Human Resource Management of Apple Inc.

- January 22nd, 2011

Apple Computer, Inc. is an American multinational corporation that designs and m
arkets consumer electronics, computer software, and personal computers. The comp
any's best-known hardware products include the Macintosh line of computers, the
iPod, the iPhone and the iPad. Apple software includes the Mac OS X operating sy
stem; the iTunes media browser; the iLife suite of multimedia and creativity sof
tware; the iWork suite of productivity software; Aperture, a professional photog
raphy package; Final Cut Studio, a suite of professional audio and film-industry
software products; Logic Studio, a suite of music production tools; and iOS, a
mobile operating system. As of August 2010[update], the company operates 301 ret
ail stores[5] in ten countries,[6] and an online store where hardware and softwa
re products are sold. As of May 2010[update], Apple is one of the largest compan
ies in the world and the most valuable technology company in the world, having s
urpassed Microsoft.[7]

Established on April 1, 1976 in Cupertino, California, and incorporated January

3, 1977,[8] the company was previously named Apple Computer, Inc., for its first
30 years, but removed the word "Computer" on January 9, 2007,[9] to reflect the
company's ongoing expansion into the consumer electronics market in addition to
its traditional focus on personal computers.[10] As of September 2010[update],
Apple had 46,600 full time employees and 2,800 temporary full time employees wor
ldwide[4] and had worldwide annual sales of $65.23 billion.[4]
For reasons as various as its philosophy of comprehensive aesthetic design to it
s distinctive advertising campaigns, Apple has established a unique reputation i
n the consumer electronics industry. This includes a customer base that is devot
ed to the company and its brand, particularly in the United States.[11] Fortune
magazine named Apple the most admired company in the United States in 2008, and
in the world in 2008, 2009, and 2010.[12][13][14] The company has also received
widespread criticism for its contractors' labor, environmental, and business pra
ctices
Job Description
A job description indicates the undertakings, obligations and restraints that ar
e all a part of any venture. It identifies what is done, why it is done, where i
t is done, and briefly, how it is done (Mathis & Jackson 2007, p. 221). The desc
ription of the job is done by elaborating the tasks to be performed, equipment t
o be used, the working conditions and the performance standards (Dessler et al 2
007, p.100). According to Stone a good job description should elucidate and focu
s on the job and the position and not on any particular individual that fills th
at position (Stone 2005).
2.1 Job Summary
Aspirants having established credentials and performance history in the field of
freighting or shipping, along with complicated and intricate client related mat
ters within limited timeframes and meeting deadlines are favored by Apple. This
requires active involvement and participation on behalf of the project manager i
n matters such as industry or company evaluation, operational blueprint reviews
and consultations, statistics structuring meets, experimentation, proof-of-conce
pt, management of dealer relations, etc.
2.1.1 Responsibilities:
Oversee all aspects of project information for multiple projects including timel
ines, resource allocation, scope and definition
Drive business, functional, financial, and reporting requirements, often writing
them yourself
Own overall cross-functional project schedules including development on the iTun

es Store, back-end financial systems, and other Apple groups

Collaborate with IS&T, Treasury, legal, Tax, finance, operations and other organ
izations both within and outside of Apple to develop solutions for partnerships
and promotions and other new business.(Apple Inc. 2009)
2.1.2 Qualifications:
At least 4 years of project management in software development.
Outstanding communication and presentation skills, written and verbal, at multip
le levels of the organization.
Ability to participate in and possibly facilitate requirements brainstorming ses
sions.
Strong technical proficiency: server architecture and development, SQL, and bonu
s for past programming experience.
E-Commerce and business experience: orders, billing, tax, payments, invoicing, r
oyalties, licensing, etc.
Digital media experience, SAP integration experience. (Apple Inc. 2009)
2.1.3 Job/Person Specification
Experience: 8 - 10+ years of experience in Operations related project management
.
Proven track record leading large and complex system projects.
3 -5 years experience managing Business Process design or Re- engineering activi
ties, PMI training.
Consulting experience considered a plus. (Apple Inc. 2009)
2.1.4 Accountability
A manager is answerable for any undertaking that he takes up and must be strictl
y observed at all times by the governing bodies within the organization. He must
adhere to all the regulations and guidelines of the organization and must there
by operate within the boundaries of professional ethics (Dessler 2004). A projec
t manager should act as a guide and share complete knowledge of the overall acti
vity as a part of his job.
2.2 Employment Conditions
The successful candidate has to fulfill certain needs before becoming a part of
the organization officially, which means before finalizing the selection the fol
lowing conditions have to be fulfilled.
2.2.1 General Conditions
Lucrative aspirants must acquire and preserve a suitable safety sanctions and so
me other essential conditions (De Cieri & Kramar 2003).
Proof of identity and legal right to work in the United States as required by an
d in accordance with the process and procedures of the U.S. Immigration reform a
nd Control Act (IRCA).
Due to US Department of Commerce requirements, if not a U.S. citizen, U.S. perma
nent resident, Canadian citizen, political refugee, or political asylum holder,
you will be required to sign an assurance regarding obligations not to export co
ntrolled technical data or software to certain countries.
Must sign the Intellectual Property Agreement and return the signed agreement.
Must receive a satisfactory background check in accordance with Apple policy.
2.2.2 Probationary Period
The successful candidates would have to sign a 12 month probationary period agre
ement which includes training and performance management to determine the satisf
actory work capabilities (Bartlet 2002.) Apple closely monitors its new project
manager`s performance as a large portion of responsibility is rested on the shou
lders of a manager of iTunes, which also controls a number of other departments
in the organization. Apple may terminate a contract during this probationary per
iod in case of unsatisfactory performance of the candidate.

