How HP's talent strategy is built on innovation



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HP Inc. has launched an organization-wide talent strategy – and at the heart of its commitment to flourishing innovations

"What do you do for your photos, do you come out and put them in the fridge at home?" It was a suspicious issue of HP Inc.'s senior management for a younger member of the team. The answer was mixed with confused surprise and surprise. When the birth date was apparently well after the actual printing of the chambers and the like, the young employee did not fully understand the concepts in which the photos were printed and which were on display. The same discussion aroused the idea of ​​an embryo. HP Inc. will soon launch a pocket-sized, wireless device that can print photo quality images, called the HP Chain Screwdriver. A mini printer designed to cope with the social and print gap has left the shelves.

Innovation in HP

Innovation has long been a trademark of HP Inc. and its predecessors – and as the story above confirms, good ideas can be awakened at any time by anyone. Founders William & # 39; Bill & # 39; Redington Hewlett and David & Dave & # 39; Packard founded the company's one-car garage in Palo Alto, California, in 1939. Since then, the company has been regarded as the symbolic father of Silicon Valley. It has also destroyed countless changes – the latest one being in 2015 when the parent company was divided into two communities: HP Inc. and Hewlett Packard Enterprise.

When HP Inc. was established for the first time, business executives asked employees what they would like to see as a company base. The overwhelming response was to restore its innovative roots, which some felt lost when the original company grew and grew.

"HP Inc. is about creating technology for everyone, everywhere – it's about creating an innovation culture where people are definitely the most important asset," says HP Nicolina Marzicola, Director of HP Inc. Asia Pacific. "Quite directly is something that our founder, Hewlett and Packard, recognized many years ago as the core element of HP's brand. "

Intentional People Strategy

Marzipola, a 20-year-old veteran with the company and started working with HP in Canada, now leads the Asia-Pacific and Japan HR task. He argues that his current role is "the most exciting and fulfilling". It's easy to see why.

The core of HP Inc.'s reshaping has been a comprehensive HR perspective in the Asia-Pacific region called Intentional People Strategy. This is a versatile talent strategy that focuses on the mindset of growth that drives innovation and empowerment. This focus on continuous renewal is central to the company's performance and growth.

"The whole Intentional People strategy must be part of our business strategy, so everything we want to make sure it has business implications and be a means of measuring everything we are investing," Marzicola says.

Several pillars have been established.

One is promoting a strong sales culture. "The company had divided into two and we wanted to restore what it meant when selling our employees," Marzicola says. "This pillar looks at how we can help our sales company to move from business to solution, we create a sales academy just to ensure that they have learning not just how to sell but how to influence how to rob the stories – in other words, some of the soft skills they need to be better selling.

He adds that the key purpose of the Intentional People strategy is to build a workforce that is ready to address the ever-changing dynamics.

"As we develop our strategy, we also try to help people leaders manage more effectively, how to ensure that we reward the right person for this task, we have put together a curriculum for leaders who help them make better interviews and evaluate candidates for a better fit in the company, that we have a sales person who is ready to compete and run our strategy. "

The second pillar has focused on the next generation that comes to the company. Marzicola says that the company did not have a coherent postgraduate study period at regional level. India was different from China, which resigned from Singapore.

The HP STAR training program for graduates and graduates was launched. The dentist in the four cities in the area seeks to involve these people in informing leaders of future generations of jobs. "What kind of L & D do they need and expect, how can we make the campus more effective in recruiting, how can we get our story there, these are questions that we ask the HP STAR Team to build around the strategy," Marzicola says.

He adds that the key measure of success changes HP's view that "there is a great business name in a CV where you can build your career". Instead, career development gives employees the opportunity to build a long and successful career in the company.

"We need to be more intent on the opportunities they pose to them, giving them visibility and doing it as a deliberate move, so every nine months they can do something different for at least the first three years. he says.

HP Inc. has designed career guidance combinations for all employees, groups, and executives. "There is a lot of people in the area, but the flow does not necessarily happen in the opposite direction," Marzicola says. "I want to be able to influence decisions, instead of waiting for the decision-making to come to headquarters. Working at the headquarters helps our local employees understand how decisions are taken and what needs to be considered globally when programs, initiatives and decisions are implemented."

Another important area around the D & I, which Marzicola says is "fundamental to everything we do". Business Impact Networks (BIN) – who may be well-known in other organizations working in organizations – provide information and suggestions on how the company operates with the D & I Objective. Today, the company has a diverse board of technology in the United States. Forty percent of the government has women and 50% are under-represented by minorities.

Listen to the voice of people

Business environment networks also play a decisive role in innovation. Asked how the company delivers great ideas to viable products and services, Marzicola says that the simple solution is simply to ensure that people's voices are heard.

"In HP's former group of employees, they often organized meetings with senior management and they were fine conversations, but they did not go anywhere or did not result in information being disclosed to people who made the decisions."

Today, members of the group discuss various configurations with senior management teams, such as the Singapore-based Regional Steering Group. "These older people have seating with business groups, listening to their feedback, what they do and what they are doing."

Marzicola says they are such "multi-generation discussions" that lead to products such as the chain dealers mentioned above, because it is now easier for managers to hear what employees and expanding consumers want.

"It's as easy as raising visibility for these groups and keeping the leaders responsible for the results of these discussions," he says.

Creativity and Innovation

It is well-established that creativity – something that children do not have a shortage – is unfortunately absent from most adults. However, the link between creativity and innovation is strong. For this reason, HP Inc. has captured its growth mindset.

"We have three questions: How can we imagine the future How to stimulate a team How to achieve it After the launch of the Intentional People Strategy, I have never seen so many ideas that have sparked and acted. What is significant in this area we work really fast and and if something does not work, we will stop and try something new, which is the key to creativity, "Marzicola says.

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