Assignment no -4

Human resource Policies of

KUNAL KRISHNA
Roll – B63
Reg no- 10902010
Acer

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 Wistro Corporation.
Brief HR policies of the companies

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 training
· UPE & 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 members

· Annual 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 law

· Interviewing 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 managers
· Basic 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 managers

· Basic 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 managers
· Basic 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 teams

ACER’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 FE

They 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.

Hewlett-Packard
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 HP

Recruiting

Application
Depending 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.

Screening
Prior 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.
Interviewing
A 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-up
It 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 check Checking 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.
Offer
Once 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 day
Plan 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.

Orientation

Many 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 toyour HR function:

Create an intranet
Given the wide array of HR processes, rules, forms, and information, it's a good
Idea to give all of your employee’s 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 issues

Set 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.

Recent news
In Brief: Hewlett Packard Offers Employees Additional Bonuses
Hewlett Packard has offered its 20,000 employees monetary incentives for
2011, a move seen as a precursor to its high employee turnover - something that
has seen a high number of staff leave to join other companies.

Hewlett Packard will give staff 10 percent pay increase across the board, and a
$1000 holiday cash bonus (Hewlett Packard will pay the tax so the employee
gets the full amount), which will take effect on 1 January 2011.Employees will
also receive an additional raise equivalent to 1X the employee's target bonus for
the year, according to BusinessInsider's Henry Blodget. With 23,331 employees
as of September and assuming an average salary of $100,000, the new bonus
plan will cost Hewlett Packard $256,641,000 next year, including the $1,000
holiday gifts, one percent of Hewlett Packard's estimated revenue for 2011

Acer Creating the Best Environment to Work

Kevin Grossman, Principal at Acer Group believes that creating a best place to
work isn't just about seeing your company's name in a list, but rather about
improving your competitive position and reaping an extremely compelling set
of organizational benefits including greater profitability, improved productivity
and better retention of top talent.

According to the Great Place To Work Institute, which produces Fortune's

annual 100 best Companies to Work For List, the benefits of creating a best
place to work include: better financial performance and better preparation to
weather economic downturns; higher profitability and productivity; higher
levels of customer satisfaction; greater innovation, creativity and risk taking; a
reduction in the negative effects of stress on employees; and, enhanced public
perception as an organization trusted by clients and customers.

Organizations that make Fortune's annual "100 Best" list are among the most
successful businesses in their sectors with revenues and market positions that
can only be won by superior performance. These are organizations where
employees are inspired to give their best, to collaborate and perform to the
highest standards day-in and day-out. Earning a spot on the list means these
organizations have scored well in terms of management's credibility, employees'
job satisfaction and camaraderie. They also excel in the areas of hiring
practices, diversity and communication. Yes, pay and benefits are part of the
equation but earning the designation "best place to work" clearly encompasses
much more.

Today’s HR Leader – It’s All about the HP Business

Today’s top-performing companies embrace human resources. The executive
leading the HR function is a strategic change agent, a savvy business person, a
proven leader, a global authority, and a credible and trusted member of the
executive team.

The HR function has moved from a transactional one to a strategic one due in
part to awareness at the C-level that HR adds value to the business and impacts
the bottom line. Today's top HR executive leads a mission-critical corporate
function, requiring a broad and deep level of expertise and leadership skills. He
or she plays a seminal role in driving growth and innovation.

When Larry Montgomery stepped down as chief executive at Kohl's department

stores in August to assume the human resources function, some thought he was
being punished for poor performance. But to the retailer and other observers, the
change made sense and was in keeping with Kohl's reputation as a talent
management leader. Over the past decade, globalization, regulation and
technology have changed the meaning of how an organization's people
strategies impact larger business goals. Symbolic of this change is the fact that
many corporations have tapped business executives to take on HR. Reportedly,
one-fourth of Fortune 1,000 companies have selected their HR heads from other
units.

"People management, retention, recruitment, manpower planning, skills

development and training – these are indispensible for business survival," says
China Gorman, chief operating officer of the Society for Human Resource
Management (SHRM). "HR can and should be one of the essential business
functions." For top-performing companies, CEOs want workforce strategies
that, like the finance and marketing departments, align the company with
corporate goals and objectives. They want human capital and talent
management professionals who can lead teams of highly skilled individuals
focused on developing the workforce – the engine of growth.
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