Strategic Resource Management Hewlett Packard Enterprise

Activity 1: Human Resource Management (HRM) HP Corporate Objectives Profit: Recognizing that profit constitutes the single most effective measure of the organization's contributions to the community, in addition to being the most basic source of business strength. Attaining maximum possible levels of profit in line with other business goals is the aim. Striving for constant advancement in company offering (i.e., services and products) quality, value, and utility (Hewlett-Packard, 2016).

Field of Interest: Focusing efforts and constantly pursuing fresh development opportunities, whilst simultaneously limiting participation to areas wherein the company possesses capability and is able to effectively contribute. Growth: Underscoring corporate growth as one of the prerequisites for survival and one of the measures of corporate strength. Employees: Offering employment opportunities to the workforce, including a chance to be a part of corporate success by helping to make it possible.

Personnel must be afforded job security on the basis of their performance, and have a chance at personal satisfaction stemming from a feeling of accomplishment with respect to their role in the company (Hewlett-Packard, 2016). Organization: Maintaining a corporate climate conducive to individual motivation, innovativeness and resourcefulness, and affording employees sufficient liberty to work towards set aims and targets. Citizenship: Meeting good citizenship requirements by contributing to not only the community but also the societal institutions responsible for generating the climate the company operates in (Hewlett-Packard, 2016).

HRM Contribution to Achievement of Objectives The HP Way integrates the management by objective concept which is the total opposite of managing by control. Employees are given free rein to ascertain, by themselves, how they can best achieve established objectives, thereby promoting entrepreneurial spirit and creative thinking. Managers and subordinates partner, share information, and discuss issues and ideas using the term "we." Although founders believe profitability constitutes a fundamental goal, they give priority to valuing their employees over blindly pursuing profits.

HP's system resulted in a greatly-motivated, exceedingly-devoted, productive, and loyal workforce, which has faith in its organization and organizational system the way other people have faith in the religion they follow (Stadtler, 2015; Feitzinger & Lee, 1997). HP's leaders collaborate with other businesses for ensuring the organization has the right individuals, possessing the right skills, assigned the right job. HP is improving its growth capacity via strategic personnel strategies, merger and acquisition support, and providing emerging markets with reasonably-priced infrastructure.

For remaining at the top of the market, the organization optimizes all operating strategy aspects -- increasing returns, investing wisely and being efficient. Role of HRM in HP Employees form the key to making HP successful in the market. Through the recruitment, development and retention of the cream of the candidate pool, HP enjoys an edge over competition. Hence, it works towards creating galvanizing and supportive workplaces in which all its members are able to thrive.

The company promotes a culture revolving around aiding, sharing, motivating, learning, and lending an ear to employees. It seeks routine feedback for ensuring it performs better (Feitzinger & Lee, 1997). Furthermore, the corporation engages its employees as a highly involved workforce boosts corporate performance. Personnel invested in the company's success will more likely remain with the company, display superior performance, and promote the company's brand. Moreover, they improve the company's bond with stakeholders (clients, communities, etc.) in terms of quality.

The first step to personnel engagement is a collaborative and open corporate culture. At all organizational levels, a commitment exists to promoting fairness and transparency, which has transformed the company's culture into a more superior one. For example, at its headquarters situated in California's Palo Alto, HP has replaced its executive offices with open-plan layout (Stadtler, 2015; Meyer, 2014). Employees of the company frequently operate across continents and time zones. Hence, for HP, virtual collaboration proves salient.

Company members exchange information, ideas and opinions, and work together on determining better ways to run the business, via ERGs (Employee Resource Groups) and face-to-face and web-based forums. HP's Sustainability Network is a group of HP members that aids employees in learning about and sharing beneficial environmental practices capable of profiting the organization and the environment (Manoharan, Muralidharan & Deshmukh, 2009). Recruitment and Retention Strategies HP's human resource approach for the last twenty years is a global one, utilizing HR technology.

Currently, its global human resource self-service framework is integrated with the company's portal -- recruitment is included for nearly 150,000 individuals in a whopping 178 nations. The global staffing strategy was adopted for supporting consistent worldwide staffing. It offers the right amount of flexibility required by multinational corporations (Hewlett-Packard, 2016; Manoharan et al., 2009). The recruiting plans of the organization include a global leadership unit-supported methodology and technology application in the following recruitment spheres: intern recruitment, diversity recruitment, recruitment of experienced candidates, and university student recruitment.

