In 1999, Hewlett-Packard (HP) split into two companies. Issues facing the human resources (HR) was associated with the creation of loyalty and enthusiasm for new companies (Agilent), the roots of which lie within the institution with an extremely loyal forces, who identified with the brand name HP. How could they create a new culture of responsibility and more attention from the same people? Development of organizational culture that supports business performance and accountability was the priority HR. This case gives details of the company's key initiatives and projects to transform HR organization, and culture in the new company. HR transformation marked the transition from egalitarian, safety culture to culture is characterized by strong performance and meritocracy, based on the rewards program. In 2001, faced with increasing financial problems, in order to check the newly developed culture. How could senior management will continue building a culture of Agilent - especially in terms of layoffs and restructuring "Hide
by Charles A. O'Reilly, Grace Yokoi Source: Stanford Graduate School of Business 31 pages. Publication Date: September 1, 2001. Prod. #: HR20-PDF-ENG
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