imaging and printing. The company holds a leading position in many fields but faces stiff competition from Dell in the markets in which it competes. STRENGTHS Increase in revenues and profits Leadership position in various fields Dominant presence in Europe, the Middle East and Africa Strong R&D commitment OPPORTUNITIES Growth through acquisitions and alliances The home network market PC shipments growth New CEO WEAKNESSES High concentration of operating earnings Loss of market share Loss of market share in storage services in Americas THREATS Pricing pressure Component pricing The IBM-Levono deal
Table 1 STRENGTHS Increase in revenues and profits HP recorded revenues of $79,905 million during the fiscal year ended October 2004, an increase of 9% over fiscal 2003. Operating profit increased by 46%, while net profit was $3497 million, an increase of 37.7%. The companys compounded annual growth rate in revenues was 20.9% (between fiscal 2001 and 2004). This significant increase in revenues and profits provides the company with a strong financial base. It enables the company to undertake new ventures going forward. Leadership position in various fields HP has a leading market share in many segments, including PCs, printer hardware, printer consumables, low-end/mid-range servers, mid-range storage, etc. The company also boasts a massive IT service organization. HP was chosen as one of the Ten Best Web Support Sites by the Association of Support Professionals (an international membership
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To study the induction initiatives of different business units in HP organization for customer support managers and professionals). The companys scope of operations and financial reach gives it an advantage over the majority of industry rivals. Dominant presence in Europe, the Middle East and Africa Towards the end of fiscal 2004, HP has driven market leading positions in Europe, the Middle East and Africa and saw strong growth in Asia. HP had also recorded market leadership and customer wins in Eastern Europe for fiscal 2003. HP is the number one IT company in Eastern Europe with an estimated share of 12% of IT market spending with IBM coming in a distant second. This provides the company with a strong foothold in the market. It enables the company to cater to a widespread customer profile and provides it a competitive advantage. Strong R&D commitment HP has a strong commitment to R&D as is shown by the expenditure for research that went up from $2.8 billion in 2001 to $3.4 billion in 2002 and $3.7 billion in 2003. The companys commitment continued into 2004. In 2003, the company invested 5% of net revenues into R&D activities. Investment in R&D enables the company to constantly introduce innovative products and new high-technology products and solutions; which is crucial to maintain the competitiveness of the companys offerings.
WEAKNESS
High concentration of operating earnings As of 2004, the majority of HPs operating earnings (about 75%) came from the imaging and printing division, which contributes to about 30% of revenues. The companys earnings are extremely sensitive to the performance of this segment alone. Reduction in operating earnings of this division could lead to a significant impact on the companys overall income. Loss of market share in PC market The company has lost market share in the PC market to Dell. Dells growth has been ahead of Hewlett Packard in the worldwide PC market throughout 2004, and the companys unit market share in desktop PCs has been in decline over the last few years whilst Dell has Babasabpatilfrreepptmba.com Page 25
To study the induction initiatives of different business units in HP driven growth. The company must increase the efficiency of its business if it is to compete with its rivals more effectively. Loss of market position in storage services in Americas Hewlett Packard lost its market share in storage services in the Americas region in fiscal 2003. It slipped to the number three position behind IBM and EMC Corporation. Enterprise and storage services is the third largest division of HP, accounting for 18.7% of the 2004 revenues.
OPPORTUNITIES
Growth through acquisitions and alliances HP undertook a number of acquisitions in fiscal 2004. It signed an agreement to acquire Triaton (with subsidiaries in Singapore, China and Brazil), Triaton France and Triaton (USA) in February 2004. It also acquired Consera Software in the same month. In March 2004, HP signed a definitive agreement to acquire TruLogica, a privately held provider of IT user-provisioning software, headquartered in Dallas. HP acquired a UK based software management and licensing company FH Computer Services. It also acquired Novadigm, a provider of policy-based change and configuration management software. In May 2004 the company announced the acquisition of two technology service management training and consulting companies; Dallas-based IT Infrastructure Management, doing business as ManageOne, and UK-based CEC Europe Service Management. Also in the same month the company announced it had formed an alliance with Quark and announced plans to develop a strategic go-to-market alliance with BT that will address mutual growth opportunities in the global information and communications technology (ICT) marketplace. In October 2004, HP acquired the business of UK-based Synstar, an independent provider of information technology services in Europe. These acquisitions and alliances provide the company with opportunities for further growth in revenues. The home network market The home network market is expected to evolve steadily to encompass entertainment, communications, security, convenience and control applications. The key applications Babasabpatilfrreepptmba.com Page 26
To study the induction initiatives of different business units in HP expected to drive consumer networking adoption will include PCs, integrated controllers, gateways, distribution of digital music and video, IP-based telephony, security and the automation of home appliances. The growth in demand for home networking should bring significant additional revenue generation opportunities. PC shipments growth The first half of 2004 witnessed a 14.2% increase in PC shipments over fiscal 2003. Pentup demand for replacement systems drove the bigger sales numbers during the second half of 2003 and the first half of 2004. PC shipments are projected to grow at 10.5% for 2005 and at 8% between 2006 and 2008. This growth provides the company with the opportunity to increase its market share.
THREATS
Pricing pressure Dell is the most important competitor for HP and has a strong focus on the standardized computing markets (also a highly commoditized market). Pricing pressure is a key concern within the overall PC marketplace. Dell and, to a lesser extent, IBM, represent HPs primary competitors in this regard. Component pricing Component pricing movements or global logistics disruptions could adversely impact inventory levels and create operational problems. Dells supply chain model is considered superior to that of HP and, therefore, it can respond more quickly to changes in component pricing. If component pricing changes in future, Dell could gain advantage over HP. The IBM-Levono deal IBM has sold its PC manufacturing business to Chinas largest personal computer company, Lenovo Group. Lenovo is virtually unknown outside Asia and now has the opportunity to attack the worlds number one and two PC producers, Dell and HP, using IBMs international salesforce. Margins on PCs are already tight, and Lenovo is in a good
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To study the induction initiatives of different business units in HP position to use its Chinese manufacturing base to cut costs. This puts additional pressure on HP to justify its PC manufacturing operations.
INDUSTRY PROFILE
It may not be the most glamorous sector of the technology industry, but providing computer services remains a huge business even through troubled economic times. While hardware manufacturers and software developers grab headlines with their products, companies that distribute, procure, integrate, support, and maintain those products quietly thrive. In fact, distinctions between the various players in the tech industry have blurred as more and more product vendors look to generate their own service revenue. The industry is not without its casualties, however, and companies that fail to adjust to market or Babasabpatilfrreepptmba.com Page 28
To study the induction initiatives of different business units in HP technology shifts, or lacking a unique value such as industry specialization, are often forced into bankruptcy or mergers of desperation. Enormous, sprawling firms such as International Business Machines (IBM), Electronic Data Systems (EDS), and Computer Sciences with long histories of handling technological heavy lifting such as data processing for banks and government agencies are the markets most visible players. Their long-term contracts and other guaranteed revenue streams help them weather tough economic conditions. In fact, these dinosaurs of IT services can actually benefit from economic turmoil. A contracting economy forces many businesses to cut costs wherever possible, accelerating the trend towards outsourcing some or all IT functions (which is often more cost-effective than internally managing IT assets). Giants such as IBM and EDS are well positioned to take advantage of such conditions with their traditional strengths in outsourcing, which includes installing, managing, and servicing entire networks. A countless number of smaller firms have also capitalized on the growing demand for IT services, many carving out lucrative niches by specializing in serving particular markets such as telecom or manufacturing. With such specificity comes a risky dependency, however, as service providers thrive or perish with the peaks and valleys of a given markets health. The cash cow of US government agencies remains a notable exception for companies large and small. Companies such as SAIC, Computer Sciences (which acquired Dyncorp in 2003), and CACI International have providing IT services to the federal government for decades, and budget increases for homeland security and technology infrastructure improvements have only created more opportunities. While outsourcing is far from a new phenomenon in the tech sector, the rapid growth of the outsourcing markets in countries such as China and India has generated considerable attention in recent years. US computer vendors have long utilized contract manufacturers throughout Asia to cut costs, but the more recent trend of outsourcing other operations including software development and call center support has raised public concern to the
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To study the induction initiatives of different business units in HP point of becoming a political issue. Meanwhile companies like Indias Infosys Technologies and Tata Consultancy Services (TCS) have achieved remarkable success. While economic and political climates may alter the flow of tech spending, companies will continue to spend money to install and maintain the hardware and software nearly every business depends upon. As long as computers exist, so too will companies devoted to servicing them.
Price to Free Cash Flow (mrq)
Description
1 Day Price Change
Market Cap
P/E
ROE %
LongNet Price Div. Term Profit to Yield Debt Margin Book % to % Value Equity (mrq)
Sector: Technology Application Software Business Software & Services Communication Equipment Computer Based Systems Computer Peripherals Data Storage Devices Diversified Communication Services Diversified Computer Systems Diversified Electronics Healthcare Information Services Information & Delivery Services Information Technology Services Internet Information Providers Internet Service Providers Internet Software & Services Long Distance Carriers Multimedia & Graphics Software Networking & Communication Devices Personal Computers Printed Circuit Boards Processing Systems & Products
1.36 4562.6B 33.93 13.20 2.05

