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People developmentThis is an old report - go to current report.

In this time of economic volatility, the strength of HP’s business speaks volumes about the talent, expertise and experience of our global workforce of over 300,000. We have a longstanding commitment to recruit and hire exceptional people and to provide them with opportunities to build their capabilities and excel in their roles. Organizational leaders are accountable for developing employees, and high performers have the potential for unlimited career growth at HP.

Our approach

We apply an integrated employee development framework based on external and internal benchmarking. The framework uses an array of third-party, manager- and self-assessment tools to help employees plot the next move in their career path—possibly across functions, geographies or working with a different customer segment—and to develop insights to potential career trajectories. Our developmental programs roughly break down into a 70/20/10 ratio. Seventy percent of our programs—our top priority—are on-the-job learning opportunities, such as job rotations, cross- functional team experiences and special projects. We believe learning by doing is the most effective way to build skills and accelerate development, and we encourage employees to build and hone their capabilities through hands-on experience.

Our developmental programs roughly break down into a 70/20/10 ratio. Seventy percent of our programs—our top priority—are on-the-job learning opportunities, such as job rotations, cross- functional team experiences and special projects. We believe learning by doing is the most effective way to build skills and accelerate development, and we encourage employees to build and hone their capabilities through hands-on experience.

About 20 percent of our programs focus on relationship-based learning through coaching, mentoring and learning communities. These programs are highly dependent on team leaders, who are given the training and tools to develop their teams effectively, and who are measured on the growth of their people.

The remaining 10 percent of our developmental programs are delivered through formal learning, such as face-to-face training programs, live virtual training and interactive, self-directed web resources.

Our formal learning programs take advantage of technology to bring training to the desktop. Eighty- three percent of our training courses are delivered by videoconference or online. We use face-to-face training sessions to teach and assess complex skills, and when there is a geographical concentration of participants. But we have found that technology-based training yields significant benefits: it can reach more employees, increase access to learning opportunities and save millions of dollars annually in travel expenses while decreasing associated greenhouse gas emissions.

In addition, technology-based learning better accommodates the needs of a workforce with differing development needs, enables each employee access at the right time and right place, and enhances learning and retention.

To complement HP-based training, we also support employees in pursuing external educational opportunities such as conferences, seminars and technical certifications, as well as training at accredited institutions.

Learn more on our Training and Development site.

Leadership development

We invest significantly in leadership development as we see excellence in leadership as a key driver of our business success.

Global Talent comprises three tightly integrated organizations dedicated to this mission. Talent Management provides the assessment data and insights to identify high-potential leaders within the company and to spotlight areas where additional learning or resources may be needed. The Executive and Leadership Development (ELD) organization is responsible for designing HP’s major corporate-wide leadership development programs, while the Learning and Development organization provides the capabilities and infrastructure for ELD to deliver its learning solutions globally.

As with our broader programs, nearly all of our leadership development programs emphasize learning by doing. For example, we often leverage projects with significant business impact as opportunities to build and strengthen the leadership skills of high-potential employees. The projects provide invaluable immersive learning experiences that cannot be equaled in a classroom, while supporting the business goals of HP. These projects are sponsored by senior leaders of the company.

In fact, most leadership development programs tap senior HP leaders as faculty. This strategy of leaders teaching leaders has strong support within HP. In a typical year, more than 500 executives, mostly directors and vice presidents, provide training and other developmental support for HP’s leadership programs.

Leadership development at HP is also closely aligned with our business priorities. As a result, the leadership curriculum is regularly revised to adapt to dynamic business conditions and provide realistic training scenarios. For example, our HP Financial Acumen development program is updated with current HP financial data and includes sophisticated simulations that allow participants to explore and learn to manage the financial levers of their respective HP business.

We have three categories of leadership development programs:

  • Foundational programs targeting those at a certain level or making career transitions, such as becoming a manager.
  • Skills-based programs that emphasize HP’s Leadership Standards, which define the expectations for all HP leaders. Many of these skills can be improved through targeted skills-based learning solutions. For example, we have recently implemented a series of modular virtual-classroom solutions called Experienced Manager Excellence.
  • Select talent development programs for individuals with particularly high potential for accelerated development and increased responsibility within the company. These programs, called Key Talent, are highly experiential, include senior HP leader faculty and sponsors, and are tied to HP business priorities.

In addition to these formal learning opportunities, we also offer always-on leadership learning through our Leadership Development Central Portal, which offers quick tips, podcasts and online courses targeted at specific levels of employees and specific HP Leadership Standards.