HRO Today April 2015 - 45

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the company to have a much more diverse product set
and pursue strategic growth markets. This will lessen our
dependency on the PC market, and allow us to be more
stable and profitable.
This transformation has significant implications for the
HR function. We need to recruit and develop a new
set of talent with new skill sets, organize differently for
success and growth, and champion a culture of agility and
accountability.
AMD has been going through this turnaround over the last
few years. Describe your experience as the CHRO helping
to lead this effort.
Ford: My HR team has been an integral part of AMD's
turnaround process, on a number of fronts.
First, the new product set and growth markets that we
are focused on required a different skillset within the
organization. It was imperative that, over time, we
lessened our dependency on the PC market and increased
our focus on growth markets. That shift has had major
implications for our recruitment of new talent, as well as
the development of our existing talent. First, we needed
to source and recruit best-in-class architects for both
CPUs and GPUs to serve as an anchor for new design and
development. The team was able to successfully onboard
two of the very best industry architects to fill this need,
and it's been a game changer for our business.
Another large shift we needed to drive was a better
balance between the hardware and software skillset
across our organization. We had traditionally been very
focused on the hardware side of the coin, but we needed
to couple that with the software skillset to really make the
end-user experience come to life. This had implications for
recruitment as well as organizational design to make it all
come together across the global organization.
The transformation has also required us to change the
shape and structure of our organization a few times. To
support this, we introduced the Organizational Human
Resource Planning process to drive conversations with
the business regarding their strategy, and the readiness
of the structure, skills, and capabilities to enable that
strategy, both today and in the future. We implemented
that " Strategy to Structure to Skill " conversation process
throughout the entire organization, to ensure solid
alignment from our board of director level through the
talent ranks of the organization. We also launched the
Darrell L. Ford is AMD's senior vice
president and CHRO and is responsible
for leading all areas of the company's
human resources function. This includes
an ongoing effort to align the
company's global employee population
around a culture of commitment to help create
enhanced value for AMD customers and shareholders.
His career has spanned both operations and HR roles at
AT&T, Honeywell, Shell and now AMD. The variety of
roles that he has held, and the global nature of those
roles, has been essential to Ford's development as an
HR leader. Ford spent some time on compensation
design, in talent management, learning and
development, and organizational effectiveness, and as
a senior HR business partner to the C-level for various
businesses. He has held roles within the HR function,
and has also been a client of HR. Being on both sides
has helped to shape his overall philosophy of HR.
Innovation Technology Committee to review the key
technical skills required now and in the future to enable
our strategy to come to life.
AMD's culture is the underpinning of all of our work,
so we've spent a lot of time there. Building a culture of
alignment across global functions, accountability from
our teams and leaders, and above all, agility to respond
to our dynamic markets has been paramount for us. We
call this the AMD Way, and it's been at the heart and soul
of our turnaround efforts. We introduced Speed of Trust
workshops as one of the key components of the AMD
Way, with the intent to improve trust and transparency
throughout the organization. Doing so has allowed us to
increase the speed and quality of our decision making,
which is vital in our volatile industry.
What are the most important elements of HR teams
in a turnaround? What else did you look for when you
reengineered your team?
Ford: First, I should note that, while AMD was in the midst
of re-engineering the business, my own HR team was
undergoing its own functional transformation too.
APRIL 2015 | www.hrotoday.com
[45]
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HRO Today April 2015

Table of Contents for the Digital Edition of HRO Today April 2015

HRO Today April 2015 - 1
HRO Today April 2015 - 2
HRO Today April 2015 - 3
HRO Today April 2015 - 4
HRO Today April 2015 - 5
HRO Today April 2015 - 6
HRO Today April 2015 - 7
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HRO Today April 2015 - 9
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HRO Today April 2015 - 12
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HRO Today April 2015 - 15
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