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Example research essay topic: Running Head Human Resource Interview - 1,343 words

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Running head: HUMAN RESOURCE INTERVIEW Human Resource Interview March 14, 2009 Human Resource Interview Organization Information Hewlett-Packard is one of the largest technology companies in the world. With its headquarters in Palo Alto, California, Hewlett-Packard serves over one billion customers in more than 180 countries all over the world. The company employs more than 321, 000 workers worldwide. Hewlett-Packard is a Fortune 500 company ranking 14.

Moreover, HP corporation is number one in printers, scanners, ink and laser supplies, notebooks, desktop PCs, total disk storage systems, automated software quality, and in high-end Windows and Linux servers, to mention a few (Hewlett-Packard Development Company, L. P. , 2009). Hewlett-Packard is also number two globally in Pocket PCs and workstations, and in IT services. The company is listed in FTSE 4 Good Index lists, including U. S. , Global, UK and Europe (Hewlett-Packard Development Company, L. P. , 2009).

Hewlett-Packard was founded in 1939 by Bill Hewlett and Dave Packard and since then the company has grown dramatically. Its organizational chart is quite simple. The companys management maintains flat organizational structure, to make the companys operations most effective. By using this type of organizational structure, Hewlett-Packard manages to have simple and very effective communication processes within the organization with no or little bureaucracy. Flat organizational chart, as it is shown at the Figure 1 below, is aimed to increase flexibility through more decentralized authority, allows employees to have more authority, responsibility and autonomy and minimizes number of layers of managers between employees and the top of Hewlett-Packard corporation.

Figure 1: Hewlett-Packard Flat Organizational Chart Human resource department in Hewlett-Packard has a matrix structure. For example, Human Resource Director for the United Kingdom reports to the Head of Personnel for Europe in Geneva and to the Managing Director of the UK. HR departments for each country or regions are usually divided into two groupings, namely, operations and policy. Operations group consists of an overall HR manager for this specific sales region and reports both to the HR Director of the appropriate region and to the Head of Sales in the specified global head department (for example, UK operations reports to Europe). The policy grouping, in its turn, consists of the managers heading up such units such as Training and Development, Personnel Systems, Compensation and Benefits, and Pensions. Background on person being interviewed Marcela Perez de Alonso, Executive Vice President, Human Resources in Hewlett-Packard.

Marcela Perez de Alonso's academic preparation includes a certificate in finance and accounting (the Business Executive Program of the Columbia University Graduate School of Business) and advanced degree in organizational psychology from the Catholic University in Chile. Marcela Perez de Alonso is over 5 years with Hewlett Packard with over than 15 years of HR experience (previously at Citigroup, a lead Human Resource role for Citibank Global Consumer Business). Perez de Alonso has got the 2007 Hunt-Scanlon Human Resources Leadership Award, was named one of the 50 Most Important Hispanics in Technology and Business by Hispanic Engineer & Information Technology magazine, and was honored as the 2005 Corporate Executive of the Year by Hispanic-Net (Hewlett-Packard Development Company, L. P. , 2009).

Role of Human Resource Department During the interview, Marcela Perez de Alonso stated that the role of the Human Resource department in Hewlett-Packard is great as HR is a very important strategic partner that helps corporation to shape and develop strategic goals and implement the most effective tactics for Hewlett-Packard. HR department helps Hewlett-Packard to coin the direction of the company and performs a consistent analysis of the differences between the core competencies Hewlett-Packard holds and skills the company requires to get IT giant where it wants to be in a highly competitive industry. According to Marcela Perez de Alonso, the Human Resource department is deeply involved in strategic business planning. The Human Resource department helps the company to keep its corporate strategy in the most effective way and undertakes all necessary actions to help measure and develop HPs core competencies. As it is claimed by Marcela Perez de Alonso, current economic crisis has lead to emergence of various organizational problems ever faced by HP the human resource department in the last five years and, at the same time, crisis has become one of the pressing human resource issues faced by this organization today. Although it is difficult to tell that the company has managed to find a solution, still HP human resource department undertakes all efforts to resolve this problem in the most effective way.

When Marcela Perez de Alonso has found out that administrative costs have experienced drastic grow, increasing more rapidly than the companys sales, she understood that a giant corporations future is under significant threat. In order to solve this problem, Marcela Perez de Alonso decided to reduce the number of personnel (mostly managers) and to broaden the areas of responsibility for the managers who remained in the company. In addition to this, Hewlett-Packard decided to slow down hiring new employees and instead, to spend more efforts on training current employees in the specialties Hewlett-Packard has the most urgent need in. Also, in one of Hewlett-Packard's branches there were a lot of conflicts among key personnel and the companys managers.

The employees didnt have a common vision with regards to Hewlett-Packard's current operations and strategic objectives. Marcela Perez de Alonso understood that there is a need to work more personally and closely with the companys employees in a problem branch so to successfully develop a team approach and to develop a common vision. In order to solve this problem, Marcela Perez de Alonso asked the managers to hold daily conferences between the employees and the managers to turn a conflict department into a working unit. In-depth Review of HRM Function One of the most important and at the same time challenging functions of Human Resource Management is recruiting. Basically, recruiting involves the processes of screening and selecting talented and qualified personnel for a specific job at the company.

Prior to the recruitment process, the HR manager should make an analysis of the job to be performed (for example, the manager may conduct an analytical examination of the job tasks to be done in order to find out their most important factors), that can be performed in a job description type for responsible HR managers to know what specific kinds of mental or physical characteristics the candidates need, or what specific attitudes or qualities the applicants should have, to mention a few. There are also alternatives to recruitment process, such as contingent workers, outsourcing, overtime and employee leasing. The recruitment can be done in several ways, and the major sources of recruitment within the organization are advertising, agencies for unemployed, internal introduction s or internal promotions, careers officers, or university appointment boards. The company may use one or all sources of recruitment, as they depend of specific companys needs at specific moment. The usual process of recruitment consists of three major stages, namely, sourcing, screening and selection, and, finally, on boarding. The first stage of recruitment usually involved advertising and recruiting research.

During this stage the HR managers get the list of potential candidates that can be then contacted, or screened, when it is necessary. The second stage of recruitment consists of screening and selection. During this stage the HR manager makes sure that the company hires the most suitable applicant that meets all necessary qualifications for the job, irrespective of the candidates national origin, gender, race, or religion, to mention a few. The manager assesses the candidates potential suitability for a specific job by evaluating candidates necessary skills (for example, computer skills, communications, etc).

The candidates qualifications are usually shown through interviews, resumes, professional experience, in-house testing or the testimony of references provided by candidate. Finally, on boarding stage implies the introduction probes. During this final stage the manager helps new workers to integrate with a new company and to unleash their full potential in the most effective way. Bibliography Hewlett-Packard Development Company, L. P. (2009). Retrieved March 14, 2009, from Hewlett-Packard Development Company, L.

P. : web


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