How Dell EMC (now Dell Technologies) used Efficient Human Resource Management to become one of the best companies to work for.

From 2005 to 2006, Dell, the once leading producer of Personal computer lost its major market share and was no longer considered the number one computer manufacturing company in the USA or the world. Despite the adversity that the company was going through, Michael Dell (the owner of Dell) was determined to save his company and he recognized that his employees were the greatest resource in turning the company around.

Having realized its shortcoming Dell restructure its HR function into a regionally aligned structured organization. The following points make it clear how Dell Portrays the use of Monk’s Commitment based HR Configuration to deliver high performing work practices.

1. Communication — Dell was designed to be a lean or flat institution, quick serving, and entrepreneurial oriented organization Dell has retained its informality and the energy to execute like a startup company. As a result, employees gained freedom of communication to anybody, both their peers and leaders. Employees are encouraged to present their ideas to line managers or even Senior executives such as directors and Vice presidents. The chance to be able to contribute and be involved in decision-making is valued by most employees. Effective communication between team members and managers is a big factor that contributes to the success of an organisation.

2. Diversity and Inclusion — Dell as a company believes that it can only be successful through leveraging the similarities and differences of all workers. The Company believes that understanding diversity is the key to enhance ability in meeting dynamic global markets

Diversity has assisted the company to retain the best employees, expand its markets, develop new products and services, and achieve retention of customers. Through diversity, Dell has attracted the best employees who have had a significant positive impact on the company’s strategy. These diverse employees have enhanced the company’s ability to a comprehensive understanding of the varied market needs and develop varied and excellent customer products and experiences. With Team members, Inclusion Dell shows unitarism behaviour in the company where all members are consulted on how to approach the particular job or task given.

3. Work Flexibility- Dell promotes flexible working. Flexibility working operates within well-defined parameters were the line manager agree working patterns with the employer to fit the workers needs. Dell Supports each individual worker in achieving their individual work-life balance and it has trained its line managers and senior executives in managing workers achieve that balance. Dell encourages its team members to find new ways to collaborate while focusing on driving business results, no matter where the work is done. They also offer a variety of programs that are designed to embrace employee work-life balance.

4. Women Empowerment — Dell noticed that Female employees who were returning on maternity would soon leave the organisation, therefore, it promoted work-life balance to assist Female workers to settle in well after maternity and consequently retain talent from such employees. Work-life balance allows female workers to achieve more apart from Dell targets, while the company continue to receive excellent service from the pool of talent

In 2004 Dell embarked on developing networking opportunities for women in the organization and those in the Computer industry, consequently, several HR policies were developed to address women needs, enhance dell culture and environment towards female workers, consequently the company was able to retain and attract talented female workers to the organized

5. Information Sharing — Dell as a company believes in sharing information to all employees so as to have a shared understanding of the company’s goals, and their role in achieving those objectives.

6. Recruitment — Dell Conducts both internal and external recruitment. Workers within the organisation are trained to take up different roles. And usually, 70% of senior roles are filled by workers within the organisation while external recruitment is mainly for lower positions in the company or senior positions were internal employees skills set do not meet the position.

7. Career development and training — Career development is a prime HR element that Dell embraces. The company supports employees through the provision of opportunities for acquiring new skills or enhancing existing skills. Each employee is required to develop an individual plan for their career development. Line Managers monitor and appraise workers against their career development plan and nurture them as mentees. Dell 2019 states that Dell supports professional growth within employees with the development programs that empower and inspire team members to personalize their career journey by building skills, gaining experience and learning new things through mentorship, coaching, training, feedback, opportunities, challenges, rewards etc.

Dell offers employees unparallel career growth by having one on one meetings with mentors and leaders, having routine check-ins with a long term career plan, networking opportunities, continuous formal and virtual training and internal movement opportunities.

8. Metrics — Dell developed a strategy called the soul of dell which placed the employees as a key element for the future success of the company.

Dell administered the tell dell survey and managers were required to improve their score by 20% each year. Failure to improve the rating would affect the bonus and promotion prospects. Through the survey, employees were allowed to provide feedback on the progress of the company’s leadership. The Survey also enable employees to raise conversations of issues that would have been existing between line managers and their workers

9. Rewards and compensation — DELL have a meritocracy culture; meaning they promote or compensate workers based on how well they perform. The more success they have at work, the higher their chances of getting compensated. — This can be classed as the best-fit approach. This will drive competition among employees and team members. This has been working for Dell.

Dell rewards members of a team that achieves success by meeting and often exceeding clearly defined and measurable objectives. Reward policies tend to interest, attract, retain and motivate staff, which leads to successful attainment of the organisation’s goals.

10. Green HRM — Dell’s workforce transformation also adds to an Eco-friendly system, which has shown some environmental benefits or contributions to society by saving an estimate of 42 million kWh of energy. About 35,000 tons of Carbon dioxide per year had been avoided from fewer commuters on road. Collectively working remotely helps Dell Team members avoid 136 million miles of travel per year. Workforce transformation also has some team member benefits. As stated by Dell, 2019, 94% of team members believe flexible work arrangements add to the positive performance of the company.