Motivation of employees and DEI policies CISCO

1. z
OVERVIEW
OF
HR POLICIES
THE SUCCESS OF CISCO SYSTEMS
GROUP 8
Names

2. z
HRM AND EMPLOYEE MOTIVATION
 DRIVE OR INSPIRATION TO PERFORM AT WORK
 MOTIVATED EMPLOYEES ARE CREATIVE, PRODUCTIVE,
ENGAGED IN JOB
 INFLUENCED BY RECOGNITION, GROWTH
OPPORTUNITIES, POSITIVE WORK ENVIRONMENT
 MOTIVATION MAY BE EXTRINSIC, INTRINSIC, SOCIAL,
MONETARY, RECOGNITION, RESPONSIBILITY

3. z
CONTENTS
CISCO SYSTEMS OVERVIEW
MODULES OF HUMAN RESOURCE MANAGEMENT
CROSS BORDER MERGERS
INTER-GENERATIONAL CONFLICT MANAGEMENT
DIVERSITY MANAGEMENT PRACTISES
CONSCIOUS CULTURE

4. z

5. z
CISCO SYSTEMS
FOUNDED IN
1984, IN
CALIFORNIA
STARTED WITH
PRODUCING
ROUTERS
LEADING GIANT
IN COMPUTER
AND
NETWORKING
INDUSTRY
RANKED 183 IN
WORLD’S TOP
500
ENTERPRISES
RANKED 42 IN
FORTUNE “100
BEST
COMPANIES TO
WORK FOR“ LIST
ANNUAL
TURNOVER OF
56.9 BN USD IN
2023
85K EMPLOYEES
WORLDWIDE

6. z
COMPANY CULTURE AT CISCO
Employees say this is a great
place to work
People
here are
paid fairly
for the
work they
do.
I feel I
receive a
fair share
of profits
made by
the
organisatio
n
This is a
psychologicall
y and
emotionally
healthy place
to work
Everyone
has an
opportunity
to get
recognition
People are
encourage
d to
balance
their work
life and
personal
life
courtesy: www.greatplacetowork.com

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MODULES OF
HUMAN RESOURCE MANAGEMENT

8. z
MODULES OF
HUMAN RESOURCE MANAGEMENT
 HUMAN RESOURCE PLANNING
 RECRUITMENT AND SELECTION
 TRAINING AND DEVELOPMENT
 PERFORMANCE MANAGEMENT
 COMPENSATION AND BENEFITS MANAGEMENT
 EMPLOYEE RELATIONSHIP MANAGEMENT

9. z
HR PLANNING
 TWO APPROACHES: HARD AND SOFT
 HARD HRM – FOCUSES ON COST INCURRED
 SOFT HRM – FOCUSES ON HUMAN ASPECTS OF HRM
 CISCO TAKES SOFT APPROACH INFLUENCED BY THE HARVARD
MODEL
 FOCUS ON RELATIONSHIP BTW EMPLOYEE AND EMPLOYER
 HIGHLIGHTS INTEREST OF DIFFERENT STAKEHOLDERS, INFLUENCE OF
SITUATIONAL FACTORS
 INNOVATIVE COMPANY, VALUES TALENT ASSETS
 EMPHASIS ON PEOPLE RESULTS IN EMPLOYEES’ HIGH COMMITMENT

10. z
RECRUITMENT AND SELECTION
 IDENTIFY AND RECRUIT PEOPLE WITH APPROPRIATE SKILLS, ABILITIES,
KNOWLEDGE, EXPERIENCE
 THREE PRACTISES IN CISCO, FIRSTLY
 RECRUITING PEOPLE IN LINE WITH CISCO VALUES
 INTERVIEWERS INCLUDE HRM, PROSPECTIVE BOSSES, COLLEAGUES
 SECONDLY
 RECRUIT PEOPLE WITH DIVERSE CULTURES, BACKGROUNDS, SKILLS AND
PERSPECTIVES
 NEW IDEAS, BETTER DECISION MAKING, COMPETITIVE ADVANTAGE
 46% ETHNIC MINORITIES, 26% WOMEN IN US
 LAST BUT NOT THE LEAST
 SELECTION METHODS INCLUDING CV/APPLICATION FORM, INTERVIEW, ASSESSMENT
CENTERS, PSYCHOMETRIC TESTING, WORK SAMPLING, BIO DATA

11. z
RECRUITMENT AND SELECTION
 ONLINE TESTING, CERTIFICATIONS
 CCNA (CISCO CERTIFIED NETWORK ASSOCIATE) TO VALIDATE
CANDIDATES’ ABILITY TO INSTALL, MONITOR AND TROUBLESHOOT
NETWORK INFRA PRODUCTS
 MANAGERIAL AND LOGISTICS TEAM MAY NEED ASSESSMENT ONLY
THROUGH INTERVIEWS
 FINAL DECISION - COLLABORATIVE EFFORT MADE BY COLECTING ALL
FEEDBACK