Total Rewards is an initiative HP has established for retaining its HR. The initiative incorporates competitive basic salaries and benefits packages, an opportunity to win a bonus once a year depending on how one performs, annual equity awards and other long-term employee incentives and recognizing staff contributions. There are other benefits that differ from one nation to the next. However, generally, HP staff members can anticipate an extensive array of benefits that include subsidized healthcare insurance, paid vacations, and retirement schemes.

Employee Development HP's education and career development plan provides personnel with support and services for facilitating their personal and professional growth and ensuring they are able to meet the company's evolving needs. The company selects and runs businesses by aiming to provide long-term jobs to individuals. The workforce is expected to reciprocate by meeting specific performance standards, adjusting to job schedule and assignment changes when needed and learning and applying novel skills in the areas they are most critically required.

The organization believes such flexibility is especially crucial to sustaining personnel satisfaction in today's industrial environment of rapidly-evolving technologies and increasing global competition (Hewlett-Packard, 2016; Manoharan et al., 2009). The company also believes in including diversity training as part of its personnel development efforts. Since the year 1988, the IT giant has a leadership-diversity training procedure in place for 1st and 2nd level corporate managers. One opportunity for improvement determined in the training was the absence of top-down strategic approach.

Employee engagement An engaged workforce holds positive attitudes towards the company as well as its values. Engaged personnel know business contexts well and collaborate with coworkers for improving their job performance, in order to benefit their company (Meyer, 2014). HP engages it employees through one, education and career development plan which allows employee to better handle day-to-day work-related challenges. Secondly, HP is able to engage its employee through offering flexibility. Through the two strategies, the company engages its employees by primarily making them satisfied in their workplaces.

Education and career development makes employees develop a sense of competency and thus, a sense of belonging to the company whereas flexibility gives employees a sense of autonomy. These two are vital in developing employee engagement to the company. However, HP should strive towards development and promotion of engagement, an endeavor that necessitates a 2-way company-workforce bond. HRM Strategies The process of HR planning is conducted to anticipate organizational needs with regard to deploying its employees in the optimum way.

That is, through HR planning, HP can ensure it has engaged the right personnel possessing the right set of skills to do the right job. Three major areas to focus on include prediction or forecasting of corporate labor requirements, analysis of existing labor supply, and attempting to balance present supply with estimated future demand (Meyer, 2014; Torrington, Hall & Taylor, 2002). The strategic HRM approach entails integration of strategic and HR planning.

Through this process, HR activities and plans are incorporated into the corporate strategic plan such that HRM gets linked clearly to, or aligns itself with, corporate goal achievement (Meyer, 2014; Torrington et al., 2002). HP's human resource department must support superior performance levels. Rather than assisting and serving its workforce, the company's HR personnel must create, promote, encourage, and facilitate personnel-building capacity. They should assist the company in making the most of its HR potential and guiding it along the right path -- towards realizing corporate goals (Wheelen and Hunger, 2010).

Such an attitude or standpoint forms the starting block to a strategic HR approach. HP HR Management Requirements One factor adding to corporate success is a corporate culture that recognizes personnel empowerment, invention, and development. HP's values, goals, and culture are effectively encapsulated in its ideology- "The HP Way" (Meyer, 2014; Hewlett-Packard, 2016). Management by objectives is a primary principle of HP's philosophy. This concept has now grown into an extensively adopted system for performance appraisal.

In the assessment of an organization's workforce, data is utilized for identifying promotion-worthy employees and for identifying areas of internal personnel relations. An effectively-designed system offers a summary of HR shortcomings and fortes for supporting this aim. Activity 2: Management of Physical Resources HP's objectives against the physical resources needed Objective Physical Resources Required Profit: Attaining maximum possible levels of profit.

• Land, structures, water resource and the right to use it • Production equipment and machinery • Distribution vehicles and networks • Information technology hardware and equipment • Point-of-sale (POS) systems Customers. Striving for constant advancement in company offering (i.e., services and products) quality, value, and utility • Production equipment and machinery • Distribution vehicles and networks • POS systems Field of Interest. Focusing efforts and constantly pursuing fresh development opportunities.

