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2004 Hewlett-Packard Development Company, L.P.The information contained herein is subject to change without notice
Keepingemployeesengaged and
focused duringtimes of change
Robin Andrews & Desiree Sylvester
June 28, 2005
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HP Confidential 2
HP overview
Founded in 1939 by Bill Hewlettand Dave Packard
Headquartered in Palo Alto,California
Leading technology solutions
provider to consumers,businesses and institutionsglobally
HP revenue totaled $83.3 billionfor the four fiscal quarters ended
April 30, 2005 150,000 employees in 170+
countries Ranked No. 11 in 2004 Fortune
500
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HP Confidential 3
In the headlines
HP Names NCR's Hurd as New CEO
Merger Will Make HP a World Giant
Fiorina Steps Down as Hewlett-Packard CEO
Hewlett-Packard's Profits Disappointing
HP Is Stuck In The Middle Of Competitive Market
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HP Confidential 4
Change is constant
HP/Compaq merger: May 2002
Realignment involving more than HP employees: May 2004
Goal to improve customer focus,growth, simplification
3 CEOs in 35 business days
February 9: Carly Fiorina steps down Bob Wayman named Interim CEO
March 29: Mark Hurd appointed newCEO
Change
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HP Confidential 5
Communication Balance focus ondelivering day-to-daybusiness vs. change
Manage leaks in themedia
Everything saidinternally was expectedto be shared externally very difficult to give
employees additional oradvance information
Communication challenges
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HP Confidential 6
Critical success factors
Develop detailed, ongoing communicationstrategy and plan: Ensure leadership is committed to consistent
communication throughout process
Focus on face-to-face communication Continually survey employees to monitor pulse
Provide employees with ability to ask any question, anytime
When surfaced, share issues up the line to the verytop
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Communications during M&As
Communications are,without question, the firstand most importantorganizational activity thatshould be carried out after
public pronouncement ofthe transaction Acommunications programis one of the mostimportant stepsmanagement can taketoward expeditiouslymelding tow companies.
Winning at Mergers and
Acquisitions
What makes some mergersfail while others succeed?The research published onthis subject over the past30 years yields a checklist
of points, (one of thembeing) do buyers andsellers have an effectivecommunications programin place to help theintegration process?
The Art of M&A: A MergerAcquisition Buyout Guide
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Poorcommunication
Poormanagement
Business
issues or other
Culture-related issues
People and culture are at the heart of integration work
Source: The Art of M&A Integration, industry literature, Roffey Park
Management Institute, McKinsey
People issues account for nearlyhalf of merger failures
Percent of responses
Corporate cultural
clashes
Lack ofemployeesupport
31%
21%22%
19%
7%
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Merger communications plan
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Realignment communications plan
Central PMO established to executeinternal communications plan on aglobal basis
Realignment website 296,000 homepage views
1,777,000 views during 6 months
Pulse survey results showedunderstanding and support increased11% from January March
Plan
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Interim CEO Communications Plan
Provided 2-way communicationopportunities for employees
Developed a clear messagingplatform focusing on execution,serving customers and improvingcompany performance
Expanded CEO and EC/seniorleader outreach
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Introducing a New CEO
Integrated program management office (PMO) forannouncement
CEOs first employee broadcast most watchedweb cast ever
30/60/90 day internal communications plan Connecting CEO with employees No. 1 priority
Next up is communicating Marks vision for HPs
future
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Deconstructing commitment
Commitment consists of two components, rationaland emotional
Employee engagement framework
Source: Corporate Leadership Council, Driving Employee Performance and Retention Through Engagement, Washington, D.C.: Corporate Executive Board, 2004
Engagementdrivers CommitmentIntent to stay/leave
Discretionaryeffort
Retention
Performance
Rational commitmentThe extent to whichemployees believe thatmanagers, teams ororganizations are in their self-interest (financially,developmentallyor professionally).
Emotional
commitmentThe extent to whichemployees value, enjoy,and believe in their
jobs, managers, teamsor organizations.
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Employee engagement
Redesigned Feb 2004 replacecompetitor cameras with HP More than 350 entries every month 35% increase
In top 10 hpNOW stories eachmonth average 27,000 views
Created 2005 calendar based onemployee feedback
Launched Aug 2004 Employee voice & communityAddresses readership survey
request: provide a space foremployee contribution
47,500 views each month
Launched Sept 2004
Internal awareness/pride campaign
Includes history, photos, video
In top10 hpNOW stories eachmonth - average 60,000 views
Monthly photocontest
HP Garagerestoration
YOU +hpNOW
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Engaging employees in the brand
Special promotions offered at up to35% off including TVs, digitalcameras, printers
Increase employee purchases morethan 400%
Create HP brand ambassadors
Photo contest using HP camerasAwarded special-edition Stratocaster
guitars
1,200 entries, 156,000 views to photogallery
Enhanced EPPdiscounts
Fender +hpguitar contest
Science of Printing Partnered with Imaging & PrintingSupplies group to equip employeeswith information on why HP ink, tonerand media are better than thecompetition
More than 50,000 views 4,000+ entries to quiz/contest 94% committed to sharing the message with
friends/family
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Employee clicks Ask HPlink on portal
Ask HP
Results Received over 1000 employee questions,
suggestions and messages since Sept.04
Average response time less than three
business days User participation varies by region:
72% Americas
17% Europe and the Middle East
11% Asia-Pacific and Japan
Received over a hundred suggestions fornew products, new features, and costsaving suggestions
User satisfaction survey indicated that80% found the system to be valuable,
would use it again, and wouldrecommend it to others
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Transforming InternalCommunications
2001 2002 2003 2004 2005
Employeeandleadership
engagement
Two-waycommunications
Alignedcommunications
Basiccommunications Direct, one-way
communications
Solid, basic tools
Limited feedback from
employees
Recognized strategicimportance of IC
Established InternalCommunications ProgramManagement Office
Coordinated messagingacross HP
Increased IC effectiveness
Engaged Senior Leaders askey communicators
Launched centralized website,regular newsletter and toolsenabling managers tocommunicate more effectively
Expanded strategy coverage Employee feedback channels
Developed communications tools toempower employees to better meetcustomer needs
Established horizontal and verticalcommunications
Integrated strategy, brand, culture,and communications
Initiated benchmarking to measureROI
Today:Acceleratinggrowth Synchronized with HR Integrated into leadership
development Designed to strengthen
employee engagementand build culture ofexcellence
Evaluated againstservicemetrics and TCE
Accelerating growththrough strategiccommunications
Continuous communications
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2005 awards to date
IABC Gold Quill Award
IABC Silver Quill Award
Dalton Pen CommunicationsAward of Excellence
Dalton Pen CommunicationsAward of Merit
Summit Creative Silver Medal
U.S. International Film andVideo Festival Silver Screen
Award
CINE Golden Eagle Award
Melcrum StrategicCommunication Management
Business Performance Award
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2004 awards
Dalton Pen CommunicationsAward
IABC Gold Quill Merit Award
Ragans Top 10 Employee
Publications Awards
U.S. Intl Film and Video Festival
Chicago Film Festival
CINE
ASPC
Magnum Opus
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Q&A
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