Hr Position Paper

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Seminar Human Resource Management (HR 491) Position Paper

STEVEN H. HALL

Computer Science Corporation a Global Leader in Technology

Park University of Alexandria, Virginia

5 December 2010

2

TABLE OF CONTENTS

Page

Introduction . . . . . . . . . . . . . . . .3

Body . . . . . . . . . . . . . . . . . . 4

Competitive Advantage . . . . . . . . . . . .4

Change Management . . . . . . . . . . . . . . 5

Diversity Management . . . . . . . . . . . . . . 7 Recruitment and Selection. . . . . . . . . . . . . 9

Compensation and Benefits . . . . . . . . . . . . 11

Organizational Climate . . . . . . . . . . . . . 12

Conclusion . . . . . . . . . . . . . . . . . 13

Cited References . . . . . . . . . . . . . . 15

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INTRODUCTION

This position paper explains how and why Computer Science

Corporation (CSC) is global leader in providing technology

solutions and services through three primary lines of business:

(1) Business Solutions and Services; (2) Global Outsourcing and

Services; (3) North American Public Sector.

CSC capabilities include systems design and integration,

information technology and business process outsourcing,

applications software development, Web and application hosting,

mission support and management consulting. The headquarters is

located in Falls Church, Virginia and has approximately 91,000

employees and reported revenue of $19 billion for year end

October 2009. I completed my research of CSC’s from my personal

working experience as an employee of CSC from March 2007 through

June 2009. To learn more about CSC just visit online at

www.csc.com.

BODY

My research justifies that CSC is a successful organization

regarding the analysis of Competitive Advantage, Change

Management, Diversity Management, Recruitment and Selection,

Compensation and Benefits and Organizational Climate of CSC.

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Competitive Advantage

A Point of View
With shareholder growth on everyone’s agenda these days, Customer Relationship Management (CRM) is making a comeback. After riding the hype cycle throughthe technology bubble years, CRM endeavors have felt the wrath of corporateexecutives for the last several years. News of numerous failures of technologiesand initiatives made its way into the corporate halls of sales and marketing and themarket for CRM services came to a crashing halt. Only recently have organizationsbecome serious again about connecting with customers.To get it right this time around, organizations must start by looking at customerdata — what is being collected, stored and accessed. In the early CRM initiatives,too much emphasis was placed on automating customer contact points and notenough on enhancing organizational knowledge about the customer and determininghow to deliver added value to the relationship. Customer intelligence is a critical capability for all companies in order to formmore profitable customer relationships. It involves three key capabilities thatorganizations must master in order to achieve competitive differentiation: integrating customer information to create a “single view” of the customer,analyzing customer information to derive insights, and implementing theinsights into the customer-facing operations of the organization. The Customer Intelligence Maturity Model

The commoditization of products and offerings has placed an increased emphasis on service as a leading differentiator for the customer experience, and proactiveservice has emerged as a driver of loyalty due to the perceived advantage of...
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