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CASE
STUDY
OF HRM
  AT
Submitted To:   Submitted by:
Prof. William   Group 10
Griffin
Group members
•   Rahul Singh
•   Manish Gupta
•   Sumit Kumar
•   Ravindra Kumar
Black Caucus Group at

       Xerox
    corporation
Character played
• David                           • Joseph
  Kearns                            wilson


              Ravindra   Rahul
               kumar     singh


               Sumit     Manish
               kumar     kumar
• Peter                           • Axel Henri
  McColough
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
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.
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.
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.
• 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.
• 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.”
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).
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”.
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.
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
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 ,.
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.
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.
PROFILE
• JOSEPH CAMBERLAIN
  WILSON (1909-1971).
• COMPLETED GRADUATION
  FROM UNIVERSITY OF
  ROCHESTER.
• FIRST CHAIRMAN AND CEO
  OF XEROX.
• HE HELPED TO DEVELOP
  XEROGRAPHY
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
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.
black caucas group at Xerox

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black caucas group at Xerox

  • 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.