HPE Employment Issues
(Updated November 3, 2017.)
HPE to sell Hanover Street site. (HPI stays on Page Mill Road.) "...right-sized workstations, hot desking options... empower the GenMobile workforce"
"HPE Next" restructuring announced on October 18, 2017
Plans to reduce costs by as much as $200 million to $300 million in the current fiscal year. Aiming for $1.5 billion in cost savings over a three-year period.
Announced at HPE's securities analyst
"We are competing with public cloud, white
box and [Software-as-a-Service] providers, so we have to think
differently about how we design, build and sell those products."
"We have too many organizational layers, no
clear accountability and our customer-facing employees don't have the
empowerment and tools needed to meet their needs. Our execution is
simply uneven in a market that is shifting quickly."
HPE is "doubling down" on the channel and
partner ecosystem. "That means doing more with system integrators like
Accenture and Wipro that we didn't do much business with when we owned
[Should mean some new openings for people with HPE product knowledge at channel partners.]
HP statements on employment: (Links)
"...an industry-wide shift to highly automated, asset-light delivery of IT infrastructure and applications leading to headcount consolidation." HPE SEC filing Mar 9, 2017 (page 51)
"...how do you keep up with this next generation of IT and how do you bring people into this company for whom it isn't something they have to learn, it is what they know."
"...we need to return to a labor pyramid that really looks like a triangle where you have a lot of early career people who bring a lot of knowledge who you're training to move up through your organization, and then people fall out either from a performance perspective or whatever... we put in place an informal rule... when you are replacing someone, really think about the new style of IT skills."
"...eventually you will wear out. Not many people can last for twenty or thirty years, which is why we need to attract young people."
"Employees were selected for the reduction in force because the job they were performing will no longer continue, their skill set was not applicable to the Company’s or organization’s operations going forward, and/or other employees were viewed as better qualified because of past performance and competency evaluation, which may include skills, abilities, knowledge and experience." From the legally-required Attachment A provided to those 40 or over.
HPE US formal rehire policy: "After this 60-day period, you are ineligible for rehire... Additionally, former employees who left under a severance agreement or enhanced early retirement, workforce reduction or similar circumstances (e.g., MSA or ETA) are not eligible to return to HPE as an agency contractor."
"The changes to the workforce will vary by country, based on local legal requirements and consultations with employee works councils and other employee representatives." Typical SEC filing
The formal policies do not apply to people who resigned without a payment, however members report that recruiters and hiring managers assume that they received payment and are therefore not eligible for rehire.
Returning via an agency or contractor no longer works. They are required to submit SSNs.
The current formal and informal rehire policies do not contradict any previous version of the Waiver and General Release that you signed in order to be paid severance or a retirement incentive. Read your actual agreement. You agreed not to apply for employment for a certain time period -- and you acknowledged that you are not entitled to future employment. Sample Waivers
Find out what the company is telling Wall
Street about employment prospects and strategic issues that will
affect your career. Read the transcripts of the quarterly analyst
conference calls -- especially the Q-and-A sections.
"When ES went to DXC 110,000 people left this organization, and it was
in some way is like the tide going out. You could see where there were
real opportunities to improve." Decreasing the layers in our
customer-facing organization. Reducing the number of markets that we
operate in. Shift roles from high cost countries to low cost countries.
"...the usual suspects. It's the travel, it's the consultants, it's the
contractors, it's the rehiring rates, and we continue to do that."
"...de-layering as we right-size the organization ahead of the separation from ES and SW... "...the overhead structure that was required to knit together the old HP and then Hewlett Packard Enterprise was a pretty high overhead structure, because of the diversity of the businesses. We ought to be able to run much leaner and meaner..." Q4FY16 Earnings Call
"Fiscal 2015 Restructuring Plan... As of April 30, 2017 , the
Company now expects up to approximately 12,200 employees to exit
the Company by the end of 2018, of which approximately 4,000
remain as of April 30, 2017."
Key Q-and-A exchange... Morgan Stanley analyst: "...how should we think about incremental cost takeout, as we head into next year post the software divestiture, is that $200 (million) to $300 million run rate or more like $400 (million) to $600 million for the full-year the right run rate to think about for next year?"
Tim Stonesifer, HPE CFO: "...given the spinoff and now the fact that we have 110,000 fewer people and we've had a little bit of time under our belt to operate in the new model, if you will, we do think there are opportunities and there are going to be opportunities in the usual suspects." "...roughly half of that $200 million to $300 million is more of the discretionary type stuff like policies, like travel and then the other half is labor related and within that labor piece, I'd break it out into two components. I think half of that is really around lowering our rehire rates, taking a look at contractors." Q2 HPE Earnings Call, May 31, 2017. http://investors.hpe.com/~/media/Files/H/HP-Enterprise-IR/documents/q2-2017-earnings-transcript.pdf
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