HUMAN RESOURCE MANAGEMNET

ASSIGNMENT NO. -3

TOPIC- compares the HR practices of two organizations

SUBMITTED TO: SUBMITTED BY:

Miss Jaschetan mam Krishna Kumar Yadav

Roll no- B63

Reg. no. 11012386

COMPANY PROFILE

Acer Incorporated is a Taiwan-based multinational computer technology and electronics corporation that manufactures desktops  and laptops PCs, personal digital assistance (PDAs), servers, storage devices, displays, smartphones and peripherals. Acer provides e-business services for business, government, education, and home users.

Acer Group has its headquarters in Xizhi,New Taipie City Since the early 2000s Acer has streamlined its operations, spinning off all of its manufacturing operations, which the company considered to be of low value. Acer has implemented a new channel business model, shifting from being a manufacturer to a pure brand company that markets and distributes its products, while performing production processes via contract manufacturers.

The firm also owns the largest franchised computer retail chain in Taipei, Taiwan. In 1998, Acer reorganized into five groups: Acer International Service Group, Acer Sertek Service Group, Acer Semiconductor Group, Acer Information Products

Group, and Acer Peripherals Group. Two years later that corporate restructuring did not appear to have made a significant impact on the company overall, and stock prices were falling. Shih restructured again. To dispel complaints from clients that Acer competed with its own products and to alleviate the competitive nature of the branded sales vs. contract manufacturing businesses, Shih spun off the contract business, renaming it Wistron Corporation.

ACER’S HR POLICIES

Understanding your personnel and maintaining good employee relations is a key management skill and vital to the success of all providers. In addition to the training and CPD activities outlined here, ACER also offer a range of HR professional support ranging from Investors in People mock assessments to impartial investigations..

Training for HR professionals:

Mediation trainingUPE & restructures

Safeguarding and safer recruitment for HR

Dealing with difficult managers

Coaching staff to improve

Disability law & HR

Equality & diversity for HR – all you need to know

CPD for HR professionals:

ACER’s HR & Staff Development Networks - free to membersAnnual HR & staff development conference (subsidised costs for members)

Network information exchange (free to members)

Acer also offer essential HR, people and performance management skills training to develop human resource understanding across your wider leadership team. Topics we cover include:

Introduction to HR and employment lawInterviewing skills

Conflict resolution

Investigation skills

Disciplinary hearings

Performance appraisals

Bringing your HR policies to life

Absence management

ACER adopts a positive HR model by working with managers and staff to bring about culture change, which is designed to complement your individual organisation. We can assist with all aspects of HR, and work with your management team to provide the best possible experience for all staff, whilst meeting business objectives.

Acer’s expertise in HR is not only limited to training and support, they also offer a shared HR service for member organizations. Their strategic HR service is very much involved with your business and   ensuring that the people and culture develop over the long-term to meet your changing business needs.

They believe their members need different levels of strategic HR depending on the circumstances in the college and the people involved. They have outlined 3 levels to give an idea of the type of service that they can offer. In order to deliver a personal service, it is essential that college visits and personal contact is developed and maintained. They have therefore designed our service to build in a number of consultant visits.

They do not offer an hourly or day rate, as they feel that this is very often detrimental to the service we can offer and forms a barrier to the college in

obtaining advice in the early stages. As a shared service colleges pay an annual membership fee based on the size of college and level of support required.

Gold service

Initial 2-day visit to meet principal & senior managersBasic review of HR strategy and practices

E-mail and telephone support on any HR matters

Sharing of standard policies written to be used by colleges

Regular visits (total of 6 days per year)

Silver service

Initial 2-day visit to meet principal & senior managersBasic review of HR strategy and practices

E-mail and telephone support on any HR matters

Sharing of standard policies written to be used by colleges

Regular visits (total of 4 days per year)

Bronze service

Initial 1-day visit to meet principal & senior managersBasic review of HR strategy and practices

E-mail support followed up by telephone contact   as required

Sharing of standard policies written to be used by colleges

6-monthly visit (total of 2 days per year)

Projectwork There will undoubtedly be circumstances when the college requires a higher level of support, such as restructures or indeed where the college decides to implement a new way of working.  In these circumstances, we would be happy to quote for a

fixed fee for the project or, for smaller projects, we will use a preferential daily rate agreed with you in advance.

Working with HR teamsACER’s team of HR professional work positively and inclusively with existing HR staff, sharing our experience when possible.  Their charitable aims are to improve the quality and efficiency of colleges and our shared service embraces this aim by helping to develop HR professionals in colleges to meet the challenges of the future.

