From the president's desk

As I'm sure you know, we set a number of record highs in our operating
results for fisca11972. What you may not know is that we also
reached a record high in employment. We added 4,340 people to
the HP rolls during fisca11972, bringing the company-wide
total to nearly 21,000. This is one of the largest annual
growth rates in the company's history, and it represents a
27 percent jump over 1971. Looking at it another way, there
was a 25 percent increase in U. S. personnel, and the
international operations registered a 33 percent increase.
Interestingly, the number of people joining HP in 1972
is just about equal to the total employment
of the company as recently as 1961.

Our forecasts indicate that we can expect another

sizeable increase in employment in 1973. This
means that the selection and hiring of

2
people will continue to be a
very important activity. Important not only
because of the volume, but also because we have always
believed that hiring people is more than just a
matter of meeting short-term requirements. We fully intend that
they stay around for a long time, and actively participate
in the growth of the company.
This special issue of MEASURE takes a look at the many aspects of the
hiring process at HP. Being a high-technology company, college
recruiting for engineers and scientists is a key element in our hiring
process. However, our ability to find and select qualified
and qualifiable people to fill the many other openings within
the company is equally important.

We use a variety of methods in our search for people, but

one of the most satisfying to me is when employees encourage
other good people to apply for work at HP. This voluntary
effort has been invaluable over the years in attracting
and keeping top-flight people-and that, in the final
analysis, is the strength of the company.
4
 The HP 20·minute .Iectric Kool·aid acid tes'

for graduating engineers

o The statistics are impressive: During 1972, more than

5,000 graduating engineering and other university students
in the U. S. were interviewed by HP recruiters, 500 were in­
vited for further mutual evaluations by the divisions and
regions who in turn made 265 offers to which 200 said "yes;'
The high selectivity and acceptance rates revealed in
these figures may well be unprecedented in our industry. ,,What I'1n looki'n,g jar
The organizational work that went into that effort, co­
ordinated through the Corporate Professional Recruiting is enthusias-rn­
office in Palo Alto, also was on the super side: Teams of
from I to 7 recruiters representing all U. S. divisions made
JOT h·is u'oTk
116 visits to 83 campuses in those critical months prior to
graduation. Much the same program already is underway
and his fut~o 'e. "
for 1973. During these first few months of the new year,
there are approximately 75 teams completing or preparing
for campus appointments around the country. In addition,
various other forms of university recruitment are actively
underway in areas of operation outside the U.S.
But what the company's campus recruiting program "What I'm looking for is enthusiasm-for his work
really comes down to-what generally turns things ON or and his future. At the end I'll ask him what would he like to
OFF for either the student or the company-is an encounter, know about HP? He's already seen our brochure, and be
lasting no less than 20 minutes or more than 30, -between a most likely has worked with our instruments, so he's reason­
seasoned HP professional and the candidate. At stake is not ably knowledgable.
only the career of the youthful engineer or business-trained "Of the half-hour allotted each student, I'll always
student but possibly the future of some important phase of take the last few minutes to fill out the evaluation form and
the company's business. Because the record shows that uni­ to write out any personal comments and recommendations.
versity recruiting has provided the company with its largest That evening the team will get together in one of the hotel
source of management and scientific talent. rooms and discuss the people we've interviewed. We'll cross
So, when Rod Carlson of Microwave, Dick Moore of reference each other. Because we're not just looking on be­
Loveland, Jim Kistler of MED, Blair Harrison of Colorado half of our own division but for the company as a whole.
Springs, Rick Kniss of HPA, Keith Morris of Southern Sales, Our recommendations will help determine which divisions
or Jack Noonan of Data Systems sit down with a candidate, will want to see which students.
as they all did on various campuses recently, there's some­ "It ends up with the future employer, that is the divi­
thing of the "moment of truth" in their meeting. sion, making tbe final interview and evaluation as well as the
Listen to Jack Noonan as he recalls his recent visit to offer if it's made:'
the Engineering Analysis Center at h's BrlQbanl Young According to Allan Richardson, manager of Corporate
University: "My first goal is to put the gudel'l at eRSe. I tfY Professional Recruiting, "It's the expensive way to go, no
to get him talking about his main interest. tn p rtil;U)ar, doubt about it. Some big companies simply have centralized
what would be like to do at a camp n su h HP? Wb t recruiting departments that perform all the screening and
projects has he been working on? Then I might ask him some hiring. Then they just send the new fellow over to meet his
technical questions. new boss who's had very little say in all this except to fill out
the requisition.
"But, given our philosophy that the guy or gal who is
given a responsibility should have the say in how it is done,
in the long run ours is the most productive way.
"It's also a great opportunity for some of our senior
people to get out in the field, see what's going on in the
Repntflal1tlp~ bolll DEI a,systems Civ:lsion 81IQ th company,
universities, and to represent the company. The amount of
Jack Nool'l Jlllllervl~1iI'S fI graduoun:g co p.ucer ele~ceG
stulfant durin rllt:rU tinQ '111$110 Brigham YOlJ'nElUnlvl!rslty, personal effort that goes into that is what impresses me as
TM day blora.lh.e HP tEl m InellJd]lllltenm leader Merr II much as anything:'
Brooksb -gf HP L - ,OOlJg Serl ner 0 Ml!.,owave, and
R Jam $of Loy land. put on teQhnicalsetnlns for the
campus chapter of IEEE. As many as 75 HP teams call on more
than 80 U.S. college campuses during the recruiting season.

