HR at Hewlett-Packard marries the best of old and new approaches

Article Abstract:

The practice of human resources (HR) management at Hewlett-Packard has changed dramatically since the personnel function was first instituted in the electronics company in 1956. HR professionals are no longer confined to the role of solver of personnel problems, but have been transformed into 'management enhancers.' As such, HP's HR practitioners facilitate, evaluate and improve the quality of the firm's management process. The complete change in the personnel department's functional perspective was the handiwork of Pete Peterson, vice president of personnel. Under Peterson, the HR function has achieved numerous innovations that included a year-long development program for the career advancement of talented women and minorities, a conference highlighting the achievements of women engineers and scientists, a work-force balancing plan, and a flex-force program. HP is the recipient of Personnel Journal's 1993 Optimas Award for General Excellence.

Computer peripheral equipment, not elsewhere classified, Electronic Components and Accessories, Hewlett-Packard Co., Electronics industry, Human resource departments, Peterson, Pete

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Safe landings for outplaced employees at AT&T

Article Abstract:

The breakup of the Bell System in 1984 had forced AT&T to reduce its workforce by more than 100,000 employees. In keeping with the company's long history of looking out for its employee's welfare, AT&T created the 'safe landing' program to help outplaced employees continue their careers within the organization or in other firms. AT&T also aimed to reduce the adverse effects of downsizing on employee morale and on the image of the company. One of AT&T's units where the safe landing program worked effectively was the National Personnel Services Organization (NPSO). Of the 514 workers that were laid-off, NPSO was able to assist 512 of them to find other jobs through the safe landing program. AT&T expects the success of its NPSO unit to eventually make a company-wide impact on employee motivation and performance, thus improving the performance of the entire organization.

Downsizing (Management), Outplacement services

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AT&T's self-monitored work teams

Article Abstract:

AT&T has eliminated the need for supervisors to monitor the performance of telephone operators by empowering these operators to monitor each other's work, in line with the telephone company's program of self-management. The creation of self-monitoring workteams was brought about largely by the company's realization that operators are in the best position to know what customers need and how these needs may be satisfied. Even entry-level operators are given the opportunity to make contributions as to how business should be managed. Instead of being used as a tool for checking to see if operators are serving customers well, the new purpose of monitoring at AT&T is to gather information for further employee development.

Methods, Participatory management, Telephone operators

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