Win 7 Mark Hurd HP Pay Cuts

DamianSaunders.net

…because I can.
HP Pay Cuts – an unfair act of economic opportunism and greed.
by Damian Saunders on February 26, 2009

HP’s CEO, Mark Hurd announced, on the 20th February that he would be implementing a company wide cut in pay for all employees. Starting with a reduction in his own salary by 20%, followed by senior executives who would take a drop between ten and fifteen percent, regular employees 5 percent and exempt employees 2.5 percent. All this in reaction to a 13.5 percent fall in the company’s first quarter profit.
Now, before I’m accused of making disparaging comments about HP let me just state that I have no issue with HP products and services which are top notch, largely due to the quality of HP people (their most valuable asset). This post is my opinion only, and one I’m entitled to.
Let’s look at this in a little more detail. On face value it would seem that Mark Hurd’s decision was an expedient one and he’s backed it up with the kind of corporate eloquence (read smoke and mirrors) that we’ve become used to from him,office 2007 Enterprise product key, it’s anything but that, to me it smacks of opportunism, pandering to investors and market analysts, and cold hard manipulation at a time when we need CEO’s to have the courage to do the exact opposite, and, when we are demanding as much social accountability for their action as they have to investors and Wall Street (now a dirty word) for profit.
Since when has making 1.9 Billion dollars nett profit in a little over 12 weeks been a legitimate excuse to cut the salaries of hundreds of thousands of people world wide? I would suggest never in a million years,Win 7, Mark Hurd has revealed his true colors with this one.
First we need to put Mark Hurd’s 20% salary cut into perspective, remember he is only taking a cut to his base salary ($1,450,000) which amounts to a $290,000 drop. Seems quite reasonable until you examine the following,Local Interest Chapter - Software Test Professionals - Testing, Quality Assurance, and People, publicly available, information.
Mark Hurd’s total compensation in 2008 was $42,514,524
His compensation in fiscal year 2007 was $25,253,461 – so, by my calculations a 68% increase in the total package from 2007 to 2008.
He also exercised $10 million worth of stock options and had $15.7 million worth of HP stock vest during the 2008 period
His compensation package includes approximately $738,000 worth of additional compensation; Personal and home security – $256,000
Personal use of HP’s corporate jet – $135,734 (you have to love that don’t you?) $71,000 in mortgage subsidy he is guaranteed for relocation expenses under his employment agreement.
So, the question is; what’s the significance of his stated 20% cut in base salary? I would suggest next to nothing.
You would have to assume that this situation is not much different for the senior executives who are taking smaller cuts
Ann M. Livermore, Executive Vice President, Technology Solutions Group. Total compensation of $15,675,274 in 2007, $20,551,493 in 2008, a 31% increase in total compensation. For her a 15% cut in base pay ($820,000) would be $123,000 or 0.59 % of her total package.
R. Todd Bradley, Executive Vice President, Personal Systems Group. Total Compensation of $7,674,083 in 2007, $21,058,092 in 2008, a 174% increase in total compensation. For him a 15% cut in base pay ($820,000) would be $123,000 or 0.58% of his total package. Vyomesh I. Joshi, Executive Vice President, Imaging and Printing Group. Total compensation of $12,032,204 in 2007, $21,804,726 in 2008, an 81% increase in total compensation. For him a 15% cut in base pay ($820,000) would be $123,000 or 0.56% of his total package
Randall D. Mott, Executive Vice President and Chief Information Officer. Total compensation of $7,390,Office 2007 Key,948 in 2007, $28,293,134 in 2008, a 282% increase in total compensation. For him a 15% cut in base pay ($690,000) would be $103,500 or 0.36% of his total package.
Catherine A. Lesjak, Executive Vice President and Chief Financial Officer. total compensation of $3,741,201 in 2007, $5,552,356 in 2008, a 48% increase in total compensation. Fo her a 15% cut in base pay ($625,000) would be $93,750 or 1.68% of her total package.
Put bluntly, 6 people at the top of the HP pyramid accounted for $142,774,325 in compensation in 2008 alone. That is an obscene amount of money.
To be fair, and before we contrast this with the HP employee, we have to acknowledge that HP has, under Mark Hurd’s leadership and at least fiscally, performed very well. In his three years on the job sales have increased by $30 billion and profits have tripled. 2008 was a stellar year for the company. HP is now the world’s biggest computer manufacturer. But, at what cost?
Let’s look at the plight of the HP employee. The first thing we have to consider is that, unlike Mark Hurd, a 5% cut in salary is in fact a 5% cut in total compensation. Someone on a salary of $65,000 would be losing $3250 per year before tax, or $270.00 per month. Some would say this is a small price to pay for keeping your job but I think holding that gun to an employee’s head is outright exploitation and can not be condoned, especially when they have already been exploited enough for the sake of high profit margins and Mark Hurd’s stellar career performance. Ask a majority of HP employees about their current remuneration and you will be lifting a rock that you don’t want to look under, specifically;
