IBM was founded in 1911 and has grown from a machine-based company to one focused on technology and consulting with over 433,000 employees in more than 170 countries. As IBM transforms into a globally integrated enterprise, human resource management aims to develop a global sustainable talent pipeline to compete, address constraints in its internal talent pool due to growth, and ensure organizational and employee readiness for change. Solutions include redesigning recruiting processes, effective communication plans, and establishing support systems to drive leadership through empowering employees and creating a vision for change.
IBM was founded in 1911 and has grown from a machine-based company to one focused on technology and consulting with over 433,000 employees in more than 170 countries. As IBM transforms into a globally integrated enterprise, human resource management aims to develop a global sustainable talent pipeline to compete, address constraints in its internal talent pool due to growth, and ensure organizational and employee readiness for change. Solutions include redesigning recruiting processes, effective communication plans, and establishing support systems to drive leadership through empowering employees and creating a vision for change.
IBM was founded in 1911 and has grown from a machine-based company to one focused on technology and consulting with over 433,000 employees in more than 170 countries. As IBM transforms into a globally integrated enterprise, human resource management aims to develop a global sustainable talent pipeline to compete, address constraints in its internal talent pool due to growth, and ensure organizational and employee readiness for change. Solutions include redesigning recruiting processes, effective communication plans, and establishing support systems to drive leadership through empowering employees and creating a vision for change.
*Founded in 1911 *Revenues of $106.91 billion in 2011 *From machine based to technology and consulting *Total employees: 433,362 *Existing in more than 170 countries *Multi-domestic to globally integrated enterprise
What HRM means for IBM? the
connection Making contact with thousands of high quality IBM employees, locally and globally. Collaborative connections Event-driven social connections Access to news, report, briefings Leadership and Diversity at IBM
*IBM considers diversity a business imperative as fundamental as delivering superior technologies in the marketplace *IMB creates a workplace that is no form of discrimination, harassment and full of opportunity for all people *Committed to building a workforce as broad and diversified as its customer in over 170 countries *IBM diversity composed of following three areas: equality, affirmative action, and work/life.
The Business Issue
* To recognize a demand for the development of a global sustainable talent pipeline to compete in the global marketplace * Identified constraints with their internal talent pool as a result of rapid growth in emerging market * Understanding organizational and employee readiness for change * Avoiding resistance and communication strategies * How to select the best talent while rewarding and recognizing their current employees for delivering * How to make these changes sustainable? Solutions
* Creates a new method for recruitment in order to redesign people, technology and process associated with the end-to-end recruiting process * Postponing change for as little as a month to avoid a particularly hectic time of year just for the better preparation for employees in order to increases the success rate of changes * Utilize high performer profile information to target top candidates * Building an effective communication plan with information, dates, challenges, deadlines. * Establishing a support system to exchange ideas with other, and gain an understanding of others
Driving leadership requires focus on the workforce
* Empowering Employees through values -To balance control with openness -Enhance organizational transparency to introduces new opportunities * Creating a vision for change and a strong leadership voice -vision should be clearly highlight: who, what, why, etc. * Cultural intelligence & Adaptability -Accelerated globalization Workforce Assessment How to sustain?
* Gaining high levels of commitment while reducing resistance
* Highlighting accomplishments, communication, and incentive allocation to boost motivation
* Try to create a competitive advantage
Conclusion * The stable, day-to-day operations in HR is always important
* Human resource management need to assessing the company and its readiness effectively for change, make moves to facilitate the change to happen
* Implement change and monitor its progress in order to sustain momentum and decide appropriate timing to institutionalize change in an organization
U.S. Department of Health and Human Services v. Federal Labor Relations Authority, American Federation of Government Employees, Afl-Cio, Local 1923, Intervenor, 822 F.2d 430, 4th Cir. (1987)