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...

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.

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