(continued)

s
Gaining experience ... porate Professional Recruitment which receives applications
"Growing our own" by taking and training young at the rate of 75 to 100 a day.
graduating engineers, MBAs and PhDs long has been the But there will be many jobs that just can't be matched
main highway for professional development in HP's oper­ up in this manner, so Ken will run quite a few local and
ating divisions. regional ads to attract the special skills needed within Data
Yet during the past year the U. S. organizations hired Systems. Given the high concentration of technical skills in
three times as many experienced engineers as they did uni­ the Bay Area and the West, together with HP's reputation,
versity recruits. The outlook is for more of the same in 1973. this is generally a productive method.
You don't have t I fur Ii r the causes-growth and I] e .uuple 0 up n l)f,l' "go I 'em" pp n,
diversification of the comp~l1! pftlduct line. For example, D h. nd l the re:c-em Fall JOlm (Impu~r C
both Data Systems and Ml'tJ.iCal e~tronics, which represent nm In Anallelm. ,J' {'Il, ))«L1I1 ad fUl -prior
new and resurgent markets for HP. will bring in twice as ~he i:! n:ltre ceo ~ t
!Oet up m~ I ng Ilh prospect.
many experienced people as they will college recruits during -/Rull ,I nd when L:len me h d don'r {)~ en
the coming year. Even the traditional instrument divisions of w11 Il.lrlJ u d ;\g.c:n [ . ~ h t peal z in r,ecrumllc ~L
EPG-notably those in the components, systems and other of technical a~d e.xecutive people. The cost of this approach
newer fields-will employ a substantial number of experi­ runs qUite a bIt higher than the other recruitment methods.
enced people. . "But sometimes it's necessary;' says Ken. "Our ability
Excluding the sales regions, which have always con­ to bnng good people in is our future~'
centrated on acquiring experienced people, by far the biggest
current program of off-campus professional recruitment is
underway at Data Systems in Cupertino. So intense is their
search these days that, for the first time in the history of an NDw. let's IIecrr it fram til uno' ",
HP product division, a full-time recruiting staff has been
formed. l;Ill might peel IDee oais ro aplil wh no
Heading the staff of four is Ken Coleman, an assured compnny Th ;so had the wisdom to choose thLml.
and articulate graduate of Ohio State University. With a long Bur wll ut those .. nD found reason f reJect Our
and ever-growing list of openings in hand, Ken has been offer? What might they have to say? It turns out-
heading up an innovative and aggressive approach to bring­ in a survey conducted recently by Corporate
ing in qualified applicants. Professional Recruitment-that they generally think
For a start, he and his people review the scores of very highly of us. The 40 "refusal" replies received
resumes that come in each day, many of them from Cor­ (out of 63 survey letters sent) all rated the company
and its people very highly. Their reasons for refusing
were quite varied but most often stemmed from
personal situations or not seeing the right "fit" for
their capabilities and goals. The survey produced some
very useful comments on our recruiting methods. It
alBo yielded one classically brief answer to the question
of why the HP offer was refused: "Mistake!"
 and flexibility. Many of our applicants complain that their
former employers offered them no place to grow. For years,
some of these companies had been hiring great numbers of
'freshmen' recruits from the universities-more than they
needed. But with no one leaving, the result was an over­
supply of candidates for positions at all levels. They couldn't
even change from one division to another even if their talents
were ideally suited to the change.
"So our appeal of matching jobs to the capabilities
and desires of the individual has proved very effective. In
addition, we have been able to offer training, opportunities
that can arise in working for a multi-national organization,
and a superior benefits program.