12. z
TRAINING AND DEVELOPMENT
 CISCO ATTACHES GREAT IMPORTANCE TO THE LEARNING AND
DEVELOPMENT OF EXECUTIVES AND EMPLOYEES
 EMPLOYEE TRAINING PROMOTES GLOBAL BUSINESS DEVELOPMENT
AND FORMATION OF DIFFERENTIATED COMPETITIVE ADVANTAGE
 CISCO HAS A LEARNING AND TRAINING SOLUTION TEAM
 LEARNING NEEDS OF COMPANY’S CORE BUSINESS
 ESTABLISH REASONABLE ALLOCATION AND UTILISATION OF LEARNING
RESOURCES WITHIN THE COMPANY
 CISCO PROVIDES LEADERSHIP CURRICULUM TRAINING INCLUDING E-
LEARNING, ROLE PLAY, BUSINESS CASE STUDIES

13. z
PERFORMANCE AND BENEFITS
MANAGEMENT
 PERFORMANCE MANAGEMENT - TO APPRAISE WHOLE CAPABILITIES AND POTENTIAL OF
EMPLOYEES
 REWARD MANAGEMENT – MONETARY, NON MONETARY, PSYCHOLOGICAL
 PERFORMANCE CONTROL APPROACH
 DEFINE WORK
 SET MEASURABLE TARGETS
 PERFORM AND ASSESS AGAINST TARGETS
 EMPLOYEES TO SET GOALS UNDER DISCUSSION WITH THEIR SUPERVISORS
 EMPLOYEES’ INCOMES LINKED WITH THEIR PERFORMANCES
 MANAGERS WITH EMPLOYEES DISCUSS DEVELOPMENT OPPORTUNITIES IN MID- YEAR
CAREER DISCUSSION ALONGWITH ANNUAL DISCUSSIONS
 MANAGEMENT BY OBJECTIVES FOR SALES EMPLOYEES

14. z
PERFORMANCE AND BENEFITS
MANAGEMENT
 CISCO’S REWARDING SYSTEM FOLLOWS TOTAL REWARDS
 COMPETITIVE PERFORMANCE BASED PAY
 COMPREHENSIVE HEALTH COVERAGE
 LONG – TERM SAVINGS PACKAGE
 EMPLOYEE STOCK PURCHASE PLAN
 TIME-OFF POLICIES
 HEALTH AND WELLNESS BENEFITS THROUGH HEALTH CONNECTION PROGRAM
 EMPLOYEE SUPPORT PROGRAMS
 DEVELOPMENT AND CAREER PROGRESSION OPPORTUNITIES
 FLEXIBLE WORK PRACTISES
 A POSITIVE WORK ENVIRONMENT
 RECOGNITIONS OF ACHIEVEMENT
 CHILDCARE CENTER AND CHILD SCHOLARSHIPS

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EMPLOYEE RELATIONSHIP
MANAGEMENT
 FAIR AND EQUAL CULTURE
 CISCO HAS OPERATIONS IN 165 COUNTRIES, INCLUSIVE AND DIVERSE
CULTURE
 ALL EMPLOYEES HAVE EQUAL OPPORTUNITIES REGARDLESS OF RACE,
GENDER, DISABILITY, MINORITY STATUS
 BRING MORE WOMEN IN LEADERSHIP TEAMS
 PAC-RIM ASIAN LEADERSHIP DEVELOPMENT PROGRAMME FOR
EMPLOYEES FROM ASIA-PACIFIC TO ACQUIRE SKILLS FOR SENIOR
MANAGEMENT
 DIFFERENT PERSPECTIVES AND EXPERIENCES ENABLES CISCO TO
UNDERSTAND NEEDS OF THEIR CUSTOMERS, CREATE INNOVATIVE
PRODUCTS

16. z
EMPLOYEE RELATIONSHIP
MANAGEMENT
 AVOIDING CULTURAL CONFLICTS
 MANAGE CULTURAL DIFFERENCES TO ENABLE CROSS BORDER MERGERS
 NATIONALITY HAS MORE INFLUENCE ON SHAPING OF MANAGERIAL
ASSUMPTIONS
 RESEARCH BY GEERT HOFSTEDE EXPLAINS WHY PEOPLE OF DIFFERENT
NATIONS BEHAVE THE WAY THEY DO
 FOUR FACTORS – POWER DISTANCE, UNCERTAINTY AVOIDANCE,
INDIVIDUALISM, MASCULINITY

