Ce diaporama a bien été signalé.
Nous utilisons votre profil LinkedIn et vos données d’activité pour vous proposer des publicités personnalisées et pertinentes. Vous pouvez changer vos préférences de publicités à tout moment.
Gulf Coast Symposium on
Human Resource Issues
May 12, 2016
Role of HR in
Dell’s Business
Transformations
Dell Heritage
1984
Michael Dell
founded PC's
Limited with
$1,000
2001
Dell becomes the
No. 1 computer
systems provider
wor...
0
10
20
30
40
50
60
70
1990
1991
1992
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009...
Hyper-Growth
Retrench and
2nd Wave
Strategic Shift
Execution
Business Phases
Product Mix Competitive Advantage
PCs
Servers...
Hyper-Growth
Retrench and
2nd Wave
Strategic Shift
Execution
HR Top Priorities Signature PracticesPhases
HR Phases
Hiring
...
5
0
10
20
30
40
50
60
70
1990
1991
1992
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009...
Transformation Triggers
ODMs out-scaled us and drove faster commoditization
of our core business
Profit pools shrank quick...
Major changes in HR Structure & Skills
Hyper-Growth Second Wave Strategic Shift
• Business aligned structure with
minimal ...
Execution
• Next evolution of shared services, extensive matrix, modular and fluid
• Further rise of critical business par...
What’s Next?
A Focus on Strategy, Culture and Leadership
Strategy Culture Leadership
Leadership is what
keeps our strategy...
Know and drive
the performance
of the business
What Hasn’t Changed in HR
Our founder’s expectations of the HR function
11
...
Employee Perceptions Through the Transformations
Tell Dell scores are highly correlated to (employee awareness/ perception...
Build for the chaos
We were too slow to realize this had become the new normal
Leadership is exponentially more critical i...
What Did We Learn as an HR Function?
The new HR model was critical
It enabled HRBPs to consult vs being consumed by tactic...
You don’t need a large HR team
0%
100%
200%
300%
400%
500%
2000 2006 2011 2016
Employees HR
Since 2006, Dell’s employee co...
Transformation is needed in all industries
$0
$20
$40
$60
$80
$100
$120
$140
$160 Flat High growth Declining
Crude oil pri...
Slides available at slideshare.net
Continue the discussion:
craig_briscoe@dell.com or
avneet.jolly@insightory.com
THANK
YOU
Prochain SlideShare
Chargement dans…5
×

Role of HR in Dell's Business Transformations

Presentation that explores how HR was called on to play different roles as Dell's business underwent multiple transformations. Delivered at the Houston SHRM Conference in May 2016.

