Hewlett-Packard Builds Its Own “university”

Hewlett-Packard Builds Its Own “University”

Valerie Johnson

Capella University

The new CEO of Hewlett-Packard, Meg Whitman, noticed a deficiency within the company and made plans on trying to correct it to encourage productivity. The first step was to conduct a “Needs Assessment” (Bailey and Gills) of the organization to determine the best course of action. Needs Assessments are used to investigate what skills and knowledge employees need to possess to achieve desirable results. And a successfully performed assessment can assist during the development of a strategic management geared toward improving performance and productivity. The assessment itself should also address what types of resources will be needed to correct deficiencies, identify and eliminate redundant processes, and assist managers in identifying performance requirements. Results of the assessment indicated a lack of employee training and development, so the Human Resources Vice-President, Tracy Keogh, was tasked with implementing a new way to conduct talent management. Keogh realized that training and development are part of the solution to improving, not only employee performance, but organizational performance as well.

And because development of the human asset is important to overall performance, the new HP University was conceived.  But the plan didn’t just stop at improving performance, it also incorporated an additional phase to encourage personal growth and promotion potential. All these strategies push employees to move beyond their comfort level and consider how their personal accomplishments can help build and sustain organizational outcomes. This works in the company’s favor when positions become available. Employees who display a proclivity for the field and engage in continuous education make for better candidates and display a willingness to stay with the company. Retaining outstanding performers provides a boost to a company’s bottom line and longevity.

Even with all of these great tools available to everyone equally, some may still encounter obstacles in the workplace that hinder growth and can stunt a career path. Gender equality in the workplace is still a source of contention. It sometimes seems like only superwomen break through the “glass ceiling.” The same can be said for minorities and those with disabilities-the often overlooked pool of gainful employees. But the bigger barrier holding this demographic back from growing their influence is not a glass ceiling, but a glass cage of their own making. Having access to the exact same training as everyone else does show a person’s willingness to invest in themselves and the company.

Given this, HP is in a unique position to attract these employees and develop them into management and leadership positions. Using their employee development plan to attract more women and minorities, HP can be the trend setter for those who are struggling to climb higher and dare to venture out into uncharted waters. The University was created to improve employee performance in their current positions and develop them for future positions. Not a lot of companies invest development of employees for positions they could have in the future, they tend to only focus on where they are now. In order for them to accomplish this, it’s going to take some dedication and time from the employee.  It takes courage to push past the assumptions that undermine ingrained behaviors and to think bigger about what’s possible, but HP is offering them the tools to do just that.