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CULTURAL CONFLICTS AND
CROSS BORDER MERGERS

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CROSS BORDER MERGER
WITH A JAPANESE COMPANY-
HOFSTEDE’S ANALYSIS
 Power distance suggests that the attitude towards these
inequalities amongst people is similar in both cultures.
 In uncertainty avoidance and individualism, At 92 Japan is one
of the most uncertainty avoiding countries on earth.
 It is difficult to take changes in Japan, if Cisco is going to
merger with a Japanese company, it had better not to take
great changes to the original company.
 For individualism, Americans focus more on their own needs
and desires while Japanese have a relatively higher sense of
“group”.
 Pay attention to the conflict that the US managers might
concern on his or her own career needs.
 The low rank of Japan on masculinity shows that the dominant
value in Japan are caring for others and quality of life, while
what motivates Americans best lie both in work and leisure
pursuits.
 US approach might be more assertive and aggressive than
Japanese are used to.

19. z
CROSS BORDER MERGER
 STAFF POLICY - ETHNOCENTRIC APPROACH, POLYCENTRIC APPROACH, AND GEOCENTRIC
APPROACH.
 CISCO - COMPUTER NETWORKING COMPANY, INNOVATION PLAYS THE ESSENTIAL ROLE,
GEOCENTRIC APPROACH MORE SUITABLE
 CISCO HIRES MORE LOCAL TALENTS AND DIVERSIFY THEIR LEADERSHIP TEAM.
 OTHER FACTORS TO MAKE A SUCCESSFUL CROSS BORDER MERGER –
 LEGAL AND ECONOMIC SYSTEMS IN THE TARGET COUNTRY
 SUITABLE PAYMENT AND REWARD SYSTEMS
 BE RESPECTFUL TO TARGET COUNTRY’S RELIGION BELIEFS
 MAKING PRACTICAL PLANNING AND GOALS

20. z
CISCO ACQUISITIONS
 MAJORITY OF ITS PRODUCTS AND BUSINESS UNITS ARE FROM ACQUISITIONS. CISCO
UNDERTAKES THOROUGH REVIEW NOT ONLY FROM FINANCIAL & TECH POINT OF VIEW BUT ALSO
CULTURAL CONNECT AND INTEGRATION IN IT’S A&M
 CISCO SYSTEMS SPENDING MORE THAN $70 BILLION TO ACQUIRE APPROXIMATELY 225
ORGANIZATIONS
 MAJORITY COMPANIES ACQUIRED BY CISCO ARE BASED IN THE UNITED STATES (U.S.)
 CISCO FIRST ACQUISITION IN INDIA BY TAKING OVER BENGALURU-BASED IT SECURITY
COMPANY PAWAA FOR AN UNDISCLOSED AMOUNT. PAWAA, PROVIDES SECURITY SOLUTIONS AND
CLOUD-BASED FILE-SHARING SOFTWARE
 COMPANY'S LARGEST ACQUISITION AS OF OCTOBER 2023 IS THE PURCHASE OF SPLUNK—A
SOFTWARE COMPANY THAT DEVELOPS SOFTWARE FOR THE ANALYSIS AND MONITORING
OF MACHINE-GENERATED DATA—US$28 BILLION.
 CISCO ACQUIRED CLOUD CHERRY AN INDIAN CUSTOMER RELATIONSHIP MANAGEMENT
SOLUTION COMPANY – A FIRM BASED ON INNOVATION, TEAM BUILDING & BY YOUNG
ENTREPRENEURS OFFERING SOLUTIONS FOR BETTER CUSTOMER EXPERIENCE

21. z
INTER-GENERATIONAL
CONFLICT & DIVERSITY MANGEMENT

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INTER-GENERATIONAL
CONFLICT MANGEMENT

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24. z
ISSUES FACED
NATURE
• Behaviour
based
• Value based
• Identity based
OUTCOME
• Stereotyping
• Varying
Working Styles
• Communication
Problems

25. z
z
FOUR
STAGES OF A
CONFLICT
INCIDENT

26. z
RESOLUTION METHODOLOGIES
• ACKNOWLEDGE.
• TALK ABOUT GENERATIONAL DIFFERENCES. "YOU CAN'T SOLVE A PROBLEM IF YOU DON'T
ACKNOWLEDGE IT EXISTS."
• APPRECIATE.
• FOCUS ON THE "WHY," NOT THE "WHAT," AND THE COMMON NEEDS. "THE 'WHAT' DIVIDES US.
THE 'WHY' IS A UNITER."
• FLEX.
• AGREE ON HOW TO ACCOMMODATE DIFFERENT APPROACHES.
• LEVERAGE.
• MAXIMIZE THE STRENGTHS OF EACH GENERATION.
• RESOLVE.
• DETERMINE WHICH OPTION WILL YIELD THE BEST RESULTS IF FLEXING ISN'T ENOUGH.