Industries
0.01 5.54
8.62 32.63
1.87 466.7B 29.20 18.80 0.90 1.25 164.3B 33.00 13.60 0.90 1.27 372.2B 33.30 11.00 1.02 -2.58 1.69 1.60 10.8B 78.00 0.90 0.88 28.7B 28.40 11.40 1.86 59.4B 31.50 11.00 1.94
0.00 7.58 20.10 -17.30 0.00 13.45 10.10 99.10 0.00 5.33 0.01 1.68 0.00 3.26 0.00 4.14 0.01 21.41 6.20 0.00 0.10 -10.30 6.90 -46.40 7.30 43.60 1.90 45.50 5.40 38.50 0.90 -79.30 3.10 -62.60 3.40 -53.90 422.00
0.92 134.3B 159.20 3.80 3.26 1.24 231.3B 20.20 14.00 1.00 1.01 0.69 -0.02 2.52 68.9B 251.20 1.00 0.81 11.2B 90.40 3.40 0.00 18.0B 20.40 26.70 0.26 54.8B 21.70 7.90 1.17
0.01 4.75 0.00 2.09 0.00 6.41 0.00 3.87
0.06 65.87 12.70 -67.20 0.00 14.16 21.40 99.40 -0.00 3.94 -0.60
2.05 160.9B 52.20 19.00 1.90 3.06 5.9B 0.00 0.00

