Application of

the MultipleRole Model

@ HP
Submitted By:
Anupama Mishra
PGPM 16-17, Semester 2
PRN16020471022

 Hewlett-Packard incorporated on August 18, 1947, and went public on November 6,

1957.
HP produces lines of printers, scanners, digital cameras, calculators, PDAs, servers,
workstation computers, and computers for home and small-business use; many of the
computers came from the 2002 merger with Compaq. HP as of 2001promotes itself as
supplying not just hardware and software, but also a full range of services to design,
implement, and support IT infrastructure.
Peterson, HR Vice President made dramatic changes in 1990
Ration of HR per employees, changed from 1:53 to 1:80
Improvements
1. Reengineering all HR processes
2. Redefining HR roles
3. Reassigning accountability of managing people to the line managers
Peterson challenged his team to create the environment by
1. Increasing value for the company.
2. Providing higher quality services for employees.
3. Utilizing Human resources more effectively.
New Goals for HR Professionals:
1. To facilitate, measure and improve the quality of management and team work
2. To contribute to business strategy, identify human resource implications, and
facilitate change consistent with HPs basic values
3. HP asked to accelerate individual and organizational learning across HP
4. To manage people-related processes
New HP- A Human Resource Organization

Competitive advantage Employee survey

Financial Impact saved $35 million per year
Global Outlook Practices Hotline
Innovation Womens conference
Managing change Diversity among work force
Quality of life Commitment to work force
Service Improve HR processes

 Effective Business & HR Strategies

vs

Ownership 85% Line; 15% HR

HR Function Alignment
PM Role Strategic HRM
PM Competencies
1. Business knowledge
2. HR strategy formulation
3. Influencing skills

Administrative Process Efficiency

Ownership 5% Line; 95% HR

HR Function Services Delivery
PM Role Functional Manager
PM Competencies
1. Content Knowledge
2. Process Improvement
3. Information Technology
4. Customer Relations
5. Service needs assessment

Organizational Effectiveness

Ownership - 51% Line; 49% HR

HR Function Change Management
PM Role Change Agent
PM Competencies :
1. Change Management Skills
2. Consulting/Facilitation/Coaching
3. Systems analysis skills

vs

Employees Commitment
Ownership - 98% Line; 2% HR
HR Function Management Support
PM Role Employee Champion
PM Competencies
1. Work Environment Assessment
2. Management/Employee Development
3. Performance Management

Sample Activities Related to HR Roles - Long Term

Strategic HR Management
Design HR strategies to align with
Business objectives

Change Management
Change management facilitation

Consultation in the development of

organizations values, missions,
business planning

Consulting for increased organization

effectiveness

Member of management team

contributing to business decisions

Organization design

Fosters systems thinking/quality

focus

System/Process redesign

HR Services Delivery
Wage Review

Employee Commitment
Champion HP Way

Requisition Tracking

Facilitate Employee Surveys

Applicant sourcing/interview

Promote inclusive environment

Benefits program/delivery

Performance evaluation review

Database maintenance

Promote work-life balance

Data reporting & analysis

HPs HR professionals have a clear sense of purpose and definition of what and how
they add value to the firm
By focusing on all 4 roles, HP legitimizes all HR professionals
The two frameworks help HP Human Resources employees to know
their expected outcomes
their responsibilities
their duties
the images they should project within the organization