  • Soyez le premier à commenter

Role of HR in Dell's Business Transformations

  1. 1. Gulf Coast Symposium on Human Resource Issues May 12, 2016 Role of HR in Dell’s Business Transformations
  2. 2. Dell Heritage 1984 Michael Dell founded PC's Limited with $1,000 2001 Dell becomes the No. 1 computer systems provider worldwide 2013 Dell goes private 1992 Dell debuts on the Fortune 500 2009 Dell acquires Perot Systems 1988 After just four years, Dell completes its initial public offering 1
  3. 3. 0 10 20 30 40 50 60 70 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 Annualrevenuesin$Billion Year ending January 4 phases of Dell’s growth Hyper-Growth Retrench & 2nd Wave Strategic Shift Execution 2
  4. 4. Hyper-Growth Retrench and 2nd Wave Strategic Shift Execution Business Phases Product Mix Competitive Advantage PCs Servers Supply chain Direct business model Storage Printers Global support Software Services Networking Data Center Solutions Breadth of offerings Integrated technology solutions Integration Phases 3
  5. 5. Hyper-Growth Retrench and 2nd Wave Strategic Shift Execution HR Top Priorities Signature PracticesPhases HR Phases Hiring Talent Management Retention Scale and Efficiency Globalization M&A Employee Engagement Business Consulting Change Leadership Leadership as a differentiator Talent Acquisition Annual HR tactical plan Soul of Dell Tell Dell HR Technology Offshoring/Site Development Global Talent Management M&A Model & Execution People strategy Leadership Imperative Unifying culture, employee expectations and leadership principles 4
  6. 6. 5
  7. 7. 0 10 20 30 40 50 60 70 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 Annualrevenuesin$Billion Year ending January Transformation happens in-between phases We have gone through 3 MAJOR transformations, and dozens of smaller ones in the last 15 years T1 T2 T3 6
  8. 8. Transformation Triggers ODMs out-scaled us and drove faster commoditization of our core business Profit pools shrank quick; Our business model had outlived its useful life and there was no clear “Plan B” Our competitive strength turned to a competitive weakness . . . almost overnight (~2006-2007) 52% CAGR, leading to $25 Billion revenues in 2000; slowest we ever grew was 21% The 2001 perfect storm: Dot com bust, Enron and 9/11 Industry consolidation and changes in buyer preference Macro economic uncertainty Go to market engine needed work – solutions AND products 7 Retrench and 2nd Wave Strategic Shift Execution T1 T2 T3
  9. 9. Major changes in HR Structure & Skills Hyper-Growth Second Wave Strategic Shift • Business aligned structure with minimal shared services • Jack of all trades • Highly decentralized process and program management • Varied development and execution • Managing on the fly - “Do whatever it takes” • Rise of strategic business partnering • HR IT/systems efficiency and best practices • Leadership matters – “Tell Dell” implemented • Extensive focus on accountability and execution – forced ranking performance management • Shift to New HR Model § Shared Services § HRBP § Global COEs • Enhanced cost and efficiency focus • Extensive labor cost mgmt/ workforce mgmt/offshoring • Extensive HC reductions from difficult market • Standardization and globalization of HR programs and processes • M&A management • Expanded external focus/ benchmarking 8
  10. 10. Execution • Next evolution of shared services, extensive matrix, modular and fluid • Further rise of critical business partnering - influence and change leadership • Simplification and pragmatic innovation – driving thought leadership at scale • People Strategy adopted to align on common beliefs and expectations • Rational program differentiation in support of new, varied business portfolio • Off the shelf tools adopted to enable HR scalability and support • Extensive focus on leadership capability (matrix management) • Extensive focus on sales capability – acquisition, development, and accountability to new selling profile • Eliminated forced ranked performance management structure to better support employee development Major changes in HR Structure & Skills 9
  11. 11. What’s Next? A Focus on Strategy, Culture and Leadership Strategy Culture Leadership Leadership is what keeps our strategy on track and our culture strong so we can win and create value for our customers. Culture is what makes us a great place to work and it makes our strategy viable. Our competition cannot copy our culture. Strategy is our plan to outperform the competition. Ours is unique and it differentiates us. 10
  12. 12. Know and drive the performance of the business What Hasn’t Changed in HR Our founder’s expectations of the HR function 11 Add value every day Speak our minds and have the courage to make the tough calls
  13. 13. Employee Perceptions Through the Transformations Tell Dell scores are highly correlated to (employee awareness/ perception of) business success, with a 1-3 year lag 59 62 72 77 77 78 73 71 74 77 72 71 80 85 50 55 60 65 70 75 80 85 90 2nd wave •Doubled size of the company •Culture initiatives (e.g. Winning Culture Teams, Leadership Imperative) Strategic Shift •Slower growth •Solutions transformation •Major re-orgs •People strategy Execution • Consistent messaging • Less engaged people exited - VSP • Reduced uncertainty • Perf Mgmt changes 12
  14. 14. Build for the chaos We were too slow to realize this had become the new normal Leadership is exponentially more critical in a transformation We could have moved faster in key spots Complexity happens We could have managed it better and more proactively Change happens slowly unless managed Needed a stronger change effort to translate new strategy into operational action It is a lot easier to build out the portfolio than the capability to sell it It’s good to be private! 13 What Did We Learn as a Business?
  15. 15. What Did We Learn as an HR Function? The new HR model was critical It enabled HRBPs to consult vs being consumed by tactical volume Self service matters Tool and systems efficiencies are critical enablers Policy and process is our friend “Enabling infrastructure” – helps us move faster Standardize what does not differentiate us Save your time for what does We can be our own worst enemy Does the business really want us to keep doing this, or are we the problem? 14 Sometimes people breed work Having too many is as bad as having too few Managing Change We could have better managed the changes within our own function, and within the business HR people who navigate change well are essential to make the business changes happen
  16. 16. You don’t need a large HR team 0% 100% 200% 300% 400% 500% 2000 2006 2011 2016 Employees HR Since 2006, Dell’s employee count has grown 4.5x while the HR team has only grown 3x. 15
  17. 17. Transformation is needed in all industries $0 $20 $40 $60 $80 $100 $120 $140 $160 Flat High growth Declining Crude oil prices from 1990: proxy for industry growth T1 T2 16
  18. 18. Slides available at slideshare.net Continue the discussion: craig_briscoe@dell.com or avneet.jolly@insightory.com THANK YOU

    Soyez le premier à commenter

    Identifiez-vous pour voir les commentaires

  • SilviaPrezGonzlez

    Jan. 13, 2021
  • MohdAsadAlam

    Feb. 25, 2021

Presentation that explores how HR was called on to play different roles as Dell's business underwent multiple transformations. Delivered at the Houston SHRM Conference in May 2016.

Vues

Nombre de vues

908

Sur Slideshare

0

À partir des intégrations

0

Nombre d'intégrations

18

Actions

Téléchargements

15

Partages

0

Commentaires

0

Mentions J'aime

2

×