Hewlett-Packard Builds Its Own “University”

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BUS3040: Fundamentals of Human Resource Management Lori White Capella University February 8, 2016 What aspects of HP University effectively link training to the organization's needs? Training is when an employee gains the knowledge or skills necessary to effectively do their current job (Stabile & Ritchie 2013). Training is created to fulfill the requirements and values of the organization (Stabile & Ritchie 2013). With Meg Whitman realizing the need to treat HP’s employees as assets it is necessary to make sure they have the proper training for their current position (Noe, Hollenbeck, Gerhart, Wright, 2015). This not only will assist in HP’s employees in being able to perform the necessary functions of their position, but…show more content…
Continued employee development not only helps HP have current employees ready to move into positions that have become available and increasing employee knowledge and skills with their own position, but increases employee loyalty and satisfaction. Employees feel that if an organization wants to put forth the effort and money to continually develop their skills and knowledge that they are more respected and a valuable asset to the organization, which increases their chances of staying with the company and speaking the companies praises (Noe, Hollenbeck, Gerhart, Wright, 2015). With the need for HP to rebuild the company brand having the most skilled and knowledgeable staff is a necessity, to prove to their consumers that it is reliable company that makes exceptional products. Given the integral role of computerized training at HP University, and the organization's expansive global presence, how can HP address the three most common development-related challenges (including the glass ceiling, succession planning, and dysfunctional managers)? With the integral role of computerized training at HP University, HP is taking a great step in eliminating the glass ceiling within their organization and if only organizations follow the lead of HP they may find they are doing so as well. Women are less likely to find mentors that are willing to promote them for advancements within their organization and are more comfortable just giving simple advice (Noe,
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