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Strategic hr management: Cisco
- 1. Strategic HR Management CISCO by Adil [email protected] built for the human network www.adilwaseem.com
- 2. ● Introduction ● BusinessFacts ● Corporate Strategy ● Recruitment & Selection ● Training & Development ● Performance Appraisal ● Compensation & Benefits ● References Outline
- 3. Officers and directors ● John T. Chambers: Chairman of the Board ● First COO: Gary Moore ● Chief Strategy officer:Ned Hooper ● Founders Leonard Bosack along with his wife Sandy Lerner Introduction ● Founded in 1984
- 4. Name Origin ●Cisco is an abbreviation of San Francisco. Symbolic reference ● suggest that Human Network: built for the human network Address ● 70 West Tasman Drive 170 West Tasman Dr SAN JOSE, CA 95134- 1706 Introduction
- 5. Mission & Goals ● Shape the future of the Internet ● Creating unprecedented value ● opportunity for: ○ Customers ○ Employees ○ Investors ○ Ecosystem partners Vision Mission, Goals & Vision ● Changing the way we Work, Live, Play, and Learn.
- 6. ● Revenue in2011 US$ 43.21 billion Net profit margin : 15.02% Operating margin: 17.76% Employees: 71,825 ● Stock Symbol NASDAQ: CSCO (Stock Price $20.06 as of 04/18/2012) ● When CISCO become public trade Company: February 16, 1990 Business Facts
- 7. Products ●CISCO played more important role in development of Internet ● Provide infrastructure of the Internet & broadest range of the solutions of internet connectivity ● offers tools to manage the Internet sites Competitors ● Competitors: Alcatel- Lucent, Hewlett-Packard Business facts Company, ARRIS Group, Aruba Networks, Motorola
- 8. ● CISCO Market Cap:108.90B Employees: 71,825 Qtrly Rev Growth (yoy): 10.80% ● ALU = Alcatel-Lucent, S.A Market Cap: 4.87B Employees: 79,796 Qtrly Rev Growth (yoy): -8.30% ● HPQ = Hewlett-Packard Company Market Cap: 45.70B Employees: 349,600 Competitors Qtrly Rev Growth (yoy): -7.00%
- 9. Innovator Strategy ● Emphasis is on not to adopt rigid approach of one technology that favor technology over other Core values ● Dedication to customer services ● Company vision must be shared with the employee Corporate and HR strategy ● Employee must be monitored to check their managerial goals
- 10. Recruitment and Selection Methods ● Change ● Experiment ● Rethink Training ● Trains employees how it will maintain its winning culture HRM Strategy
- 11. HR Department supportedtransition employees from: ● in more than 25 countries ● companies acquired by Cisco Department is equipped with: ● Automated tools, standard processes HR Department ● Use of transition process to act faster, simpler, and more consistent HRM Department ● A small team of HR representative
- 12. Recruitment and selection objective ● Increase the number of qualified applicants ● Quickly match prospective job candidates with the right positions ● Increase the speed of recruiting and hiring ● Streamline and monitor internal hiring processes ● Encourage current employees Recruitment and Selection to actively recruit friends ● Receives 70,000 applications a year
- 13. Recruitment Strategies Hiring top10-15%' people in the networking industry ● HR department schedule recruiter events ● Cisco conduct on-campus virtual information sessions ● Internships and Apprenticeship Program Recruitment Method ● Use CISCO Web technologies for recruiting & interviewing Recruitment Practice
- 14. ● Attracting thecandidate that most closely matches Cisco’s requirements ● Sharing with employee critical information about CISCO: ○ Vision ○ Objective ○ Goals Retention Strategies
- 15. Online application ● All applications are processed through online application Application screening ● HR department screened the applicants Online testing ● Applicants are asked to take complete a personality and/or reasoning test Competency-based Telephone Interview ● Telephone interview is conducted to test skills and attributes of applicants Recruitment Practices Assessment Centre ● Applicant is invited for interview at assessment centre
- 16. Testing methods ● Hold interviews using Cisco TelePresence technology Processing time ● CISCO try to be quickest as possible ● Interns- single interview ● New graduate and experience professional 2 round of interviews Ideal candidate ● Who promote CISCO values Selection Practices ● Help CISCO grow
