Xerox PeopleNet - Creating IT/HR Synergies
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Case Details:
Case Code : ITSY004
Case Length : 07 Pages
Period : 1990-2000
Pub Date : 2001
Teaching Note : Available
Organization : Xerox
Industry : Computers and Information Technology
Countries : Japan
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Please note:
This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.
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"By eliminating unproductive uses of people's time,
Xerox PeopleNet makes them more efficient, allowing them to focus their efforts
on the important aspects of their job."
- Karen Mihara, Development Manager, Xerox PeopleNet.
The Xerox PeopleNet Story
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With revenues of $ 18.7 billion in the year 2000, Xerox is a
global leader in the document-management business.
The company offers a vast range of document products, services and solutions in
association with its joint-venture partner, Fuji Xerox Co. Ltd. of Japan.
The products include digital printing and publishing systems; digital
multifunction devices and copiers; laser and solid ink printers; fax machines;
document-management software; supplies (toner, paper, ink cartridges, etc.); and
comprehensive document-management services such as running in-house production
centers and developing online document repositories. |
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In the early 1990s, Xerox saw media reports commenting that the functioning of
the company's HR department was 'hardly a model of efficiency.'1
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The company realized that the fully centralized
functions of hiring, awarding bonuses and granting promotions were
resulting in the central HR department being over-burdened.
More often than not, HR personnel were tied up in paperwork that left
them little time to use their skills elsewhere.
As a result, tasks such as counseling managers on ways to handle
employee problems were frequently postponed by HR managers.
Xerox was not happy with its internal job posting
process as well. |
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