HR Case Study
Case Study Critique of
Pfizer Incorporated and Intel Corporation
HRMN 495
ORGANIZATION DESCRIPTION
Pfizer is the world’s largest pharmaceutical company, with a workforce of 82,000. The company grew rapidly in the 1990s through sales, along with the acquisition of Warner-Lambert and Pharmacia. After the acquisitions of the other companies, Pfizer’s HR department experienced problems because the three separate HR departments did not combine into one department. They operated with different policies, which created chaos.
Intel Corporation was founded in 1968 and is the world’s largest semiconductor company and known for inventing the microprocessor in 1971. The company produces a variety of communications and computing products. They expanded at a fast rate, which created problems for the HR department. The department was not ready for so many changes and their quality of service decline to both internal and external customers.
ORGANIZATIONAL CHALLENGES
The Pfizer HR department faced many challenges, which resulted from combining three large companies into one. They had different practices and a very different view on how the HR department should function. There was a lack of conformity, which resulted in chaos. They had an oversized HR department, which was unable to provide quality service. They lacked creativity and innovative ideas because they traditionally chose to promote from within the organization. In addition, the organization had too many changes in leadership. The HR department went through four different leaders since 2000, along with a new CEO and other significant changes in senior management.
The Intel HR department was unable to keep with the company’s quick growth. They had a difficult time keeping up with employee expectations. After scrutinizing their processes, they found their systems were highly customized and not very well integrated. They provided poor quality service, at a high cost, to
Pfizer Incorporated and Intel Corporation
HRMN 495
ORGANIZATION DESCRIPTION
Pfizer is the world’s largest pharmaceutical company, with a workforce of 82,000. The company grew rapidly in the 1990s through sales, along with the acquisition of Warner-Lambert and Pharmacia. After the acquisitions of the other companies, Pfizer’s HR department experienced problems because the three separate HR departments did not combine into one department. They operated with different policies, which created chaos.
Intel Corporation was founded in 1968 and is the world’s largest semiconductor company and known for inventing the microprocessor in 1971. The company produces a variety of communications and computing products. They expanded at a fast rate, which created problems for the HR department. The department was not ready for so many changes and their quality of service decline to both internal and external customers.
ORGANIZATIONAL CHALLENGES
The Pfizer HR department faced many challenges, which resulted from combining three large companies into one. They had different practices and a very different view on how the HR department should function. There was a lack of conformity, which resulted in chaos. They had an oversized HR department, which was unable to provide quality service. They lacked creativity and innovative ideas because they traditionally chose to promote from within the organization. In addition, the organization had too many changes in leadership. The HR department went through four different leaders since 2000, along with a new CEO and other significant changes in senior management.
The Intel HR department was unable to keep with the company’s quick growth. They had a difficult time keeping up with employee expectations. After scrutinizing their processes, they found their systems were highly customized and not very well integrated. They provided poor quality service, at a high cost, to
References: Intel: General Company Information. (n.d.). Retrieved November 16, 2012, from http://www.intel.com/ intel/company/corp1.htm#anchor2 Ulrich, D., Brockbank, W., Younger, J., Allen, J., & Nyman, M. (2010). HR Transformation, building human resources from the outside in. McGraw-Hill Professional.