The Hewlett Packard Spying Scandal: Where was PR?
January 3rd, 2007 | Author: AlexKoritz | PermalinkThe scandal stems from an article in CNET that quoted an anonymous source that could have only come from an HP executive. HP chairwoman, Patricia Dunn, wanted to know who it was, and then implemented the now infamous data-mining spying campaign by hiring a team of security experts to spy on 10 directors, the media and other influencers. Obviously, PR did not have a seat at the table when Dunn made this decision (not sure if anyone did but Dunn). What PR executive would agree to spy on journalists?
Even now, HP’s PR response has been minimal. While they took the step to create a CE & CO (Chief Ethics and Compliance Officer), which I admit is an interesting move, it’s mostly a symbolic move, not a tactical one. HP PR needs to insert itself upstream in the decision making process.
Jon Harmon, in his “Force for Good” blog, criticized HP’s Engelina Jaspers, whose responsibilities include corporate PR, for her lack of action. In response, HP’s Bob Sherbin commented on the blog, clarifying Jaspers’ role as responsible for corporate marketing within the Americas region and outside of corporate reputation management. However, Sherbin still did not comment on Harmon’s ultimate question: where was HP’s PR executive during the blotched decision making process?
In addition to regaining trust in the eyes of the public, HP has quite a job to do internally. According to Cindy Olmstead, CEO of TrustWorks Group and a recognized expert on building corporate trust within Fortune 100 companies, HP must do the following to regain the trust of its employees:
1- Admit they did wrong, give accurate information regarding what happened.
2- Build communication by creating two-way conversations, including feedback sessions and brownbag lunches with executives (which HP already made famous).
3- Implement the changes, follow up and continue to listen.
4- Review and practice their company values!
HP has a tradition of business ethics, so I hope they can regain the trust of its publics and its employees. For this to happen, PR must play a critical role.
Restoring the HP Way should focus on restoring trust from all constituents, including employees, customers, shareholders and journalists that HP management has learned from this and will act with integrity, honesty and transparency in the future. HP also needs to appoint a PR exec (not its General Counsel, although the PR pro could also be a lawyer) to actively manage HP’s reputation, sitting at the table and vigorously participating in decisions. If HP truly wants to exhibit leadership in progressive reputation management, it will appoint this PR person as Chief Reputation Officer joining HP’s crowded C-Suite. For more on my Force for Good posts that first detailed how PR has been missing in action at HP, see: http://jon8332.typepad.com/force_for_good/2006/12/missing_in_acti.html