NA
1.87 165.4B 46.60 7.30 5.55 -0.03 8.47 1.83 3.58 23.0B 0.00 0.00 5.88
8.10 175.90
39.5B 38.50 10.20 1.23
107.10 0.00 4.82 10.20 137.30 0.01 4.61 -19.50 0.00 6.52 16.80 26.70 6.20 38.20 -3.60 48.50 4.20 -22.20 0.00 2.77
0.73 127.8B 31.40 14.20 0.80 0.76 2.06 25.0B 0.00 0.00 1.15
0.34 124.5B 31.40 33.30 0.00 -0.00 10.40 50.8B 34.30 12.50 0.06 -0.22 9.21
Page 30

Scientific & Technical Instruments Security Software & Services Semiconductor Broad Line Semiconductor Integrated Circuits Semiconductor Specialized Semiconductor Equipment & Materials Semiconductor- Memory Chips Technical & System Software Telecom Services Domestic Telecom Services Foreign Wireless Communications 1.28 2.51 93.0B 36.30 8.30 0.64 17.5B 25.50 13.50 0.00 0.04 4.84 6.30 188.10
0.00 4.73 21.30 56.90 0.00 3.71 13.30 83.50 0.00 3.57 10.40 0.00 4.09 0.00 2.85 0.00 1.52 0.00 8.24 0.00 6.80 88.50 4.80 53.30 0.60 122.10 8.60 116.00 112.10
0.49 277.1B 24.90 13.70 1.00 1.57 111.5B 37.00 10.40 3.14 1.91 0.99 1.22 1.70 57.4B 67.30 5.50 1.11 80.4B 75.20 5.10 0.79 26.0B 244.10 0.60 0.00 59.6B 38.70 14.40 0.06
1.70 252.7B 15.30 15.40 4.90 0.98 714.8B 13.10 23.30 3.46 1.67 529.8B 0.00 0.00 2.51
0.02 6.48 10.50 0.09 5.02 0.01 4.73
8.70 52.60 -0.80 40.60
Table 2
LIST OF COMPETITORS

