BY:

ANINDITA BURMAN (13020241066)

BHAVANI C H (13020241077)
EKTA CHANDHOK (13020241081)
Application of the
Multiple-Role Model at HP
Living Progress is how we advance the overall
health and well-being of people, help businesses and
economies thrive, and work to strengthen the
environment as we grow

Hewlett-Packard
Incorporated on February 11, 1947
Provider of products, technologies, software, solutions and
services
Its operations are organized into following segments:
Personal Systems Group (PSG)
Services
the Imaging and Printing Group (IPG)
Enterprise Servers
Storage and Networking (ESSN)
HP Software
HP Financial Services (HPFS) and
Corporate Investments

Major Competitors
Dell Inc.
Acer Inc.
ASUSTeK Computer Inc.
Apple Inc.
Lenovo Group Limited
Toshiba Corporation
IBM Global Services
Economic Transactions

Economic transactions during FY - 13 included
$112 billion net revenue,
purchases from suppliers worldwide,
compensation and benefits to approximately 317,500 employees
globally,
$1.391 billion net cash income taxes, and
$2.6 billion returned to shareholders in the form of dividends and
share repurchases

MULTIPLE-ROLE MODEL
HR Roles in Building a Competitive Organization
Management of Strategic Human Resources


Executing Strategy
Deliverable/Outcome
Strategic Partner
Metaphor/ Visual image
Aligning HR & Business Strategy:
Organizational Diagnosis
Activity
Management Of Firm Infrastructure
Building an efficient infrastructure
Deliverable/Outcome
Administrative Expert
Metaphor/ Visual image
Reengineering Organization Process: Shared
Services
Activity
Management Of Employee Contribution
Increasing employee commitment and capability
Deliverable/Outcome
Employee Champion
Metaphor/ Visual image
Listening & responding to employees: Providing
resources to employees
Activity
Management of Transformation & Change
Creating a renewed organization
Deliverable/Outcome
Change agent
Metaphor/ Visual image
Managing transformation and change: Ensuring
capacity for change
Activity
Human Resources at HP
Peterson, VP of HR made dramatic changes in 1990
Ration of HR employees to people changed from 1:53 to
1:80
Improvements
Reengineering all HR processes
Redefining HR roles
Reassigning accountability of managing people to the line managers

HR Professionals Goals
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


HR 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
HPs Application of HR Professional Roles
Effective
Business & HR
Strategies
Organizational
Effectiveness
Administrative
Process
Efficiency
Employee
Commitment
Process People
Operational/Day-to-Day
Strategic Long-Term
Effective Business & HR
Strategies
Organizational
Effectiveness
Ownership 85% Line; 15%
HR
HR Function Alignment
PM Role Strategic HRM
PM Competencies
Business knowledge
HR strategy formulation
Influencing skills

Ownership - 51% Line; 49% HR
HR Function Change
Management
PM Role Change Agent
PM Competencies
Change Management Skills
Consulting/Facilitation/Coaching
Systems analysis skills
HPs Application of HR Professional Roles (Contd..)
Administrative Process
Efficiency
Employee
Commitment
Ownership 5% Line; 95% HR
HR Function Services
Delivery
PM Role Functional Manager
PM Competencies
Content Knowledge
Process Improvement
Information Technology
Customer Relations
Service needs assessment


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

HPs Application of HR Professional Roles (Contd..)
Sample Activities Related to HR Roles - Long Term
Strategic HR Management
Design HR strategies to align
with Business objectives
Consultation in the
development of organizations
values, missions , business
planning
Member of management team
contributing to business
decisions
Fosters systems
thinking/quality focus
Change Management
Change management
facilitation
Consulting for increased
organization effectiveness
Organization design
System/Process redesign
Long range team and
management development
Sample Activities Related to HR Roles-Operational
HR Services Delivery
Wage Review
Requisition Tracking
Applicant sourcing/interview
Benefits program/delivery
Database maintenance
Data reporting & analysis
Employee Commitment
Champion HP Way
Facilitate Employee Surveys
Promote inclusive environment
Performance evaluation review
Promote work-life balance

Benefits of MR Model at HP
HPs HR professionals have
A clear sense of purpose
A clear definition of what and how they add value to the firm

By focusing on all 4 roles, HP legitimizes all HR professionals

Line managers become actively engaged in people-related work

The framework help HP Human Resources employees to know
their expected outcomes
their responsibilities
their duties
the images they should project within the organization


Accolades of HP
References
http://www.sba.oakland.edu/Faculty/york/Readings434/R
eadings/Changing%20nature%20of%20HR%20Part1.pdf
http://in.reuters.com/finance/stocks/companyProfile?sym
bol=HPQ.N
http://www8.hp.com/us/en/hp-information/global-
citizenship/society/economicimpacts.html
http://www8.hp.com/us/en/jobs/index.html