Professional Documents
Culture Documents
Recruitment
Thus, IBM recruits employees who are daring, hard-working and have an
urge to learn and excel. They look forward to employees who can add
value to themselves as well to the organization at large.
Annual intakeIt varies according to the business needs. The approximate figures are
around 67 freshers recruited every year and 7-8 laterals. As far as the
recruitment for consulting position is concerned, IBM has a list about 20 BSchools which suit the company requirements and are contacted for
recruitment. IBM also has its recruitment Process Outsourcing (RPO)
service which provides outsourcing solutions to identify the best talent
available. They help to improve the workforce productivity, make the
internal processes visibly clearer and streamline recruitment services
delivery.
Selection
The selection process for consulting jobs is carried out by partners and not
the HR department. They test for the subject matter, assess behaviour
and check the basic technical skills of candidates. Only if all the required
criteria are met, the job will be offered to the candidate. Selection process
generally remains same over the years.
Job Level
Lateral hires
Campus placements
Methods
Interview and Interaction Session
Group discussions and interview
Talent Management
Talent engagement and transformation are top priorities for C-suite
leaders. The practice gives clients access to organizational change
management methods, tools and expertise gained from our external
clients and IBMs own transformation initiatives.
Key areas:
Change
Management:
It
is
responsible
for
every
client's
Freshers are paid lower than their peers at the time of joining but
given a hike within a year
competitive.
Career planning:
Self-goal setting
Diversity
IBM conducts all its activities without discrimination based on race, colour,
genetics,
religion,
gender,
gender
identity
or
expression,
sexual
IBM GBS puts trust in its employees and gives them the liberty to work
from where ever possible and doesnt push them to be available in office
for specific number of hours as long as the employees keep high
productivity and perform better. But to keep a track of their employees
time and on what project he/she has carried out their work so it can be
charge to the client. IBM expects its employees to log the number of hours
worked on each project in their Time Management System ILC
Intranet Labor Claiming.
In case you miss to clock in the required hours for a week, escalation goes
too your manager which is not a favourable case.
Employees are required to complete 40 hours of service in a week with no
fixed number of hours for a day.
In IBM, there are two sets of managers. One is the personal manager who
is responsible for your leaves, ratings and related things. The other is a
project manager whose roles are very different from the personal
manager. He allows leave only if it is possible from the project point of
view. In case the project requirements do not allow, the project manager
will not grant a leave.
The number of leaves as per the policies is listed below.
Privilege leave
22 days in a year
Sick leave
Paternity leave
Maternity leave
IBM stock option is very rare, only for top level management
Then the employees are segregated into different rating scale based
on the competencies they have developed since the last evaluation.
Work Culture
Values followed at IBM:
The value system that IBM follows is broadly divided in three categories.
Share expertise
2. Innovation that matters, for our company and for the world
Working hours:
Working hours are not that stringent as in consulting job employee has to
work according to the need of client.
Peer Interaction:
As the consulting job requires employees to work on client sites, most of
the interaction with immediate superior is through formal channel of emails.
Same is true for the interaction with colleagues. Employees tend to
maintain informal and friendly relations with juniors
Health and safety policy of IBM:
Advancing the health, safety and well-being of our global workforce is an
absolute priority; it's a commitment that encompasses the environments
in which employees work and the communities in which they live."
Capital
Services
in
its
People policies:
The leaves policy of the firm is just as any other company in the
industry but the HR department is particularly concerned about the
work-life balance of the employees.
Performance Management:
The firm uses 360 degree evaluation and balanced score card
approach to do performance appraisal.
The firm values its human capital a lot and takes every step to
retain it and tries to reduce early employee turnover.
The freshers are usually hired from campus and the number of
freshers hired depends on the attrition rate of the current
employees.
While the freshers are hired on a regular basis the laterals are hired
on a need basis only, that is, when there are vacancies.
The training program of the freshers lasts for five days after which
the employees are expected to continue learning on-the-job. For
laterals it is 1.5 days.
The HR department also has a provision to provide career
development and counselling to employees of all positions. This is
done only to maintain harmony in teams and increase team
cohesion. Such sessions also reduce interpersonal differences and
motivate the employees to work with enthusiasm.
Compensation Policies:
of
the
salary.
The
variable
component
forms
The firm also gives recruiting incentive to the employees who refer
valuable workforce to the firm if that workforce gets selected.
Recent HR Practices:
Rank harmonization:
1. EY has 5 career ranks for client service employees and these
ranks are primary career milestones.
2. There are subdivisions of ranks that represent the way the
skills and experience of the employees is measured.
3. This provides a greater clarity on the employee career path
and the employees get a fair and equitable basis to be
promoted. Employees get to know what is required of them to
get promoted.
4. EY also encourages employees to take advantage of the
learning and development programs in the firm.
5. Promotion is a movement from one rank to another. A change
in rank means a change in responsibility, competency level,
and authority.
6. There is a grow or go principle at each rank. This practice
ensures that the right people are present at the right time and
in the right role which better defines the core business
services of the firm.
7. Greater clarity around career models helps to retain talent for
a longer time.
8. The benefits of rank harmonization are:
a. Provides seamless, consistent, high quality client service,
worldwide
b. Mobilizes employees globally
c. Meets increasingly regulatory demands
Competency :
1. In EY, Competency comprises skill, behaviour and knowledge.
2. Skills: includes the consulting and technical skills that are needed
to effectively deliver the Business Advisory Services (BAS) value
proposition to clients and to sustain the BAS business.
3. Behaviours: the way EY delivers to clients and the employees of
EY work together. It is the way clients immediately recognize, and
EY demonstrates that it provides the best BAS consultants.