2. 


Apple was a success in 1990 but now faced
competition for the first time.
Internally company faced certain problems
from lack of focus to poor integration
Kevin Sullivan –The vice president of Apple
HR decided to reorganize HR structure

3. 


Four Corporate units-HR for Apple USA
,Europe, Pacific and Apple products.
Each units HR staff had business partners
assigned to specific managers and their staff.
The Business partners helped assigned
managers to help in decisions regarding HRM
by providing advices for managing staff,
consulting organizational design issues, being
a personal counselor.

4. 
1.
2.
3.
Business partners made up HR personnel
called “generalists” who were assigned in
number of areas like
Compensation benefits
Recruitment
Employee relations
And
“specialists” for learning and organizational
development.

5. 


With HR Apple USA-different management
styles.
With HR Apple Pacific-openness of
communication, involvement.
With HR Apple Europe-culture problems.

6. It managed HR policies and covered
1. Employment and compensation benefits.
2. Employee relations.
3. Multi cultural programs.
4. Career development.
5. Apple University
which offered self-teaching courses, Interpersonal
skills, organized leadership seminars.
Apple employees linked through companywide
computer network for communication.


9. Past HR
Present and beyond HR
Managers are very busy running the
business
A new financial model drives our
function
HR is expected to take care of the
people
HR functional excellence is essential
We can pick and choose what we
want to do
Heavier focus on teaching vs. doing
Structure, discipline, process are
boring
Management and employee selfsufficiency is a must
We have unlimited personal freedom Emphasis on organizational
transition and effectiveness
HR is responsible for protecting
HR supports a variety of businesses
within Apple
Money is no problem
Client and employee satisfaction are
key measurements

10. THANK YOU