2.3 Link with Human Resource Management

Job descriptions supply the essential details for internal assessment that inclu
de availability of positions, number of jobs and the strategic importance of the
jobs. Human resource specialists can redesign jobs to eradicate redundant tasks
and integrate responsibilities on the basis of a clear identification of the cu
rrent functions being performed and the time spent on performing them. The funda
mental aim of human resource management is to provide for the presence of a comp
liant and accommodating team in an establishment. There are four major aspects o
f the human resource management, namely operational, organizational, personal an
d societal (Project Management Institute 2006).
Societal Objectives: The project manager should be morally and communally prepar
ed to meet the wants of, and tackle the issues plaguing society, while simultane
ously reducing the negative effects of these charges upon the establishment.
Organizational Objectives: To acknowledge the function of a project manager, in
the field of human resource management, in generating organizational efficiency.
In short, this branch essentially exists for the sole purpose of benefiting the
establishment and ensuring its progress.
Functional Objectives: The project manager should supervise and ensure that the
department caters to the needs of the establishment in a stable and steady manne
r.
2.4 Link with Apple`s Goals and Strategies
Apple has predefined certain objectives for its project managers such as portfol
io management, business planning, project planning and execution. A perfect alig
nment of these activities leads to the portfolio element being fed by strategy,
the project management element being fed by the portfolio and the team`s executi
on is fed by the project manager. In certain cases, establishments handle all en
terprises and undertakings in a similar manner, irrespective of the entrepreneur
ial tactic or stratagem that the establishment opts for (Pinto 1989 & Covin 1989
). Therefore, if the enterprise s business tactic is converted into project relate
d objectives, its .Thus, when the organization's business strategy is translated
into project-level goals, its specialized rareness and exclusivity is amplified
multifold. (Mathis & Jackson 2007).

3. Recruitment
Recruitment is the practice of attracting a collection of eligible candidates fo
r an available post through particular measures like publicity, broadcasts and a
nnouncements (Dessler et al 2007, p.168). Apple has its recruitment in accordanc
e to ADA (Americans with Disabilities Act), along with a strong implementation o
f Equal Pay Act (1963), Civil Rights Act (1991), Congressional Accountability Ac
t (1995) and other legislations laid down by the US government (See Appendix 9).
It is rather note-worthy that Apple has shown its capability in demonstrating s
uch a cohesive branding know-how all through their commodities, promotion, vendi
ng and distributing, assisting clients, and hiring or appointing candidates.
3.1 Commence Recruitment
The Director of Human Resources at Apple Headquarters in Cupertino completes the
following documents before there is an announcement for a position:
Recruitment request form
Job description
Job classification and suggested salary range
Interview questions
Test/Skill evaluation tools

Criteria for evaluating candidates

3.2 Announcement of Positions
The Human resource department announces the open position and draft advertisemen
ts. The job descriptions are circulated to about 340 agencies, universities and
organizations. The Hiring Unit has to bear the cost of all other advertising exp
enses.
3.2.1 Advertisements
Advertising is a prominent source to build a pool of Candidates:
Print media
Newspapers: State, national or local; Other: specialist magazines/jo
urnals (See Appendix 8)
Other media
radio, television
Decisions must be made as to which media to use and how the advertisement should
be designed to target suitable applicants
Receiving complete Application/Resume and begin the Review Process
Applicants are accepted or rejected on the basis of their qualifications and exp
erience in the field of engineering management. The criterion for selection is d
etermined before the actual screening takes place. Once the screening is complet
e using the criteria of performance and experience, the Hiring Unit interviews a
t least three applicants.
4.2 Committee/Face to Face Interviews
The interview includes questions that are relevant to the job under focus. The i
nterviewing panel members have to fill the interview evaluation form for each ap
plicant interviewed which is submitted to the Human Resource department. The COO
reviews the search committee for all new hires for Project manager level.
Sample Questions:
What is most important to you in a job?
Why should we hire you?
What are your strengths and weaknesses?
Technical Interview:
Are you familiar with OS 9?
If a customer asks you to sync music from their iPod to computer, what do you sa
y?
How do you answer a customer who wants to share music with his friend via iTunes
?