PC: Apple SOFTWARE & PERIPHERALS: Consumer Electronics: SONY, Apple PC Accessories: CDW Printing and Imaging: EPSON, Canon
ENTERPRISE: Networking: 3Com, Nortel, Juniper, ENTERASYS, Cisco Systems
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To study the induction initiatives of different business units in HP Storage: Hitachi, EMC2, X10tech Server: Sun
SERVICES: Accenture, EDS OTHER MAJOR COMPETITORS: IBM, Acer, Fujitsu, Siemens, NEC, Lenovo
BENCHMARKING OF HR DELIVERABLES INTRODUCTION

Benchmark is a point of reference or a standard against which measurements can be compared. The origin of the term benchmark can be traced historically to woodworking on a bench or table, where a mark was placed as a point of reference from which relative lengths could be measured. In the context of indicators, a benchmark is an accurate data point which is used as a reference for future comparisons (similar to a baseline). Sometimes it also refers to best practices in a particular field, and communities or companies compare themselves against those standards. For example, if the best recycling rate for communities in the state of Illinois is 33% of all homes in the jurisdiction, other communities in the state may use that figure as a benchmark to work toward or surpass. (Many groups use benchmark erroneously as a synonym for Indicator or Target.) Babasabpatilfrreepptmba.com Page 32
To study the induction initiatives of different business units in HP Benchmarking is the process of setting benchmarks, which means identifying accurate historical data against with a data set can be compared now and in the future. In practice, benchmarking usually encompasses:
regularly comparing aspects of performance (functions or processes) with best practitioners; identifying gaps in performance; seeking fresh approaches to bring about improvements in performance; following through with implementing improvements; and following up by monitoring progress and reviewing the benefits.
Why use benchmarking?

When used appropriately, it has proved to be one of the most effective tools for bringing about quantum-leaps in performance. Benchmarking provides:

an effective wake-up call and helps to make a strong case for change; practical ways in which step changes in performance can be achieved by learning from others who have already undertaken comparable changes;
the impetus for seeking new ways of doing things and promotes a culture that is receptive to fresh approaches and ideas; and
Opportunities for staff to learn new skills and be involved in the transformation process from the outset.
Benchmarking in the private sector

To study the induction initiatives of different business units in HP In the private sector, the purpose of benchmarking is to gain a competitive edge. A benchmarking approach has become embedded in successful commercial organizations as a means of seeking innovation outside the industry paradigm a way of keeping at the forefront of the competition. Recent surveys show that benchmarking is the third most used management tool. Interest in benchmarking is continuing to grow across the world. Benchmarking is also being recognized as a valuable tool for external learning strategies.
Benefits of benchmarking
Successful benchmarking, in which gaps in performance are bridged by improvements, results in significant tangible benefits that are needed in the public sector, such as:

step changes in performance and innovation; improving quality and productivity; and improving performance measurement.
Benchmarking can also have a beneficial effect on aspects needed to support continuous improvement, such as:
raised awareness about performance and greater openness about relative strengths and weaknesses
learning from others and greater confidence in developing and applying new approaches
greater involvement and motivation of staff in change programmes increase in willingness to share solutions to common problems and build consensus about what is needed to accommodate changes
better understanding of the big picture and gaining a broader perspective of the interplay of the factors (or enablers) that facilitate the implementation of good practice and
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Increasing collaboration and understanding of the interactions within and between organizations
THE BENCHMARKING PROCESS

Irrespective of the model used and the type of benchmarking, the progression of activity that generally goes on over the course of formal benchmarking projects and the actions that are likely to be needed are summarized below.