Support for HR staff new to FEThey recognise that FE and colleges have their own culture, jargon and sector knowledge.  Many senior HR professionals join FE from other sectors and benefit from working with HR specific inductions through mentoring in the early stages of their new roles.  ACER offers FREE mentoring to new HR directors and managers through our membership service.

COMPANY PROFILE

Hewlett-Packard Company (HP), incorporated in 1947, is a provider of products, technologies, software, solutions and services to individual consumers, small- and medium-sized businesses (SMBs) and large enterprises, including customers in the government, health and education sectors. Its operations are organized into seven segments: Services, Enterprise Storage and Servers (ESS), HP Software, the Personal Systems Group (PSG), the Imaging and Printing Group (IPG), HP

Financial Services (HPFS), and Corporate Investments. Services, ESS and HP Software are reported collectively as a broader HP Enterprise Business. In April 2010, the Company completed its acquisition of 3Com Corporation. In July 2010, the Company completed the acquisition of Palm, Inc. (Palm), In September 2010, the Company acquired Fortify Software. In September 2010, the Company acquired 3PAR Inc., a global provider of utility storage. In October 2010, the Company acquired ArcSight, Inc., a security and compliance management company.

The Company’s offerings include multi-vendor customer services, including infrastructure technology and business process outsourcing, technology support and maintenance, application development and support services and consulting and integration services. It also provides enterprise information technology infrastructure, including enterprise storage and server technology, networking products and solutions, information management software and software that optimizes business technology investments; personal computing and other access devices, and imaging and printing-related products and services.

HR POLICIES OF HPRecruiting

ApplicationDepending on the scope and responsibility of the opening, a job application or a resume may be requested. Included is a sample job application that can be easily modify for their own use. They create electronic versions of candidates' hardcopy resumes and applications by scanning them. With electronic copies, they can easily track your candidates and route their information to members of the interview team.

ScreeningPrior to the face-to-face interviews, that take a lot of your valuable time, a phone screening process should be conducted. Included is a phone screening

questionnaire that you can modify for your own use. Remember, phone screening is a cost effective way to determine which applicants are the best candidates to interview.

InterviewingA good interview process takes careful preparation. Included are interview questions that will assist you in creating an interview process for your company. Areas to be explored with candidates include:

Education Job history

Why the candidate is interested in leaving his or her current position

Accomplishments

Career objectives

Problem solving ability

Good candidates will prepare for an interview; therefore, it is appropriate to ask a candidate what he or she knows about your company's products and services and how he or she would approach the job. It is not appropriate to ask anything about a candidate's age, race, religion, or sexual preferences.

Throughout the interview, the candidate should display confidence and relate his or her answers back to specific work-related examples. The answers should also reflect the characteristics and skills that are required for the position. After meeting with a candidate, each interview team member can complete an interview report.

Follow-upIt is always a good idea to send a thank you letter to all the candidates to thank them for applying. This effort ensures that each candidate receives an acknowledgement of his or her interest in your company and knows that you appreciate the time and effort invested in applying. The more positive your interaction is with every candidate, the better he or she will feel about your company-even if the candidate does not receive the job.

Hiring

When you have found the best candidates for your openings, it is always a good idea to bring them back for a second interview as quickly as possible. After all, if you believe a candidate is ideal for the job, other companies most likely will too. Encourage candidates to spend more time with their potential manager and peers. Make sure top management takes the time to court candidates by giving them the big picture and assuring them that their opinions are valued.

Reference checkChecking a candidate's references is a vital step that often doesn't get the attention that it should. Carefully dole out the responsibility to the interview team and make sure that the team members convene to share what they have learned. At the very least you will learn things that help the new employee get off to a good start and also plan for his or her future development. Included is a reference check form that you can use.

OfferOnce they've selected the person that they want to hire, secure a verbal agreement and quickly follow up with a written offer letter that includes a start date, rate of pay and other compensation, and statement that their employment is "at will". The packet should also explain other employee benefits including healthcare, vacation policy, and the holiday schedule. Other pertinent forms can be included, such as policies on intellectual property rights, a W-4 Employee's Withholding Allowance Certificate form, and an emergency information form. Some of these forms can be filled out on the new employee's first day. Consult your employment attorney for the forms and policies that you should have when hiring new personnel.