4.3 Reference Check

Before an offer can be made to the selected candidates a reference check has to
be done by the Hiring Manager. This manager would personally contact all the ref
erences to complete the Candidate Reference Check.
Academic references
Prior work references
Financial references
Law enforcement records
Personal references
4.4 Compliance Review
Once the desired aspirant has been chosen by the department manager, certain doc
uments to be assessed must be handed over to the human resources director, namel
y:
Request to recruit form
offer section completed
Affirmative action compliance report
The rationale behind selecting the final aspirant

4.5 Medical Examinations

The applicant must endure a fitness assessment test. Often, the job is offered t
o an applicant only once it has been confirmed that he is physically stable and
enjoys good health after having taken the test. The physical examination/test is
done for following purposes:
To detect if individual is carrying any infectious disease.
Determines whether the applicant is fit to perform work.
Determines if there are certain physical capabilities, which differentiate succe
ssful and less successful employees.
Medical check-up protects the applicant from undertaking work that would be haza
rdous to his health (Stone 2005).
4.6 Appointment of Candidate
The Hiring Department forwards the Non-Academic Appointment Form to the Human Re
sources Department. The newly hired project manager has to complete all the form
s and return them to the Human Resource Department before joining. The induction
program cannot commence till all these formalities have been completed (San Jos
e State University Research Foundation 2004).
4.7 Induction Program
The induction program provides a planned introduction of the job, organization a
nd the environment. It is a quintessential part of recruitment as it provides fa
miliarity with the roles and responsibilities within the rules and norms of the
organization`s culture (Stone 2005). Induction programs have been found to contr
ibute to improved socialization and to increase organizational commitment. Helps
to reduce new employees stress levels and assist them to settle into their new r
ole more quickly. Apple uses the buddy system
a method of linking every new empl
oyee with an existing employee who then assists them to settle into the workplac
e (San Jose State University Research Foundation 2004).

5. Remuneration Management
Remuneration implies the pay packet given to any staff member for the work done
by them, their efforts and services. Sum total of the remuneration comprises of
all the ways of payment and gratuities and incentives that may be both fiscal an
d non-fiscal, and that are presented to the staff. Two types of remuneration are
direct remuneration that basically consists of monetary rewards such as a pay p
acket or other value add-ons, and indirect remuneration that are non-monetary re
wards such as reimbursements or such other services, that although are fiscal in
nature, yet cannot be accepted in the form of money. However, these benefits ca
n be traded with money (Dessler 2004). The strategies and policies have to be im
plemented for a just and balanced reward management system where the rewarding w
ould be fair and consistent without any bias (Armstrong & Murlis 2007).
5.1 Methods of setting pay rates
Collective agreements (EBAs)
Individual arrangements (AWAs or common law contracts)
Awards
5.2 Determining Pay rate
Salary Surveys - Government and commercial salary surveys can provide useful inf
ormation

Job evaluation - Determines worth or value of job through systematic comparison of o

ne job relative to another
Grouping jobs into pay grades - After determining the relative worth of each job
, jobs are grouped into pay grades. A pay grade is made up on jobs of approximat
ely equal difficulty or importance
Pricing each pay grade - Pay rates are assigned to each pay grade
Remuneration plans at Apple are built on four principles:
Salary
Trust
Few classifications
Pay-for-performance (PFP)
Apple has one of the most well balanced remuneration policies in the corporate w
orld today. They have been well established as an employees` company, where good
salary packages, insurance and a well structured superannuation program have es
tablished it as a fair and balanced organization for its employees. Remuneration
comprises of reserve procuring schemes, 401k and adjustable and formative healt
h and wellness schemes. Furthermore, apple allows its staff member s rebates on it
s commodities, along with incentives such as paid vacation schemes, and other ed
ucation related alternatives. (See Appendix 2)
Rationale behind Apple`s Compensation Program
Engage and absorb the coveted class and combination of staff workers.
Encourage their staff to enhance their efficiency and efforts in a steady manner
.
Strengthen the establishment s strategic standards and principals and the coveted
system of operating within the establishment.
To be just and unbiased towards its staff members.
Offer customary and periodic reimbursement and efficiency audits.