Planning Collecting data & information Analyzing the findings Recommendations making & doing Monitoring & reviewing
The benchmarking process at HP was also followed in the above sequence.
PLANNING
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To study the induction initiatives of different business units in HP Initially the subject area to be benchmarked was identified. The subject area being key HR deliverables. The objectives for the study were then defined.
Objectives
Financial 1. Manage HR related cost efficiently 2. Identify and Manage efficient sourcing alternatives 3. Optimum and effective utilization of resources Customer 1. Create a culture of customer service excellence 2. Institutionalize a culture of collaboration between teams, Dus, practices, departments for seamless service delivery 3. Focus on quality hiring & training to meet specific customer needs including cultural sensitivity training for outside location 4. HR value proposition defined with clear deliverables for external customers Internal Process 1. Competency based mgt process 2. Compliance of HR process for maturity/excellence certification (eg: PCMM) with cost/quality focus 3. Effective execution of PPR process 4. People related feedback/review process 5. Process for proactive resource building 6. Effective implementation of training need identification & evaluation process Babasabpatilfrreepptmba.com Page 36
To study the induction initiatives of different business units in HP 7. A robust manpower planning/forecasting process Employee 1. Develop a competency based leadership succession plan for GDIC 2. Define an empowerment program for employees to deliver TCE 3. Identify & develop strategic competencies to enable GDIC business goals 4. To create a high performance workplace by identifying & rewarding high performing teams & individuals 5. Structured communication approaches to enable the leaders/mgrs to have a pulse of the organization. & the employees to view the big picture 6. To build a process of rotation of mgrs across Dus 7. Structured interaction & communication forums for inter/intra function/DU 8. Institutionalize HPs values & culture in GDIC 9. Innovative approaches to acquire & retain key talent
HR BUBBLE
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GDIC HR Strategy Map

Financial Customer Internal Process Learning & Growth
study. The potential partners were then identified as follows, DELL ACCENTURE
Develop a comp etenc y based leadership succession plan for GDIC
Identify and manage efficient sourcing alternatives
Manage HR related cost efficiently
Optimum and effective utilization of resources
Create a culture of customer service excellence
Institutionalize a culture of collaboration between teams, practices, DUs, Departments for seamless service delivery
Focus on quality hiring & training to meet specific customer needs including cultural sensitivity training for outside location
HR Value proposition defined with clear deliverables for external customers
Competenc y based mgt process
HR process maturity certificatio n(eg:PCM M)
Effective execution of PPR process
People related cust. Feedback/ review
Robust manpower plng/ forecasting & Pro-active resource building
Effective implementati on of trg need identification &evaluation process
Develop & Manage HR Ops Strategy for excellence &Scalability.
Def ine an empow erm ent program f or employees to deliver TCE
Id entify and develop strategic comp etenc ies to enable GDIC b iz goals
ident if y & rew ard high perf orming tea ms & individua ls
Structured comm. A pproach to enable leaders/ mgrs to have a pulse of the orgn & e mp to view the big picture
Build a process of rotation of mgrs across DUs
Structured interactio n & co mm. Foru ms for inter/intra DU/functio n
Institution aliz e HP s values & culture in GDIC
In novative approach to acquire & retain talent
Fig. 7 Of the identified objectives the researcher worked on People related feedback/review process and the post induction initiatives which are part of the internal process. External benchmarking was the type of benchmarking that was selected for the
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To study the induction initiatives of different business units in HP IBM SATYAM WIPRO INFOSYS TCS CTS HCL PHILIPS
RESEARCH STUDY STATEMENT OF THE PROBLEM