Employees have seen the real value of their salaries diminishing with the rising cost of living since Mark Hurd came on board and even under his predecessor. There are no automatic adjustments for cost of living in HP’s yearly remuneration review (even though the smoke and mirrors will be employed amazingly to suggest HP is paying market competitive salaries).
With few exceptions most HP employees have not had a pay rise, or anything other than a measly token gesture, in the past three years despite their workload, and the company profit, increasing significantly.
HP Employees who are promoted into new roles with higher accountability, more work and more stress do not receive an immediate remuneration increase in line with the new position. Instead they have to wait for the yearly review which more often than not sees them bitterly disappointed. If you are employed into a new role in February you will wait until the end of the year for your remuneration review, the company will exploit you for nine months at least prior to that and then your remuneration will be determined by a simple algorithm on a spreadsheet that coldly spits out a figure you will definitely be unhappy with.
The much touted company performance bonus has the bar set just high enough that it’s only had two significant payouts in more than 5 years. It never makes up for the HP employee’s loss in real wages.
Am I the only one who thinks it’s time for this to stop? Aren’t the employees the public face of the company, the ones who deliver the services, the ingenious inventors and developers?
In his address to the company Mark Hurd said;
In an environment like this, there’s no margin for error and no tolerance for inaction. To give you a little insight into my world, after we report our earnings, we engage in a dialogue with analysts and investors. They’re going to ask what we’re doing in light of the current environment to right-size these businesses.
Well Mark Hurd, we’ve already had an insight into your $42 million dollar per anum, private use of the corporate jet, overpaid to a vulgar extreme world and frankly, something smells funny. In case you hadn’t noticed it the whole world is in recession. Governments all over the globe, and especially yours, are going into massive deficit to try and kick start their economies and preserve jobs. They are providing handouts of cash to stimulate spending and help us climb the ladder out of recession, the problem is people like you, and your MBA textbook approach to an “environment like this” (one I bet you’ve never seen), your totally myopic view that it’s all about analysts and investors, are simultaneously lowering the ladder down from the top. I’d suggest that there’s no longer any tolerance for the type of action you are taking.
The way I see it you have two possible answers to the question about right-sizing the business.
The courageous option, the one that takes guts. You stand up and tell the investors “you know what, we’ve had an amazing period of growth, we’ve reaped billions of dollars profit out of the economy over the past few years, we’ve delivered a strong performance to our shareholders, and we’ve become the biggest computer company on the planet, but now it’s time to show some respect, to our employees, the lifeblood of the company, and the society’s around the world, who have allowed us the privilege to operate and become the company we are. To ensure that no HP employee finds his, or her, way on to the unemployment lines, has their home foreclosed, or has their capacity to contribute to the economy diminished in any way, as a result of company action, until such time as the economic cycle turns for the better. We know we can afford it (hell, we just made 1.9 billion profit in 12 weeks), it will just mean lowering our profit expectations for a short time.”
The cowardly option, the one that puts you squarely at the bottom with the worst of the worst, your snout in the trough, and your pants down around your ankles. You cut headcount and reduce salaries.
Mr Hurd also said in his address;
I’ll be asked by investors, “Where’s the job action, where are you taking out this roughly, 20,000 positions?” Well, I don’t want to do that.
We’ll of course not, since you’ve come on board you’ve taken over 40,000 people out of the HP workforce already (and I’m sure that doesn’t account for the thousands of jobs you moved offshore, or the thousands of long term contractors you’ve shafted), you’re still right in the middle of taking 24,600 of those positions out from the EDS merger you started in September 2008. The HP workforce reduction machine rolls on, you probably don’t even have another 20,000 you can drop right now. More smoke and mirrors.
I’m willing to bet though that, 12 weeks from now, when the recession that will get worse before it gets better is biting harder into your massive profits (and your bonus), you’ll be marching those people out the door.
I wouldn’t be worried about questions about headcount from analysts and investors if I was you, I’d be more concerned about the astute investor who asks you “what are you going to do when your employees stand up and say enough is enough?” People power has toppled Governments, a disgruntled employee base has the potential to bring HP to it’s knees in days, surely that time bomb’s ticking.
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