- 17. ● Cisco spentmore than $90 million on employee training and development. ● 82% of employees participated in at least one course ● CISCO offer more than 1.5 million hours/year approximately ● Piloted Talent Connection, an internal tool, that allows recruitment teams, managers Training & Development and employees to work together to match skill sets against internal job openings
- 18. ● 70% ofemployee development comes from job experiences ● 20 % comes from feedback ● 10% from e-learning ● CISCO University offer excellent training programs for the employees, 4000 course and 70,000 registration are each quarter ● Cisco also offer Pathfinder training program Training and development ● Employee can shift one department to other for nurturing talent ● Thousands of video and tutorial for employee only accessible to employees
- 19. Annual Employee Performance Management ● Review employee performance and development annually ● Discuss their need for improvement with their managers Mid-Year Career Discussions ● Opportunity for managers and employees to discuss their development opportunities half way through the year. Performance Appraisal In 2012 ● Cisco is creating Performance Connection
- 20. Salary Comparison: Software Engineer ●Average CISCO employee earns $112,084 annually ● Alcatel- Lucent employee earns $106,000 annually Compensation & Benefits ● Hewlett-Packard employee earns $107,558 annually
- 21. ● Flexible workinghours through Cisco solutions such as ○ Cisco Virtual Office ○ Cisco TelePresence ○ Cisco WebEx ● Telecommuting is used by 95 % of employees ● Life Connection's Health Center provides health care for Cisco employees and their families ● Medical, Dental, Vision, Behavioral, Lif Benefits e and accidental development insurance, Disability, financial, 401 (K), Employee assistance program
- 22. ● a globalemployee tuition ● numbers of assistance programs for the employees ● Child scholarship fund for the children of deceased employees. ● Quad- Cisco's internal social network Compensation and benefits ● employee volunteerism
- 23. ● Provide comprehensivesupports to new employee which results in 80% retention rate ● High-touch human resources (HR) model for new employees to feel them home. ● Onsite orientation meeting to ensure a smooth integration process for the new employees ● New Hire Network helps its members share knowledge, build leadership skills, and develop professional relationships Challenges for new Employee ● 2012 year, Cisco is creating The Leader Playbook for managers and directors to engage employees during times of transition
- 24.
- 25. ● Acquiring andretaining talent in hypercompetitive markets. People and Strategy; 2000; 23, 3; ABI/INFORM Complete pg. 38. ● Anonymous, (2004). Cisco connects with its workforce. Human Resource Management International Digest, 12(3), 11-14. ● Beliveau-Dunn, J.(2011) An Education Revolution keeps Cisco in Sync. T+D 27-29 ● Duffy, J.(2011) Big Events that shaped Cisco. Network world.com, 15. ● Flynn, G. (1996). Cisco Systems' HR is wired for success.Workforce Management, 59. ● Hansen, F. (2005). The new way to pay. Workforce Management, 84(11), 33- 33. retrieved from ttp://search.proquest. com/docview/219767133?accountid=2797 References ● Hegar, K. W. ( 2011 ).Modern Human Relations at Work. Cengage Learning, 390.
- 26. ● Kiger,P. (2003)Cisco's homegrown gamble. Workforce Management, 28-34. ● Linden, R. (2010). Developing a collaborative mindset. Leader to Leader, 2010 (58), 57-62 ● O'Reilly, C. A, Pfeffer, J.( 2000 ). Cisco Systems: Acquiring and retaining talent in hypercompetitive markets, People and Strategy, 23. ● McGillin, C. AAM, National Initiatives. Strategies for Recruiting and Retaining Students, CISCO Network Academy http://search.proquest. com/docview/219767133? accountid=27975 ● Shields, J. ( 2007 ). Managing Employee Performance and Reward: Concepts, Practices, Strategies. Cambridge University Press, 158, 159, 160. ● Simonite, T. (2011). Smashing the cubicles. References Technology Review. 96. ● Snell, S.A., George W. B.(2012).Managing Human Resources. Cengage Learning, 312.
- 27. ● Ed P.(2001). Inside Cisco: The Real Story of Sustained M & A Growth. John Wiley & Sons, 98. ● Turban, E. ( 2006) ,Electronic commerce 2006: a managerial perspective, Pearson Prentice Hall, 55, 56, 57. ● Why new grads love cisco. (2009, Sep 14). Business Week, (4146), 38-n/a. ● Special issue: The top places to work in PR. (2009). PR News, 65(40), n/a-n/a. http://search.proquest. com/docview/204219752? accountid=27975. ● Whitworth, B. (2011). Cisco celebrates open Communication. Communication World, 28(4), 29-32 References