To study the induction initiatives of different business units in HP To find the problem areas in the FPR process and to come out with a model addressing the issues and to come out with a standardized induction document.
RESEARCH METHODOLOGY
TYPE OF RESEARCH Descriptive type of research was used in this study. SAMPLING TECHNIQUE The sampling technique used was convenience sampling. Information on the different business units, their functioning, best practices and unique practices were obtained by conducting interviews and discussions with the BU-HRs of the different business units, and a few others. Convenience sampling was used for the same. The employees were interviewed to find their views on performance appraisal. SAMPLE SIZE The sample size for the study was 60. SAMPLE DESCRIPTION Out of the 60 people who constituted the sample 16 were BU-HRs and the remaining were employees under different BUs INSTRUMENTATION TECHNIQUE The instrumentation techniques used were Interview technique, Observation and Discussion. SOURCES OF DATA COLLECTION
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To study the induction initiatives of different business units in HP Data was collected from primary sources (viz, BU-HRs and employees) and secondary sources (viz, Induction documents of other companies and their performance appraisal implementation methods).
Objective
To study the induction initiatives of different business units in HP with the following areas of emphasis, Current induction and post induction initiatives of each Business Unit (BU) Problems faced Areas of improvement
Induction refers to acclimatizing the new employee to the organization. It starts on a Monday and if Monday is a holiday then it starts on the next working day in the week. The induction process goes on for a 3 working days. The new employees were not given any handouts for reference. I developed the handout which is common to all the DUs under the guidance of my team lead. The handouts had general information on HP and its policies. This was an initiative under Kaizen Implementation. The handouts had the following information
COMMON CONTENTS IN THE HAND BOOK 1 HP Org Structure
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2 3 4
GDIC Org Structure Introduction to the Employee Portal in HP GDIC Forms and Claims a) b) c) d) e) f) FBP(flexible benefit plan) Relocation Expenses Claim Form House Rent Deposits Visiting Card Requisition Form Bus Request Form Corporate Mobile Connection Request Form
5 6
Personnel Manager(Medical Insurance,Finance Manager,RMT Module) Help Desk a) HR, IT, Administration
HP@ a) Personal Information i) Personal Data and forms
Important Information a) b) c) d) e) f) E-Mail ID and HP Employee Number Peoples Finder, Photo ID Card, Signature Selector Contract Employee Employee Referral, Lib Schedule, Super Saver Citibank Escalation Matrix, Travel Website Help@ HP
9 10 11 12 13
Standards of Business Excellence Modules General Contact Details Addresses of GDIC Offices Photo ID Request Form Checklist
STEPS TAKEN TOWARDS DEVELOPING THE HANDOUTS
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To study the induction initiatives of different business units in HP Laying down contents to be covered in the handout: Group discussion was carried out with all the HR managers of all the DUs. Once the contents were decided data collection was done from all the DUs. The induction handout was rolled out on 10th September,2005 This document has been compared with the other companies. The second phase involves filling up the gaps in the initial document created.
PERFORMANCE APPRAISAL
To study the induction initiatives of different business units in HP It is the systematic evaluation of the individual with respect to his or her performance on the job and his or her potential for development.
Objectives of Performance Appraisal