• Land, structures, water resource and the right to use it • Production equipment and machinery • Distribution vehicles and networks • Information technology hardware and equipment • POS systems Growth. Underscoring corporate growth as one of the prerequisites for survival and one of the measures of corporate strength. • Land, structures, water resource and the right to use it • Production equipment and machinery • Distribution vehicles and networks • Information technology hardware and equipment • POS systems Employees. Offering employment opportunities to the workforce.

• Land, structures, water resource and the right to use it • Production equipment and machinery • Distribution vehicles and networks • Information technology hardware and equipment • POS systems Organization. Sustaining a corporate climate that fosters individual improvement. • Land, structures, water resource and the right to use it • Production equipment and machinery • Distribution vehicles and networks • Information technology hardware and equipment • POS systems Citizenship. Meeting good-citizenship requirements by contributing to the community.

• Land, structures, water resource and the right to use it • Production equipment and machinery • Distribution vehicles and networks • Information technology hardware and equipment • POS systems Role of Physical Resource Management One may define physical resources as resources like land, structures, equipment, and transportation vehicles that an organization can access, and which are vital to the company's routine operations. Successful accomplishment of HP's corporate objectives depends largely on proper utilization and management of these resources.

Additionally, no matter how excellent one's corporate strategy is, it cannot work without the support of proper, sufficient resources. The economist defines "land" as all natural agents and resources, including sites (space extensions and locations).

Land means space, and includes (although many people are unaware of this fact) water, water beds, right of way, radio spectrum, airplane/helicopter landing and take-off time slots, docks, aquifers, game, wild fish, falling water, ambient air (including the right of breathing (and polluting) it), "air rights" (i.e., rights to the space above the land in cities' third dimension), vegetation, environment, natural scenery, ecology, gene pool in the environment, weather, etc.

All franchise, privileges or licenses that accord territorial rights are classified under "land easement." For instance, a driving license signifies the holder's land usage right: red traffic lights remind drivers of land's critical value at key locations, as naturally, the same spot may not be simultaneously occupied by two objects (Cheshire & Sheppard, 2004). Right of way, like that enjoyed by railroads, is a very valuable right. Economic theory ought to consider land a unique and separate production factor, from which practical inferences must be made.

A key challenge encountered by governments and economists is ensuring effective working of land markets, taxation, and policy, for the welfare of the public. One can see the enormous significance of land when one regards it as a production factor. In the end, all that mankind uses traces back to land. It is fitting, indeed, to term land as the true source of material wealth. Equipment and machinery: A number of issues, all having cash flow and budget implications, need to be taken into account under this head.

What kind of key machinery or workshop is necessary to produce one's processes or products? Are these items available, or can one purchase them second hand? In case of highly sophisticated equipment, is the delivery lead-time overly long? Will installation and commissioning prior to operation take too long? Are any structural modifications needed to accommodate the equipment? Is there a need to have spare parts and tools supply for the equipment, and are workers needed for maintenance and repair works? Is a large sum needed as down payment while procuring the equipment or machinery? How will the time between ordering the equipment/machinery and using it be financed? (Scarborough & Zimmerer, 2006) Transport/distribution network and vehicles: Vehicle selection hinges on service/goods type as well as destination and distribution channels.

Big articulated delivery lorries/trucks are suitable for conveying goods to the wholesaler's warehouse, from where they will be directed to retailers by the wholesaler. Vehicle type and size/payload is essentially an operational choice. However, the decision of purchasing or leasing, purchasing firsthand or secondhand, depends on working capital at hand, vehicle availability and interest rate on finance (Scarborough & Zimmerer, 2006). This is applicable to cars as well, as purchasers choose cars based on features, engine size (including driving distances and fuel consumption), affordability, etc.

The choice of delivery vehicles needs to take into account running costs like maintenance, repairs, road tax, and insurance, as well. IT and administrative hardware and equipment: This includes articles within administrative or executive offices, as well as easy chairs, carpets or rugs, display material for visitors (in reception areas), and office pantry items (disposable or reusable coffee and tea cups, toaster, microwave oven, kettle, etc.).

Office use equipment includes chairs, desks, storage cupboards, filing cabinets, telephones, answering machines, fax machines, word processors or computers, printers, scanners, copiers, a petty cash box or safe, franking machines, stationary (hole punches, staplers, etc.), rosaries, stress-busters, and cleaning equipment (Scarborough & Zimmerer, 2006). The aforementioned articles are most frequently underestimated in business planning. When compounded, such costs are typically very high. POS systems: These form a company's operational lifeline. Deciding upon such a system might become an overwhelming task.

