Hewlett-Packard is likely to lay off thousands more employees, financial analysts have projected after new Chief Executive Mark Hurd presented his inaugural assessment of quarterly earnings.
Hurd didn't reveal specific layoff plans after the earnings report, but he did make clear HP's intent to cut expenses and said his company has "a cost structure that is off benchmark in many areas." Now the analysts are weighing in with their assessments of the printer and computer maker's future.
"We expect that Hurd will likely articulate his detailed plan for improving HP sometime over the next two months, and we do expect material workforce reductions--likely numbering 5 percent to 10 percent of the workforce, or 7,500 to 15,000 people," Sanford C. Bernstein analyst Toni Sacconaghi said in a report. He estimated that doing so could increase annual earnings by 20 cents to 40 cents per share.
Merrill Lynch analyst Steve Milunovich predicted job cuts would be announced by August; he projected an earnings boost of 21 cents to 42 cents per share for a hypothetical reduction of 5 percent to 10 percent of employees.
HP declined to comment Friday on possible layoff plans.
Massive job cuts have been more the rule than the exception in recent years at the Palo Alto, Calif.-based company. HP laid off thousands of employees under the plan by previous CEO Carly Fiorina to merge with Compaq Computer in an attempt to compete better against top rivals IBM and Dell.
HP is in the middle of more job cuts in divisions for imaging and printing, servers and storage, and services. Not all cuts have been in the form of pink slips, though: 1,900 employees took advantage of a voluntary severance plan in the imaging and printing division.
In the last quarter, which ended April 30, HP took a charge of $71 million for the imaging and printing cuts. It also took a $74 million charge for cuts in services and $24 million for cuts in the servers and storage group.
In the current quarter, HP is budgeting $100 million for job cuts that already were planned.
BIZ 101 (assuming you didnt sleep through that class). HPQ Case Study 2005: When faced with the inability to craft a Biz Growth Plan to fire up and fuel sales & revenue growth, the new CEO reduced High-Dollar Core Employee Head Count and then worked the bjezuz out of the grateful PHEW, THAT WAS CLOSE survivors who remained creating virtual profitability.
So much for the hope of innovative and visionary new executive leadership. JP B-)
It is most unfortunate that all these hot-shot MBAs and CEOs can only think of one method to boost profitability - expend their human capital recklessly. Instead of smart management, boards have allowed feckless cutting of labor as a way to save face from asinine management skills. So much for the CEO culture and all its assorted trumpeters!
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So much for the hope of innovative and visionary new executive leadership. JP B-)