Good start

Accepting a new position is a big decision for a person-one that he or she may have discussed and shared with others. Once your new employee has accepted the job, it is a good practice to send a "thank-you" item to their home in the form of a phone call, e-mail, gift, or card. Get the relationship off on the right foot and the employee will never forget it!

First dayPlan your new employee's first day carefully. Work with your office manager or administrator to make sure everyone is aware of the employee's start date. Have someone greet the new employee and appoint a "buddy" to answer questions. If at all possible have a clean desk and chair, a working phone, office supplies, and a networked computer with an active e-mail account and the ability to print. For that extra special touch, have his or her business cards ready! For top executives, a new executive press release, announcing the executive's arrival, can be sent to the local paper and to relevant trade magazines.

The new employee should meet with his or her manager right away to discuss the overall job description and the short and long-term goals and expectations. Goals should be discussed at least every 30 days. The written job description will remain constant; however, it should be formally revisited should the scope of the job change over time.

OrientationMany companies have new employee orientations. If your company is hiring a number of people, then orientation sessions can be held in groups. The session should include a presentation about the company, made by a senior manager. This presentation should include the vision, mission, and goals of the company, an overview of products and services, customer relationship procedures, and appropriate company financial information. Company benefits, policies, and procedures should also be reviewed and can be presented by your HR designee.

Benefits

The benefit package that you offer your employees can be a very important factor in a person's decision to join your company. Determining what benefits to offer and creating a benefits package that is comprehensive yet easy to reference is very important. The following is a list of benefit categories to consider.

Compensation Medical insurance

Dental insurance

Vision insurance

Workmen's compensation insurance

Disability insurance

401K program

Vacation days

Sabbatical program

Sick leave

Maternity leave

Personal leave

Evaluation and development

A formal job-performance evaluation, or review, should be given to each employee every six or twelve months. In addition to reviewing an employee's performance against goals, this meeting also provides a good forum for discussing career goals and training and development opportunities. Training classes, university and vocational classes, and web-based training provide an employee with tangible tools that not only enhance his or her performance in the current job, but also build the skills needed to achieve long-term career goals.

Employees that are learning, growing, and meeting daily challenges are the ones that increase your company's productivity. Invest in your employees and they will invest in your company. Ongoing training and development is important for all employees. A manager should sit down at least once a quarter with each of his or her employees for a performance review to discuss areas in which the employee is excelling and areas that can be further developed.

Technology recommendations

The right technology can greatly assist you in organizing and automating your HR systems. Here are a few things to consider when thinking about how to apply it to your HR function:

Create an intranetGiven the wide array of HR processes, rules, forms, and information, it's a good idea to give all of your employees access to an internal web site-an intranet-that they can use to find answers to their questions. Your intranet can serve as an employee manual, a suggestion box, a schedule of company events, a directory of employees and phone numbers-even a place to store employee pictures and photos of company activities.

In addition to finding the right information at the right time, your intranet site can contain information about complex subjects such as details on worker's compensation insurance and procedures for internal complaint reviews. Many of the forms included in this how-to guide can also be stored on your intranet site.

Address security issuesSet up your network so that it keeps confidential information secure yet easily accessible to those who are authorized to view and manage it. For example, systems for payroll and benefits administration should be insulated from all other parts of the network. In many cases, it makes sense to have one or more servers dedicated to the HR department to provide physical data separation from other more public systems.

Consider providing dedicated printers to each of your HR managers to print confidential information. This provision ensures that sensitive information is not being printed on a shared printer, where it can be forgotten and/or accidentally picked up by someone else.

COMPARISON BETWEEN HR POLICIES

Acer’s provide more extensive services to its new employees. They provide several induction programmes to let the newcomers know more about the organization.

HP provides its employees with more benefits than that of Acer. HP has more secured information details of their employees such

as they maintain electronic records of their employees. Acer has more extensive training and development programmes. Acer also offers a shared HR service for member organizations

which is not present in HP. In HP, employee’s performance appraisal is done in every six

month or a year. Acer does not offer an hourly or day rate, as they feel that this is

very often detrimental to the service.

ACER adopts a positive HR model by working with managers and staff to bring about culture change.

HP give more stress on checking of the candidates references.

REFRENCES AND BIBLIOGRAPHY

http://en.wikipedia.org/wiki/Acer_Inc.

http://www.acer.ac.uk/pds_HR.php

http://www.acer.ac.uk/hr_sharedservices_levels.php

http://www.hp.com/sbso/productivity/office/hr_guide.html

http://www.oppapers.com/subjects/hr-policies-of-hp-page1.html