27. z
DIVERSITY MANGEMENT

28. z
DIVERSITY MANAGEMENT
 Sandy Hoffman, Cisco Chief Diversity Officer, declares: “We believe that inclusion and diversity is key
to redefining how we collaborate, connect, communicate, and work. When embraced, I and D can
fuel our innovation engine and help redefine our culture moving forward”.
 Cisco co. operates in 165 countries worldwide. It engages more than 74,000 workers, out of which 28,000
(39%) are engineers, and utilizes 170 labs around the world. It has nearly 70,000 channel partners
 Four areas:
 Personality (traits, skills and abilities)
 Internal (gender, race, ethnicity, I.Q., sexual orientation)
 External (culture, nationality, religion, marital or parental status)
 Organizational (position, department, union/non-union)
 Beyond Legal Compliances
 Diversity policies exist
 Assimilation principle is the general practice i.e accepting the dominant and pre-defined culture

29. z
DIVERSITY MANAGEMENT
PRACTICES
 Schedule meetings at times that accommodate all geographies
 Hire employees who complement and add diversity to existing teams. Broaden
recruitment sources.
 Include diverse suppliers when using outside resources for contracted products or
services.
 Avoid making judgments about people based on assumptions or personal bias.
 Effectively address inappropriate behavior (based on culture, race, gender, age,
personality, or other differences) and intervene if observed.
 Lead by example and actively encourage others to practice inclusion.
 Create an environment where every member of the team is encouraged to voice their
opinions and provide their contribution

30. z
DIVERSITY MANAGEMENT
PRACTICES
 Demonstrate support for flexible work practices.
 Share program details with team and become familiar with options to discuss as
part of development planning.
 Encourage employees to take a leadership role or participate in employee
resource groups (ERGs).
 Acquire perspectives from a variety of team members to solve problems and
achieve business objectives.
 Recognize and reward people based on performance, rather than association with
any “favored” group or clique.
 Mentor- Mentee practice

31. z
CONSCIOUS CULTURE
 EMPLOYEES PRACTICE SELF AWARENESS OF THE ENVIRONMENT
 FEEL ACCOUNTABLE, EMPOWERED, ACT IN ACCORDANCE WITH THE COMPANY CULTURE
 THREE AREAS
 ENVIRONMENT. ATMOSPHERE OF DIGNITY, RESPECT, FAIRNESS AND EQUITY
 CHARACTERISTICS. SHAPING THE CULTURE BY BEHAVIOUR, BELIEFS, PRINCIPLES
 EXPERIENCE. EMPLOYEES’ EXPERIENCE WITH COMPANY, MANAGEMENT, WORK THEY
PERFORM
 PEOPLE DEAL - PROMISE TO EMPLOYEES AND WHAT IT WANTS IN RETURN
 INNOVATE EVERYWHERE
 CONNECT EVERYTHING
 BENEFIT EVERYONE
 FOSTERING A HAPPY, HEALTHY, SAFE ENVIRONMENT IMPROVES PERFORMANCE

32. z
LEADER’S DAY
 78% mentioned a focus on fulfilling Leader Expectations.
 95% had a positive response to understanding what is expected of them as a leader.
 92% had a positive response to being excited about their future as a Cisco leader.

33. z
CONCLUSION
 CISCO’S STRATEGIES AIM TO CREATE A PLEASANT AND SATISFACTORY WORKING
ENVIRONMENT
 GENERATE EMPLOYEES’ TALENT AND POTENTIAL IN RETURN
 WHEN MAKING POLICIES CISCO ALWAYS TAKES THE CURRENT SITUATIONAL FACTORS
AND THEIR STAKEHOLDERS’ INTEREST INTO CONSIDERATION
 PERFORMS WELL IN THIS HYPER COMPETITION MARKET
 INCREASE THE ORGANIZATIONAL EFFECTIVENESS, HIGHLIGHT EMPLOYEE
CONTRIBUTIONS WITH NEW REWARD AND RECOGNITION PROGRAM
 THE SECRET OF CISCO’S CONTINUED SUCCESS LIES IN THE CISCO VALUES THAT ITS
COMPETITORS CANNOT IMITATE
 CUSTOMER SATISFACTION, TEAM SPIRIT, OPENNESS, COMMUNICATION,
INCLUSIVENESS, DIVERSITY, INNOVATION AND LEARNING, ETC., THESE VALUES ARE
RELATED TO EACH OTHER, TOGETHER TO BUILD THE CORE COMPETITIVENESS OF
CISCO