1. To effect promotions based on competence performance. 2. To confirm the services of probationary employees upon their completing the probationary period satisfactorily. 3. To assess the training and development needs of employees. 4. To decide upon a pay raise where (as in unorganised sector) regular pay scales have not been fixed. 5. To let the employees know where they stand in so far as their performance is concerned and to assist them with constructive criticism and guidance for the purpose of their development. 6. To improve communication. Performance appraisal provides a format for dialogue between the superior and the subordinate, and improves understanding of personal goals and concerns. This can also have the effect of increasing the trust between the rater and the ratee. 7. Performance appraisal can be used to determine whether HR programmes such as selection, training, and transfers have been effective or not.
HP Performance System: Key Steps
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Fig. 8 The HP performance management system is a four step process. o Goal Setting : Set individual performance objectives and goals
based on cascading company strategy, HPs balanced scorecard, business objectives and required job results.
o Monitoring and Feedback : Provide fair and accurate informal feedback from knowledgeable sources, engaging in ongoing two-way dialogue. o Assess Performance : Conduct an annual focal point review of all
the employees based on results and behaviors exhibited and calibrate performance rating.
o Reward and Recognise Performance : Determine compensation action based on performance. Determine stock incentives for select employees and leverage E- Awards and non-monetary incentives.
Goal Setting & Planning Phase
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Fig. 9 Managers Responsibilities Set challenging performance objectives, goals and measures that are aligned with business objectives and job requirements. Ensure performance expectations are clear, and employees know the outcomes of both strong and poor performance. Identify development areas; focus and build on strengths. Prepare for and conduct for 1-on-1 performance planning sessions. Basic Steps for Managers 1. Download PPR form and enter FY05 objectives, metrics and development plans for employee on lower section of form. 2. Upload PPR form to record objectives, metrics & development plans in PPR tool. 3. Review plan with employee. Employees Responsibilities Babasabpatilfrreepptmba.com Page 46
To study the induction initiatives of different business units in HP Discuss and clarify expectations and alignment with manager. Take responsibility for your development. Prepare for and actively engage in 1-on-1 performance planning session. Discuss, revise, prioritize, and document both performance and development
objectives and metrics. Take ownership for your plan
Monitoring & Feedback Phase
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Fig. 10 Managers Responsibilities Manage the performance of each individual and the team Provide ongoing formal/informal feedback and coaching Review results quarterly and reset objectives as needed. Identify and address inhibitors or environmental factors that may be adversely affecting performance. Basic Steps for Managers : 1. Download PPR form to review and discuss with employee. 2. Keep the PPR tool updated as conditions change treat it as a living document.
Employees Responsibilities Keep track of the performance objectives metrics & accomplishments. Babasabpatilfrreepptmba.com Page 48
To study the induction initiatives of different business units in HP Follow through on your development plan actions. Feel free to initiate a meeting with your manager Discuss, revise, prioritize, and document both performance and development objectives and metrics.
Assess Performance Phase
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Fig. 11 Managers Responsibilities Write performance reviews that differentiate individual performance and match rewards to results. Reinforce/recognize strong performance. Aggressively managing poor performance and resolving performance issues. Focus on results (what got done) and behaviors exhibited (how results got accomplished). Basic Steps for Managers : 1. Download PPR form and enter assessment of employee for the financial year. 2. Upload PPR form to record assessment in PPR tool.. 3. Enter rating in on-line PPR tool based on assessment. 4. Check the Release to Employee box on PPR tool (timing at managers discretion).
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To study the induction initiatives of different business units in HP 5. To review with employee in hardcopy (vs. on-line) download the PPR form. Employees Responsibilities Provide input to your manager with data and examples. The employee input form
on the web site can be used as a template. Discuss the assessment with your manager and ask clarifying questions as needed.
Add comments in the employee comment section, if you choose.
Reward & Recognize Performance Phase

Fig. 12 Managers Responsibilities Acknowledge and reinforce strong performance both formally and informally Use company guidelines to provide salary and stock option recommendations to Business HR Use HPs E-Awards program on an ongoing basis to recognize outstanding performance Basic Steps for Managers: Salary and stock guidelines and process will be communicated within each business. Employees Responsibilities Understand the links between performance and total rewards.
Discuss with your manager performance opportunities that could make a difference.
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To study the induction initiatives of different business units in HP Recognize the efforts of team members that have made a difference.
FOCAL POINT REVIEW MODEL
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AIM: To find the problem areas in the FPR process and to come out with a model
addressing the issues
FPR Period: November to October FPR Process:

Goal setting Monitoring and feedback Assess Performance Rewards and Recognize
Problems in the FPR process are: GOAL SETTING:

Not done on time Carry forward of the previous years goals No check on quality of goal setting No check on clarity of goal set
MONITORING AND FEEDBACK:

Not done periodically Meetings are mostly employee initiated and not manager initiated Handling project change
FPR PROCESS (initiatives for new joinees) Goal setting: Corporate Induction: Briefing on the whole FPR process
Time period: 30min Scope : Basic understanding of the whole FPR process
Handouts : Handout should contain all the links of the FPR process Queries : Handling issues
DU Induction:
Scope
Specific briefing on the importance on the FPR process
Time Period: 30 min : a) Creating awareness on the importance of goal setting etc. b) FPR Tool Tutorial c) Contact person for handling queries while using FPR
Queries
End of First Month: Automated questionnaire to be filled by the employee. The questionnaire helps to check the following:
o o o o Timely goal setting Quality of goals set Clarity of goal set Any other problems faced( to improve the FPR implementation)
FPR PROCESS (for managers) DU Induction:

Training managers on the FPR process
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To study the induction initiatives of different business units in HP Time Period: 30 min Scope : a)To train managers to use the FPR tool b) To create awareness on importance of goal setting and monitoring. c) Contact person for handling all the queries while using FPR Handout : Containing frequently asked queries by the employees
End of first month questionnaire: The questionnaire helps to check the following:
o o o
Timeliness of goal setting Clarity of goals set Any other problems faced( to improve the FPR implementation)
Monitoring and Feedback:

