Human Resource Practices in HP

Contents
HR Policies of HP...........................................................................................2
Training and Hiring........................................................................................2
Source of Hiring............................................................................................2
Communications...........................................................................................3
Reward and promotion..................................................................................3
Performance Review.....................................................................................3
The Objectives of the Performance Review Program in HP are:....................3
Capability Maturity Model.............................................................................4

References
. 5

Human Resource Practices in HP

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 (Avar, Magos, & Salamon, 2012).

The line managers made advice for employee trainings and HR department of HP
develops the training need assessment based on the advice

The HR department of HP coordinates all the activities of training with the company until
a complete training plan is finalized.

The trainer is liable to provide training sessions to the employees according to the rules
and regulations provided the HR department.

The requirements of the training will be picked by the recommendations made by the
supervisors.

2.

Source of Hiring

HP source if recruitment is based on the followings;

Current HP employees who are suitable for any other vacant position within the
organization

Databank

Walk in candidates

Advertising

Employment Consultants

Human Resource Practices in HP

3. Communications
To encourage communication Hp uses different techniques to facilitate an ongoing
dialogue with employees. HP adopted an open door policy through which all the senior and
junior members of the organization can easily exchange their thoughts with each other. The HR
departments ensure the mixing of employees at all levels and continuous meetings (Avar, Magos,
& Salamon, 2012)
4. Reward and promotion
The organizational culture of HP and the value system plays a vital role in promotion and
reward system. At the end of any successful completion of any project allowances will be given
to the project team, if the task is performed as per quality standards and before schedule.
Promotions are based on an individual performance; the performance is measured through
performance review, if the HR department considers an employee suitable for promotion, a
summary of employee performance will be sent to the higher management (Salie & Schlechter,
2012).
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 analyze the current job performance with set goals by the managers. In
HP the performance review is consistently and frequently organized by the HR department (Avar,
Magos, & Salamon, 2012).
The Objectives of the Performance Review Program in HP are:
1. To measure employees work performance.
2. To assist and motivate employees in improving their performance and achieving
their professional career goals.
3. To identify employees with high potential for advancement.
4. To identify needs of training and development.
5. To provide a career planning path for each individual.

Human Resource Practices in HP

Capability Maturity Model

The Capability Maturity Model provides a way to an organization to fine tune its
processes. A CMM is a collection of structured elements that depict characteristics of effective
processes. The optimization level involves continuous improvement within the process. To reach
to the top level of the CMM model an organization have to utilize the waste which comes out
from a process to minimize its overall cost , at this stage an organization is not only capable of
improving the quality but also controlling the quality as well (C. Paulk, Curtis, Beth Chrissis, &
V. Weber, 2006).
To achieve the Highest level of CMM model an organization have to adopt the following
steps;
I.
II.
III.

The organization have to define their processes sufficently.

The organization have to implement the techniques of project management .
The organization have defined its own standard operating procedures , through which the

IV.

processses are standardized , documented and integrated.

Interrelationships of the processes are being developed after the processes are

V.

standarized, therefore it is easy to manage the process proactively.

The organization needs to collect data coming from different processes , analyze the data

VI.

and take corrective action to bring improvement in the process.

Sub-process are selected which are contributing in the overall process, to Control these

VII.

sub-processes quantitative and statistical techniques could be used.

To manage the processes quantitaive objectives for process performance and quality are
used as criteria. These objectives depends upon the requirements provided by the

VIII.

customer.
Performance of process and Quality standards are incorporated to support the decision

IX.

making in future.
According to the needs of the organization, the processes are continuously being

X.

monitored and introdcuing innovative proceeses.

The processes are continuously improved with the help of advanced technology and
innovation.

Human Resource Practices in HP

References
Werssowelz, R. & Beer, M. (2013). Human Resources at Hewlett-Packard.
Avar, E., Magos, A., & Salamon, J. (2012). Best HR Practices of International Large
Companies.
Salie, S. & Schlechter, A. (2012). A formative evaluation of a staff reward and recognition
programme.

Human Resource Practices in HP

C. Paulk, M., Curtis, B., Beth Chrissis, M., & V. Weber, C. (2006). The Capability Maturity
Model for Software.