From conventional POS systems to the recent iPad ones, the ideal POS system ought to be user-friendly and within the company's means. Aside from the basic function of payment acceptance and sales processing, it must incorporate time-saving functions like inventory management, marketing tools, staff management, task automation, client data collection, etc. for easier business operations and growth. The POS system vendor must also deliver round-the-clock customer support and customized business solutions (Scarborough & Zimmerer, 2006).

Physical resource utilization must be assessed for ensuring maximum efficiency, especially with regard to consumables and energy. Physical resource management entails planning resource procurement and utilization, as well as monitoring value provided. Activity 3: Marketing Role of Marketing Towards Achieving Company Goals HP's management team does not define marketing as mere product selling; rather, by marketing, HP implies an art of product-selling to individuals ready to purchase them for fulfilling their wishes and requirements.

As the marketing field encompasses every customer satisfaction requirement, marketing management at HP forms part of all staff members' duty. Marketing refers to a process wherein the development, promotion, pricing, and ultimate distribution of goods, services and ideas is forecasted and implemented by the company. The end result of marketing activity is goods purchase by customers to fulfill their needs as well as business goals (Jeannet and Hennessy, 2001). Hence, HP defines products based on how its market is to be satisfied, and not based on its literal offering.

This is because, even if top-quality services and products are delivered, customers will only be willing to purchase that which suits his/her unique preferences. Marketing is the only way any enterprise is able to seek and retain customers. It is imperative to have a marketing strategy in place for all of HP's offerings, as it makes the market aware of the manufacturer and what it has to offer, boosts sales and returns, and enhances company reputation (Jeannet and Hennessy, 2001).

HP's effective marketing practices contribute more significantly than other factors to achieving corporate goals. Endeavors by the marketing department promote product awareness among consumers. Advertisements, sales promotion and other marketing techniques communicate company- and product- related information to consumers. For being a top-performer, HP must differentiate itself from rivals in a highly perceptible way, a goal that may only be realized by means of marketing. When customers get to know the brand and manufacturer via promotions and advertisements, the brand will enjoy increased sales and profits (Hiriyappa, 2010).

The company can continue its successful streak even under unfavorable business environment conditions, and can sustain within the industry by enhancing brand recognition/recall via marketing. Thus, HP can develop long-term corporate/brand reputation, and accomplish its established goals. HP Marketing Operations Product Strategy- The strategy adopted by HP focuses on resolving the issues of everyone from individual customers to businesses. Via HP's product offerings, consumers can accomplish tasks, making life easier.

The software multinational offers infrastructure technology, technology maintenance and support, business process outsourcing, networking resources and products, application creation and support, personal computing, access devices, integration and consulting services enterprise IT software and infrastructure, and printing and imaging linked services and products. In the year 2007, it launched its all-in-one Touchsmart PC, featuring touch-screen display, in addition to its touch-screen tablet PC for consumers (Williamson, Cooke and Jenkins, 2003; Jeannet and Hennessy, 2001).

In April of the next year, it launched its full-function HP 2133 Mini-Note PC targeted at the education segment of its market. It also manufactures a reasonably-priced, entry-level tower rack server -- Proliant -- targeted at small and medium enterprises, remote sites, high-performance IT environments and workgroups. Its product inventory includes the iPaq Glisten Smartphones as well, equipped with features like text messaging, email, meeting scheduling, contact list and photo sharing.

HP's Home Networking line includes Linksys WRT54G2 Wireless-G router that offers high-speed Internet to a number of PCs simultaneously. The company supports its IT solutions with HP Care Pack and other customized service packages for cost-effective upgrading or extension of standard warranties, via user-friendly, easy-to-purchase support packages which decrease downtime risks (Williamson et al., 2003; Tandon et al., 2013). Support levels range from rudimentary to critical. Pricing Strategy- HP aims at delivering reasonably-priced, high-end products to clients. HP caters to consumers with different requirements through a range of differently-priced products.