"The result is that in Japan we now are able to recruit
more or less along the same lines as we do elsewhere, that
Two m~lof facets' or tW' priilgram 10 recruit a paflenc«l is from the universities as well as from the ranks of experi­
prl)l1eB;S\onal p&opJe 1II1J8tftltad 11 rEi" III pho'lO at leh, Cuparllno's enced people. But leaving one company for another still is
~" Cio~emaJ'l (rlgtJ ) talks WI h prQSpfiG on 'loor of PIlII Jail'll
not an easy thing for a Japanese to do. A lot of professional
C(l'ntputer CanT ra'110e, MEletlng hElD bee-n-E!fran gG'd pravloiJs!y.
11110.0\1 • Oon KoHl.rtaffi a &enIor I3ppltc tlOI'lS .IU'lal'(st~ frustration on his part plus a good deal of negotiation on
n;lp ~~ them.any S' lilol' Bl1gineeriing P oFlfEi 'h' 0 l1aw bean ours are involved.
attraOlf:ld 01·11=1 D!fI rrf nd. Gan, a·soUWQrD ex:ecunve nd "There are some other interesting differences we deal
CQrlwtlanlO\i'er hEl pasl dCllllfi rs, Igamed 01 CtlP~rtloo.:s· with here. The Japanese universities, for example, while ex­
:EiP' ci1ic 11 ad for hJs J:luQJlf/calion slhrmlQh Hu g I'l Flotds
of the Computer Applications Lab.
cellent in their theoretical instruction, do not teach much in
the way of practical electronics. Likewise, the engineeI; can­
didate just coming out of the university probably hasn't seen
the inside of a company. So he is truly the 'freshman' they
In Japan, a place to grow ... call him here.
"The competition for the best of these young students
One of the great strengths of Japanese industry has is very keen, so we start recruiting them much earlier than
been the unique agreement between employers and em­ in the U.S. For the 1973 graduates who will join us ihis
ployees. Instead of operating as adversaries in the manner summer, our recruiting activities started in March of 1972.
of many union-management relationships in Western coun­ We wound up this program in October, with most agree­
tries, the Iapanese long ago resolved the questions of job ments reached by June and July.
security and mutual loyalty by virtually signing each other "These are firm commitments to hire, so when this
up for life. Only the gravest of delinquencies by either side point is reached the student is no longer a candidate for
could dissolve this family-like relationship. other companies.
But observers, including YHP director Dick Love, re­ "Another interesting difference centers around a direc­
port a changing attitude toward this institution. tory put out by a large publishing firm. It's a handbook for
"Until recently;' Dick said, "it has been virtually im­ the whole country, and university students get a free copy.
possible to hire an experienced person, because no one ever In it is a sketch of each company operating in Japan-its
left their original employer. That was considered disloyal­ philosophy, size, record of hiring, starting salaries, last year's
and still is in the more conservative organizations. bonus, job openings, educational opportunities and many
"In the last few years, however, young people have be­ other details that go far beyond anything that is published
gun to challenge the system. They want more recognition in the U.S.
"This generates quite a bit of recruiting response­
more than any other single source, in fact.
"In other respects, our university recruiting is slightly
different from the U. S. and European programs. When we
call on a university we send personnel people as well as
((I1~ the lastfev) yea'rs, graduates of that university. We maintain very strong con­
YOUy~g people have begun
tacts with professors, and generally interview only those
students who are recommended as good potential hires. The
to challenge th.e systern..." professor is really in the middle here as he also recommends
the companies to the students as well as vice versa.
"Being a western company tends to favor us now,
especially among the many young people who are seeking
greater challenge and broader opportunities. But we also
have a strong Japanese affiliation, so we are in a good middle
position:'
(continued)

