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Ibm talent management practices
- 2. INTRODUCTION IBM is an American global technology business based in Armonk, New York, with operations in more than 171 countries. Previously known as Computing-Tabulating-Recording Company (CTR), it was formed in 1911 in Endicott, New York, by trust merchant Charles Ranlett Flint and was renamed "International Business Machines" in 1924. IBM is a multinational corporation that manufactures and sells computer hardware, middleware, and software, as well as hosting and consulting services in a variety of fields, from mainframe computers to nanotechnology. IBM is also a large research institution, having set the record for the most yearly U.S. patents generated by a business for the past 28 years (as of 2020). The automated teller machine (ATM), floppy disc, hard disc drive, magnetic stripe card, relational database, SQL programming language, UPC barcode, and dynamic random-access memory are all IBM inventions (DRAM). During the 1960s and 1970s, the IBM mainframe, epitomized by the System/360, was the dominant computing platform.
- 3. TALENT MANAGEMENT PRACTICES IN IBM Work force diversity at IBM: Diversity at the work place in the US originated from the concept of EEO in the 1940s. At IBM, Watson Jr. issued the first equal opportunity policy letter in 1953. Later, it came under government compliance under the Civil Rights Act of the US in 1964. With the onset of 'globalization' in the 1980s, organizations initiated efforts to broaden their marketplace. In an attempt to sustain themselves amidst the continuously increasing competition, they started doing business across the world. This trend made it important for them to focus on diverse cultures across borders in order to offer products and services that suited the specific needs of different markets.
- 4. Recruiting People with Disabilities IBM had a well-organized process in place for hiring and training disabled employees. The hiring managers and recruiters were properly trained for this reason. IBM has 'line champions' - managers with expertise hiring and working with persons with disabilities - in each business unit to help with the recruitment process. The firm has collaborated with a number of educational institutions to recruit such applicants on campus (Refer to Exhibit III for various programs conducted by IBM to recruit people with disabilities). Furthermore, IBM maintained a diversity page where disabled individuals could submit their resumes directly. Work/Life Balance IBM sponsored a thorough work/life balance program based on the following seven concepts as one of its primary employee retention strategies: Employees must be accountable for their own work-life balance requirements. Achieving a good work-life balance should benefit all employees. The quantity of activity is less significant than the quality of the product. When combining professional and personal obligations, teams should be adaptable. Employees must be handled with dignity and respect. Consistent performance and contribution are essential. Striking a work-life balance takes time and effort.
- 5. Women in the Workforce IBM was hiring female professionals well before the Equal Pay Act of 1963. According to a letter written by Watson Sr. in 1935, "For the same money, men and women will do the same labor. They will receive the same treatment, responsibilities, and advancement possibilities as everyone else." IBM's management made an effort to learn about the special needs of its female employees and offered facilities that met those demands. This allowed the ladies to increase their productivity while maintaining a healthy work-family balance. IBM's women networking organizations aggressively supported female mentoring, assisted women in achieving a better work/life balance, and ran initiatives to encourage girls to pursue professions in the IT business (see Table I for more information on the 'Filling the Pipeline' programs). IBM frequently redeployed its employees to establish a balance between talent supply and demand. The internal redeployment method was created to minimize the loss of skilled employees' productivity. Each of IBM's business units had its own resource board, which met on a regular basis to assess and approve external job advertisements. If the organization already had personnel with the necessary abilities, they were reassigned to the new position rather than having to recruit externally.