In the year 2003, it pioneered a pay-for-usage utility pricing mechanism by creating automated technology capable of measuring percentage use of individual CPUs (central processing units) on its Superdome servers, thus providing substantial benefits to consumers in slow periods to ensure they pay only for processing that they utilize. The company intends to create products having aesthetics and features targeted expressly at consumer groups (Tandon et al., 2013). First, it determines how much clients are willing to pay, and then develops products that can be profitably sold at those prices.

Promotion Strategy- The organization communicates to target customers through advertisements and a company website, which offer information on product details and its frequent special offers. Its branding initiative, "One Voice," aims at better integrating HP's vast range of computer hardware and consumer electronic goods. Further, the company utilizes a number of channels for advertising its IT solutions (services and products), including its website where visitors can view videos and navigate based on the business application needs they wish to satisfy.

Important HP members host blogs that cover subjects like networking, business software, storage, and servers. A "Trade-in" plan has been implemented, in which customers are able to get free quotes on used products, trading-in on suitable products. On the ISS Proliant AMD Servers, the company is advertising a three-hundred-dollar instant savings (Tandon et al., 2013). Lastly, HP is providing a limited-period zero-percent financing on services and products that qualify. Distribution Strategy- The organization's IT hardware and software is sold anywhere and everywhere, including Walmart, Bestbuy, and Staples.

Besides stocking its offering onto retail store shelves, HP offers products for purchase online, via its website. Products ordered through the Internet are shipped all over America and overseas, as well. While it is headquartered at 3000 Hanover Street in California's Palo Alto city, its subsidiaries are situated in Ontario, Miami, Houston, Geneva, Victoria, Rivonia, Tokyo and Singapore. HP has a global program in place, aimed at independent system integrators, software developers, and vendors, known as the DSPP (Developer and Solution Partner Program) (Tandon et al., 2013).

Its website offers partner locator services sorted under the following heads: business, small-scale, home office and home, product type, and large corporation. HP Market Development Processes - Appraisal Deciding manufacturing plants' and distribution facilities' ideal location and number is no easy decision. The company needs to balance elements like order response time, local-content laws, obligations, occupancy and labor costs, transportation costs and time, marketing value of local production presence, and fixed asset replication.

Centralized distribution by employing a single warehouse/depot for serving a number of regions normally reduces costs (Feitzinger & Lee, 1997). On the other hand, decentralized networks typically enable businesses to deliver improved services to their clients. By rethinking supply network design in redesigning processes and products for the purpose of mass customization, organizations are able to optimize their costs and deliver swift, efficient service. The organization's success in the PC arena illustrates the force of integrating product, supply network and process designs.

The desktop PCs currently available are highly personalized products with some companies providing consumers with several thousand different permutations. PCs comprise of pretested, industry-standard components. The product design counts among the electronics sector's most modular ones, with a highly modular manufacturing process. Manufacturing companies have a variety of options in terms of where and how to develop personal computers (Feitzinger & Lee, 1997). Several success stories ensued from collaborative design, production, marketing and distribution efforts internal as well as external to the organization.

They reveal that the mass customization strategy need not be financially risky (Feitzinger & Lee, 1997). A careful application of relevant design principles facilitates low-cost mass customization. Manufacturers no longer need to choose either of the two: profit growth or customer satisfaction. Activity 4: Information Systems Management (ISM) HP ISM and their Role ISM is extremely crucial to reaching effective corporate decisions. It has a central part to play in organizational decision-making, and enhances corporate goal achievement.

ISM is considered an integrated machine-user system which delivers requisite information for supporting management, decision-making, and operations at multiple organizational levels (Laudon & Laudon, 2004). The organization knows the value of the special-purpose ISM concept in realizing management objectives. A carefully planned, created and implemented database must exist for communicating adaptive decisions for effective ISM. ISM boosts organizational growth and management quality by offering correct, meaningful and timely information to aid planning, control and organization.

Managers will never succeed if they do not constantly appraise their performance; hence, ISM, which offers relevant information in a timely manner is valuable (Applegate, Austin & Mcfarlan, 2007). HP's ISM (whose basis is benefit-cost analysis) was created considering every manager's information needs. It is created in a manner that covers every organizational aspect. Furthermore, it is flexible, for meeting evolving management requirements and inputs (Subha, 2010).

HP has developed an ISM for delivering the right facts in a timely manner to aid management decision-making, thus enhancing accomplishment of business goals. Management information.