41% of the employees who are included in HP’s formal executive succession plans are women.

In 2011, this tech company saw the number of women on its board of directors jump from three to five, including new President and CEO Meg Whitman. And that’s not the only place where more women joined its upper echelons, as the number of female employees hired for executive jobs has also grown from 20% to 23% (with more than one third assuming profit-and-loss responsibilities). Female VPs and directors maximize their long-term career potential by taking part in the Key Talent Leadership program, which offers in-depth coaching and a thorough assessment of their professional capabilities. “I would never have considered taking on a stretch assignment had I not participated in the program,” reflects Tara Bunch, who was later named SVP of the company’s Imaging and Printing Group. “It made a huge difference to my career.” the employees in HP’s executive-succession plans are 41% women.

President & CEO: Meg Whitman

Executive VP, HR: Tracy Keogh

% of senior managers who are women: 25%

% of corporate executives who are women: 18%

% of promotions to manager, senior manager and corporate executive positions that went to women: 28%

% of the top 10% of the company’s earners who are women: 19%

% of corporate executives with profit-and-loss responsibility who are women: 12%

% of the executives running divisions with revenues of more than a billion dollars who are women: 11%

% of executives who report directly to the CEO who are women: 33%

% of the members of the board of directors who are women: 17%

% of female workforce participating in mentoring: 65%

 

Tara is from Fort Collins, CO, and mom to Emily (10), Ian (6) and Aidan (6).

Tara Bunch is HP’s senior vice president for Global Support Customer Operations. While she has had a number of opportunities within HP, Tara navigated towards her current career path because she was willing to listen to the advice of others and step outside her comfort zone.

 “HP offers a Key Talent Program, specifically designed to develop the company’s top leaders ,” says Tara. “This program included a personal coach and an assessment of my skills and experience, relative to my readiness to be promoted.”

During the assessment, Tara realized that while she had a lot of operations and research and development experience, she lacked any experience in a customer-facing role. In response, “I decided to accept a stretch position leading HP’s Consumer Support Services,” she says. “This role helped me develop a keen understanding of HP’s customers and grow both in my leadership skills and services knowledge and expertise. I would have never considered this opportunity had I not acted on the feedback I received in the Key Talent Program.”

Tara was subsequently promoted to the Senior VP level due to her leadership, results and breadth of experience. Her current role is very demanding, but she is committed to spending time with Susan, her partner of 14 years, and their three children, Emily, Aiden and Ian. They have at least two “sit-down” dinners each week and block out time for family game nights. Tara fiercely protects these special evenings on her calendar.

Additionally, Tara sits on HP’s Global Diversity Advisory Board and sponsors events for HP’s LGBT and women employee resource groups. Because of her commitment to these groups, Tara is an inspiration and role model and is frequently sought out by others for mentoring and guidance. 

 

When HP employees travel, they are provided with free accident insurance and can call a 24-hour hotline for emergency or medical aid.

Opportunity knocks at this technology company, which supports working moms who want to broaden their resumes by exploring jobs in other departments, functions, even cities. To make its employees aware of the possibilities, last year management kicked off the Career Development Fair, a three-month event that showcased job-seeking resources, highlighted current openings, played host to networking forums and detailed savvy strategies for switching paths. Up to $5,000 in annual tuition aid encourages employees to pursue higher education. Helping busy parents get everything done are flexible schedules and a program that provides up to five days of backup care every year. Moms stay Zen by attending on-site stress-management seminars, working out at company gyms and booking free sessions with a counselor.

President & CEO Meg Whitman

Executive VP, HR Tracy Keogh

Women managers/execs 28% 

Women among top earners 21% 

Women hires in 2010 33% 

Average weeks of fully paid maternity leave offered 6 

Allows new moms to “phase back” into work with reduced hours? Yes

Offers affinity group for new mothers? No

Offers backup childcare? Yes

Employees working flexibly 80

HP’s employee assistance provider offers parents eight confidential counseling sessions on marital, family or work issues every year.

Mothers employed by this technology company have a real outlet for their ambition. "I have worked in manufacturing, procurement, marketing and sales‚" says Kathy Chou, a vice president and mother of four. "HP allowed me to do rotational assignments when my children were young and promoted me as they grew older." It only takes 20 hours of work per week for employees to earn benefits. And that supports flexibility; last year a fifth of all workers opted to switch to part-time schedules, while nearly everyone else flexed their hours or telecommuted at some point. After the birth of a child, mothers can take six fully paid weeks off; adoptive parents receive up to $3,000 to cover their costs. Anyone seeking child care or elder care can call the company's resource and referral service or request a subsidized in-home visit through its backup-care provider. Pretax accounts help employees save $5,000 for dependent care annually.

Interim CEO Cathie Lesjak

Executive VP, HR Marcela Perez de Alonso

Women managers, senior managers and corporate execs 28%

Women among top earners 22%

Women on board of directors 18%

Women corporate executive hires in 2009 20%

Women participating in management or leadership training in the past year* Not tracked  

Women participating in formalized executive succession planning last year* 14%

Women promoted last year who utilized a formal flexible work arrangement Not tracked  

Do formal compensation policies reward managers who help women advance? No

 

*Percentages reflect number of women participants versus company’s total female workforce.

 91% of HP employees polled said their managers are ethical, open and honest.

What We Love
As a supply chain project manager for this top tech company, Jill Goozen has a jam-packed work schedule. But she always manages to make her 7-year-old daughter’s Brownie meetings, dance classes and soccer games, thanks to the telecommuting arrangement she and her husband (also an HP employee) enjoy. Jill and her husband work from home once a week, and flextime helps them pick up any slack, as it does for an estimated 80% of workers here. “If I didn’t have this flexibility, there is no way I could be both a full-time working woman and actively involved mom,” says Jill. Like her, 34% of HP’s employees formally telecommute, and the rest of the staff does so on a casual basis. In addition, compressed schedules, leaves of absence and job-sharing are gaining traction, and the use of videoconferencing has reduced the need for air travel.

CEO: Mark Hurd

VP, Global Talent Organization: Bina Chaurasia

Women managers/execs: 25%

Women among top earners: 19%

Women on board of directors: 20%

Women corporate executive hires in 2008: 19%

Women participating in management or leadership training in the past year: 52%

Women participating in formalized executive succession planning last year: 100%

Women promoted last year who utilized a formal flexible work arrangement: 35%

Formal compensation policies reward managers who help women advance: No