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

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.

Business partners made up HR personnel called “generalists” who were assigned in number of areas like

1. Compensation benefits2. Recruitment3. Employee relations And “specialists” for learning and

organizational development.

With HR Apple USA-different management styles.

With HR Apple Pacific-openness of communication, involvement.

With HR Apple Europe-culture problems.

It managed HR policies and covered1. Employment and compensation benefits.2. Employee relations.3. Multi cultural programs.4. Career development.5. Apple Universitywhich offered self-teaching courses, Interpersonalskills, organized leadership seminars.Apple employees linked through companywide

computer network for communication.

Past HR Present and beyond HR

Managers are very busy running thebusiness

A new financial model drives ourfunction

HR is expected to take care of the people

HR functional excellence is essential

We can pick and choose what wewant to do

Heavier focus on teaching vs. doing

Structure, discipline, process areboring

Management and employee self-sufficiency is a must

We have unlimited personal freedom

Emphasis on organizational transition and effectiveness

HR is responsible for protecting

HR supports a variety of businesseswithin Apple

Money is no problem Client and employee satisfaction arekey measurements

THANK YOU