A questionnaire to check whether periodic review is being done
CONCLUDING REMARKS
This project has been a great learning experience for me. I was exposed to various aspects of Human Resource Management in the company starting from selection to performance Babasabpatilfrreepptmba.com Page 56
To study the induction initiatives of different business units in HP management. I carried out an Organizational study and the project assigned to me was to Benchmark the HR Deliverables. The Organizational study covered various areas namely, history, organization structure, policies and practices, products and services, SWOT Analysis and top competitors. In order to create an industry benchmark the internal data was studied in an attempt to standardize the same across the organization. To carry out the standardization process, the problem areas in performance appraisal implementation initially identified. The best practices of the company as well as the best practices of the other companies were taken into consideration before standardizing the new implementation method in HP. The standardization of the induction document was another area of major concern. A induction document was devised and was standardized across the different BUs . This project has been a great value addition for me and also gave me an opportunity to give something back to the company. The company acknowledged my contribution and provided me with a certificate of appreciation.
Page 57

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To study the induction initiatives of different business units in HP

To study the induction initiatives of different business units in HP

HPs FOUR CORE BUSINESS GROUPS

DIVERSITY AND INCLUSION

SHARED VALUES HP is passionate about its customers

HP has trust and respect for individuals

HP performs at a high level of achievement and contribution

HP acts with speed and agility

HP delivers meaningful innovation

HP achieves results through teamwork

HP conducts business with uncompromising integrity

THE DIVERSITY VALUE CHAIN

HIGHLIGHTS OF HPs DIVERSITY JOURNEY

Late 70s and 80s

To study the induction initiatives of different business units in HP

HP GDIC (Global Delivery India Centre) APPLICATION SERVICES

To study the induction initiatives of different business units in HP

ORGANIZATION STRUCTURE TECHNICAL ORGANIZATION STRUCTURE

To study the induction initiatives of different business units in HP

HEAD ASIA PACIFIC

CEO - (HP GDIC)

MANAGEMENT ORGANIZATION STRUCTURE

HEAD FINANCE/ ADMINISTRATION

HEAD MARKETING COMMUNICATIONS

HEAD SALES/ BUSINESS OPERATIONS

To study the induction initiatives of different business units in HP

HEAD TOTAL REWARDS

To study the induction initiatives of different business units in HP FINANCIAL HIGHLIGHTS

Employee Growth (1 yr) :

POLICIES AND PRACTICES

Policies and Practices

PRODUCTS AND SERVICES

FAX, COPIERS AND SCANNERS DIGITAL PHOTOGRAPHY Digital Cameras Page 21

To study the induction initiatives of different business units in HP Photo Printers

SUPPLIES AND ACCESSORIES Printing and Digital Imaging Products Page 22

To study the induction initiatives of different business units in HP Computing Products

1 Day Price Change

1.36 4562.6B 33.93 13.20 2.05

0.01 4.75 0.00 2.09 0.00 6.41 0.00 3.87

2.05 160.9B 52.20 19.00 1.90 3.06 5.9B 0.00 0.00

39.5B 38.50 10.20 1.23

To study the induction initiatives of different business units in HP

0.02 6.48 10.50 0.09 5.02 0.01 4.73

8.70 52.60 -0.80 40.60

ENTERPRISE: Networking: 3Com, Nortel, Juniper, ENTERASYS, Cisco Systems

BENCHMARKING OF HR DELIVERABLES INTRODUCTION

Why use benchmarking?

Benchmarking in the private sector

To study the induction initiatives of different business units in HP

THE BENCHMARKING PROCESS

The benchmarking process at HP was also followed in the above sequence.

To study the induction initiatives of different business units in HP

GDIC HR Strategy Map

Identify and manage efficient sourcing alternatives

Manage HR related cost efficiently

Optimum and effective utilization of resources

Create a culture of customer service excellence

HR Value proposition defined with clear deliverables for external customers

Competenc y based mgt process

HR process maturity certificatio n(eg:PCM M)

Effective execution of PPR process

People related cust. Feedback/ review

Robust manpower plng/ forecasting & Pro-active resource building