7
...looking for our future

P!lt
Six hours in the life of Pat Schattle Those are some of the gut realities that have to be
faced by any organization whose employment doors are
It may seem over-dramatic to say that lifetimes pass
open to the public. But it is all part of Pat's basic job which,
in front of Pat Schattle as she presides behind the reception
beside greeting applicants, is saving the time of the HP
window of the Palo Alto employment office. But in a real
interviewers and the hiring supervisors,
sense they do. Because her visitors come laden with all man­ "I do a lot of head scratching over some people;' she
ner of hopes and fears, talents and traumas. They come by
says, "wondering if we can possibly use them, And that can
the dozens each day. between the hours of 9 A.M. and 3 P.M.
get you down, because you don't want to sit around and play
They all want work, and Pat is the first person they will talk
God. But somewhere a decision has to be made, and we
with officially regarding a job at HP. simply can't afford to give in-depth interviews to everyone
At the current hiring pace, one out of eight of her
who comes in the door:"
applicants will succeed to the HP payroll, having gone from
Pat to an in-depth interview to a meeting with the supervisor
who made the job requisition-all in the space of a week or so,
In the meantime, Pat will have had to say "sorry" to
those looking for jobs that don't exist at HP. She will have
discouraged the super-aggressive applicant who gives every­
one a bad time by demanding immediate attention, She'll
also have used gentle dissuasion on those few who get up
job-hunting courage in their local pub, And she will have
been extra careful in questioning the employment goals of
those who come in with qualifications far beyond the needs
of the job they seek, as well as those who are doing the
rounds of employers just to remain qualified for unemploy­
ment benefits.
(continued)
 But most of the time Pat is buoyed by what she does­
such as encouraging some untrained fresh-out-of-high school
youngster to go on to junior college and meanwhile to apply
for a summer job. Or she will note the enthusiasm of a young
man in a wheelchair, a Vietnam veteran, and for weeh
thereafter circulate his application, finally to see him ac­
cepted for an assembly job where he can sit and still per­
form useful work. And if she spends a little extra time with
some applicants, particularly some minority people, it is
with the realization that not everyone is qualified for certain
jobs but many are qualifiable; helping such people to better
express themselves on their application form as to their
goals and qualifications is one of the responsibilities and
rewards of her job.
Now, after four years in that job, what messages would
Pat most like to get across to young people?
By Appointment...
"What amazes me most is that so many young appli­
cants-including many with four-year college degrees-are The full-scale interview conducted by an employment
not schooled or trained to do anything. They come out of interviewer soon after application is one of the most im­
school with no idea of what a real job is all about. If only portant steps on the way to a non-exempt job.
they had taken something to get a foot in the door-typing, Yet the j bits t mLL)'OOT e the main topic of discus­
shorthand, accounting, mechanical drawing, or shop. sion between Ille plicn It nd mterviewer, according to
"So when I first got a chance early last year to do Carol Rinna, perlJonmll sis fit for the Mountain View
something about this, I jumped at the chance. That was with complex.
a class of high school seniors. All I did was present some of , By the lim,~ , II 'pplinrio rm:' s :ays. "jt
the realities of getting a job-that they have to have some­ ILl eo h n Kre. nl." by the mplo 'of fLlCeptf nt
thing to offer, know how and where to offer it, and how to Th sUPl=rvfwr wh ui ili~n 'd For II jo ill. hll~ I 'ed
properly fill out an application. Since then I've given much it ov r and In it: ted n I lereS!. r I sam~ I sot thl: pfis
the same talk to other schools. If it helps just one youngster, ca.m's ali1ieali nl1Ve I dy n 'valuatl:tl.
I'll be happy. "What I want to know is what kind of person the ap­
"One other thing: It really helps if someone shows plicant is, and the more I have a chance to discuss unrelated
enthusiasm. I know first impressions don't tell the whole thin s the more I can discover-such as how well they get
story, but that's all we have to go on sometimes. That's the along w'lIh other people, what are their goals, and will they
way life is:' able to accept the objectives and standards set by the
c mpany"
"One particular thing I try to feel out is how long-term
they might be. We look at employment as a permanent thing,
and certainly one reason we have such a low turnover rate
in people is due to the care we take in our selection.
"If the interview comes off OK during the 30 minutes
-yr h[l t~lhe:r, then I'll walk the lie nl to the
upc rvi - llle r n I '11 hear from the upen·j s.or, lid if he
want tJt; P tin, W 'II go through the proce s of leMing
ano r~T
Interestingly enough, Carol is in an ideal position to
check on the effectiveness of her own hiring work as well
as that of others involved in the Mountain View employment
process.
She conducts the exit interviews.

