presented by group10 of shree ram murti smarak international business school

1. CASE
STUDY
OF HRM
AT
Submitted To: Submitted by:
Prof. William Group 10
Griffin

2. Group members
• Rahul Singh
• Manish Gupta
• Sumit Kumar
• Ravindra Kumar

3. Black Caucus Group at
Xerox
corporation

4. Character played
• David • Joseph
Kearns wilson
Ravindra Rahul
kumar singh
Sumit Manish
kumar kumar
• Peter • Axel Henri
McColough

5. COMPANY PROFILE
TYPE Public
TRADED AS NYSE: XRX
S&P 500 Component
INDUSTRY Document Services,
Digital imaging, Computer
peripherals
HEADQUARTERS Norwalk, Connecticut, U.S
CEO Ursula Burns
PRODUCT Copiers, displays, faxes,
printers, projectors, scanners
EMPLOYEES 136,500 (2010)
WEBSITE Xerox.com

6. About
• He earned a degree in business
administration in 1952 from the University of
Rochester.
• In 1971, Kearns joined Xerox Corporation as Vice President.
• He also served as head of U.S./Marketing and Service at
Xerox in Rochester
• In 1977, he became Xerox President and Chief Operating
Officer.
• In 1982, Kearns became CEO of Xerox Corporation. In
1985, Kearns succeeded Charles Peter McColough as
Chairman of Xerox.

7. Challenges
• To give the direction to
National Black Caucus
meeting in Toronto.
• To handle tan territory issue
and racial discrimination with
black employees.
• To balance the interest of company as well as
handle the grievances of black employees.

8. Solutions
• Change in Sales territory management
process, promotion of Black employees and cancelation
of debts of black sales representatives.
• Developed a HR plan in order to
increase the number of
Black Sales employees.
• Establishment of Advisory
committee on Affirmative
action in company.
• Development of MRP plan to tackle promotion issue.

9. • Charles Peter Philip Paul McColough
(August 1, 1922 – December 13, 2006)
was the joint creater, founder, and owner
of the Xerox Corporation (along
with Joseph C. Wilson), and was a
former Chief Executive
Officer and Chairman of the
Board at Xerox. He retired in the late
1980s, after serving over 14 years as CEO.
Aside from building Xerox to the
corporate empire it is today, McColough
was treasurer of the Democratic Nation
Committee between 1974 and
1976,Chairman of United Way of
America, and served on the Board of
Trustees at Council on Foreign
Relations, New York Stock Exchange, Bank
of New
York, Wachovia, Citibank, and Union
Carbide Corporation. Included also in his
work are the funding of the C. Peter
McColough Roundtable Series on
International Economics, part of
the Council on Foreign Relations.

10. • Xerox’s CEO, Peter McCullough, had the vision
and long-term good sense to approve and
champion it. In 1969 McCullough had Xerox
purchase Max Palevksy’s Scientific Data Systems
(SDS) for $920 million in stock. It was a computer
company with a second rate minicomputer
product that Xerox would divest it years later. Yet
McCullough wanted the company to explore in
that direction and he had Jack Goldman take the
lead for PARC to create “the office of the future.”

11. strengths and achievements
of the Xerox partnership
• It is grounded in a proven, shop-floor employee
involvement and teamwork process that has
demonstrated its ability to improve quality and
productivity.
• It tackled the tough issues of job security in ways
that were viable for the firm and responsive to
the deeply felt concerns of employees.
• Most important, high-level of commitment has
been passed down through three successive key
son (Peter McCullough, David Kearns, and Paul
Allaire).

12. problems
• Salary differences between the black and
white sales representative.
• Cy Wright ,a black sales representative who
started at Xerox in 1970,recalled how Xerox's
overall commitment to racial equity
influenced his decision to work there .it was
caused to feel that they were the least fair.
• Xerox’s san Francisco district had two types of
sales territories “grey” and “tan”.

13. SOLUTION
• Peter McColough started the PARC (Palo Alto Research
Center), meant to operate something like AT&T's Bell
Labs. PARC researchers developed pioneering
commercial products in the field of personal
computers—such as the Alto personal computer, GUI
(graphical user interface laser printing.
• Xerox to take its ideas from laboratory prototypes to
commercially successful products," stated an article
about PARC at the "Smart Computing in Plain English"
Web site.
• Many of the products were taken up successfully by
other companies.

14. Middle-level manager
Management Quality has a strong impact on
employee satisfaction and the efficiency, productivity
and development of the organization. The overall
responsibility for management quality lies with
executive management, but they often leave it to the
HR function to put policy, programs and processes
(methodology) in place. But policy and programs
must be implemented in the line organization, mainly
through middle managers

15. Axel Henri
( A former Army major)
He had the top performance record in his district and at
the top of promotion list for district manager . But the
regional operating manager passed over him for the job
and instead hired a white man from a southern California
district. Although the Henri example was the most
flagrant case in inequitable treatment ,.

16. Problem
• Regional management did not promote black
employees to management position.
• Black Employees are not satisfied for top level
management decision.
• Employees promote on basis of religion not on
performance.

17. Solution
• Henri‘S promotion was filed , corporate headquarters
immediately sent a manager to San Francisco to internally the
investigate the black employees claim .
• Senior corporate management send David Kearns to San
Francisco on the company’s private jet and told to solve the
problem.
• He arrived in San Francisco ,Kearns went to two meetings , first
one with regional management and then one with the leaders of
the black employees. After hearing the fact from both sides ,
Kearns announced his solution at a large joint meeting . He
ordered an immediate change of policy .
• He promoted four blacks , including Henri , to managerial position
. Then Kearns canceled all the debts to Xerox that the black
employees had accumulated.

18. PROFILE
• JOSEPH CAMBERLAIN
WILSON (1909-1971).
• COMPLETED GRADUATION
FROM UNIVERSITY OF
ROCHESTER.
• FIRST CHAIRMAN AND CEO
OF XEROX.
• HE HELPED TO DEVELOP
XEROGRAPHY

19. PROBLEMS
• Improper criteria for the appraisal of the black
people.
• Rationality biasness among the people.
• Improve sales figure.
• Fullfill the needs of technical and sales
persons

20. SOLUTION
• Joe wilson put in place to hire the most promising
employees and seamlessly “retire” those who
didn’t share his vision and work ethic.
• Recruting new effective employee to creat the
company and the great product that drove xerox
profit consistently uppward and at a fast rate in
long run.
• Joe wilson was a driving force behind gender and
racial equality.