"one reason we have such a lo~v turnover rate-

is the care ~ve take in our selection. "

10
 A friend indeed
How do people learn about job opportunities
inHP?
From you, mainly.
An analysis of employment applications
indicates that more than 50 percent of applicants
come to us on the recommendation of friends and
relatives within the company.
Ed King, manager of the non-exempt
employment office at the Stanford plant, credits the
employee grapevine with bringing in extremely
good people.
"Employees are our own best sales people when
it comes to selling a person on the company:'
he said. "Some of the policies and practices that we
sometimes take for granted are very impressive to
people who come from completely different
environments.
"But there is one small problem: Since we
make it a standard rule to give a job interview to
every close relative who applies, we run into
a few headaches. Unfortunately, some people are not
qualified for the things they want to do. There's
no way we can put some of them to work, so their
contacts who work for HP feel they've been
put on a spot.
"Actually, though, we do hire about half of the
people who come via friends and relatives.
"Our other main sources are the high schools
and junior colleges, advertising, the State, and
the various community agencies and training centers:'

Second stage for an applicant is the in-depth interview such

as Carol Rinna 01 Mountain View is conducting here, Carol
is very interested in the personal qualities of the people
she screens, and for the most part will leave determination
of technical qualifications up to the supervisor who made
out the job requisition. Later, i1 she and the supervisor
agree on the candidate, an offer will be extended.

(continued)

11
 Getting a start
The hiring process has to have a beginning, and at HP
it starts with a supervisor filling out a requisition
form that describes an available opening. Probably no
one else in the company consistently fills more of
these requisitions than Merle Swigert, supervisor of
the Palo Alto Building Services night custodial crew.
During 1972 he hired 50 people after interviewing
about 250 applicants. The interesting thing is that
Merle kn~ws when he hires them that many will
not be members of his department a year later. They'll
have moved on to other jobs within the company.
"That's OK:' he says. "If they are good people they're
going to want to move up:' This can be a considerable
challenge for some of them who speak little, jf any,
English. "We work hard to overcome any language
barrier. For one thing, we've set up an English
course, using voluntary teachers. It may be necessary
in their next position~' In the photo, Merle (at left)
and leadman John Miranda (right) discuss
floor-cleaning procedures with new men Willie Watts
and Jesus Osequera. Their predecessors moved on
to jobs in Manufacturing Division's machine shop
and plastics molding shop-a real demonstration of the
organic process of growth and renewal
involved in hiring.
12
 Reaching out...
People who are otherwise very willing to work
Our social commitment sometimes run up against prohibitive problems:
All companies in the U.S. doing a certain volume of Who's going to mind my baby?
business with the government or government contractors are Avondale Division actively supports a program
required to undertake Affirmative Action programs. They of fund-raising and involvement by employees in
must regularly and frequently report on such questions as: the Tick-Tock Day Care Center. It is especially
How many minority people did you add last year? What aimed at allowing minority mothers-or fathers-to
are you doing about giving women equal opportunity? And, hold a job during the day while their pre-school
what are next year's plans? youngsters receive warm care and attention.
Failure to come up with satisfactory performances in How do l get there without a car?
even one small segment of a business can lead to disqualifi­ Colorado Springs Division last month initiated
cation of the whole. a program to enable more disadvantaged people
But is that what Affirmative Action is all about? to get in on employment interviews. Working with
The people directly involved in the program say "no;' the Community Action organization, it arranged for
and they take their position directly from Bill Hewlett who job interviews to be held downtown at the Urban
has said we would and should be doing what we are doing­ League building during the late evening hours. A few
and more-even if there were no regulations. On the other days later Community Action billies brought the
hand, they also say the need for increased record keeping, applicants to the plant. Meanwhile, riding
while expensive and time consuming, has been a healthy arrangements for those hired were being worked out.
influence because it does provide a means of measuring per­ New Jersey Division is supporting a program
formance. And that's all to the good. in which transportation is one of the keys to improving
But the question remains: What is affirmative action? the employment opportunities of minority people.
More specifically, what does it mean in the HP hiring The program also encompasses child care and
process? open housing.
Where do 1 get work experience?
In Santa Rosa, Microwave Division offers
prospective job seekers a "no obligation" training class
Il (1 in wiring and soldering. The 5-day, 40-hour class
is gOi.1Lg out leads to a certificate and the opportunity to apply for
an HP job. So far, the course has graduated some
andfitLding people. " 65 people, many of them minority people living in an
area where technical skills and jobs have been
hard to come by.
Loveland Division pulled a switch in the usual
Swede Wild, who coordinates the program for Cor­ Junior Achievement approach. Instead of having
porate Personnel, says affirmative action involves more than the youngsters simulate a business enterprise,
having people show up on your doorstep and then being it brought minority kids into the plant last summer
hired: "It's going out and finding them. That's the difference and gave them real assembly work to do-
between Affirmative Action and Equal Opportunity. Equal for real take-home money.
Opportuni ty means giving equal consideration to qualified
people. Affirmative action means helping minorities and dis­
advantaged people gain skills; that is, helping them qualify
themselves for employment.
"We started out as an equal-opportunity employer in
1939. All that said was, basically, that we would not dis­
criminate among the people coming to us for jobs. We hired
on the basis of qualifications.
"But during the sixties, we found there are other
people-minorities, women, and handicapped people-who (continued)
haven't had the oportunities of the majority. Affirmative ac­
tion means deliberately seeking out these people for jobs and
new responsibilities:'
So how is that done?
Swede and his associate, Dixie Smith, described a wide
range of activities and affiliations that have helped raise
minority employment in HP's Peninsula-area plants from
8.45 percent in 1966 to 20 percent today. MEASURE decided

13
to go see one of these programs for itself: gave me some of their own equipment to help get us started:'
Except for the big sign reading "Santa Clara Valley Funded as a manpower training project under the
Skills Center;' the building has all the eye appeal of a pack­ auspices of the U.S. Department of Labor. the Skills Center
ing plant But what is important is that it is situated con­ now operates a number of training programs that have been
veniently close to the Mexican-American community o,f East specifically recommended by its industrial advisory group
San Jose. now composed of 14 firms, including HP. In the past six
"We set up the Center in 1967 as a means of counter­ years Hewlett-Packard has taken in many graduates of the
acting the very high unemployment rate in this community, clerical, assembly, wlnng, data processing and shop courses
particularly among young people;' said Jose Lopez, execu­ at the Center. and it continues to support and draw on its
tive director and founder. programs.
"In addition to the problem of language, one other * * *
employment barrier we recognized was the frequent lack of Why have such programs succeeded with HP? Because
high school diplomas among the young people. So I started Bill Hewlett says so?
with Hewlett-Packard and Lockheed by proposing that I DiXIe SmIth, who formerly served as personnel mana­
train people in specific skills, and that they accept this train­ ger of the Mountain View complex before coming to Cor­
mg in lieu of other background. They both agreed, and they porate Personnel for long-range research in the Affirmative

14
Training in skills recommended by a group of industrial advIsors,
including HP, is conducted by Santa Clara Valley Skills Center
in East San Jose. HP helped Jose Lopez, below, get the
Center started in 1967 by furnishing some equipment and
agreeing to offer employment opportunities to its graduates, many
of them from the area's large Mexican-American community
This relationship is one of a number thai HP maintains with
minority organizations and agencies in seeking to make
its Affirmative Action program dynamic and effective.

Action area, think.s otherwise: "The reason our programs Among the other programs Dixie and various HP
have succeeded is because we have top-grade, understanding people are investigating is that of working more closely with
first-line supervisors. You can issue all the edicts you want minority colleges and universities.
to about hiring certain people, but if the supervisor lacks "Now;' Dixie points out, "we're recruiting from these
sensitivity and awareness, no program is going to succeed:' schools by setting up co-op programs that involve full-time
"In the early stages of Affirmative Action;' adds Swede employment for part of the school year~'
Wild, "we worked very hard to prepare certain supervisors In the case of women, it's not a matter of numbers but
to accept more minority people. Then, after a few weeks of of where they are. "We have plenty of women employees,
experience, they'd come back to us and ask 'Why all the but not in enough of the supervisory and professional areas.
fuss?' and 'Where's the problem?' The skills are there for many higher-level jobs. It's a case
"As they gained awareness they just started treating of helping our employees betler define their own goals, raise
minorities the way they always should have been treated. their sights in some cases and plan appropriate development
"Actually, everybody new to a job is to some extent programs.
on the 'outside: Then they get used to each other, and pretty "Some day our society will no longer think in terms
soon they're part of the team and differences are just not of 'gals' jobs and 'guys' jobs, but strictly in terms of an indi­
important any longer~' vidual's goals and capabilities:' D

15
 •
Through the association of \vords
and ideas, it's easy to assume
that the answer to "job opening"
is "hiring~' But that has only a
50 percent chance of being right
in most cases. Because HP policy
is to conduct an inside search
for qualified people before seek­
in wg outside candidates for an
opening. Such devices as w-eekly
activity bulletins and notices in
local company publications are
used to bring these opportunities
to the attention of employees in
many locations. As a result of the
internal activity this generates, a
series of transfers and upgradings
\\-'ithin may precede a single hir­
ing from outside. What this sug­
gests is that those impressive em­
ployment figures discussed earlier
in this issue represent just the
intake at the start of the pipeline.

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