lucy m chan director growth markets business development ibm corporation may 7 2011
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Work/Life Integration at IBM

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Lucy M. Chan, Director, Growth Markets Business Development, IBM Corporation May 7, 2011. Work/Life Integration at IBM. 2011. IBM Work/Life Program Heritage 1956 – to Date. 2010. 4 th Global Work Life Survey. 2009. Work Life Zone. 2001. Global Work Life Fund. 1999.

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slide2

2011

IBM Work/Life Program

Heritage 1956 – to Date

2010

4th Global Work

Life Survey

2009

Work Life Zone

2001

Global Work Life Fund

1999

FWO’s in 11 LA countries

1997

Regular Part-Time

1992

FWLOA extended to 5 years

1980’s

Individualized Work Schedules

1986

First Work Life Survey

1983

Child Care Resource & Referral

1966

Special Care for Children

1956

Leaves of Absence

the changing world of work transforming work life balance to work life integration
The Changing World of Work …Transforming “Work/Life Balance” to “Work/Life Integration”

Increased global contacts result in the disappearance of “9 to 5” and fixed continuous schedules

Evolving family and social structures drive employee needs, perceptions and expectations

Ubiquitous low cost technology enables and generates work 24x7x365 from any location

Enabling the Global Enterprise

slide5

Mobility is a continuous journey

IBM began its mobility program in the early 1990’s and now supports over 160,000 employees worldwide

Mobility ObjectivesIncrease customer satisfaction Improve employee productivityGenerate significant cost savings

Improve attraction and retention of talent

1998 – 2000: Global implementation

1995: 10,000 employees in the US

2011: Workplace of the Future; enable full mobility

2010: 160,000 formally identified remote workers

Target Workforce Segments Sales

Client Services & Support

Increasingly, more jobs can be performed remotely

the changing work environment in ibm
The Changing Work Environment in IBM

1998

2010

H (home)

0.4%

C (customer)

1.4%

M (mobile)

10.6%

N (non-office)

13.1%

S (office)

74.5%

flexibility principles
Flexibility Principles
  • The Enterprise never stops
  • Balancing of needs
  • Trust and personal responsibility
  • Range of options
  • Understanding differences
  • Focus on results
ibmers have options on how when where to work flexible work options fwos
Compressed Flexible Work Week

Individualized Work Schedule

Leave of Absence

Part-time Reduced Work Schedule

Job Share

Mobile

Work–at–Home

IBMers Have Options on How, When & Where to Work:Flexible Work Options (FWOs)
ibm global work life fund 50m multi year fund
IBM Global Work/Life Fund: $50M Multi-Year Fund

Primary Goals:

Enhance IBM’s position as THE global work/life leader

Contribute to the recruitment and retention of top talent

Mission:

Increase supply and improve quality of dependent care where our employees live and work by providing attainable and desirable dependent care options to employees … locally recognized as high quality, desirably priced, convenient

Provide support with consideration given to local culture, norms and standards and international values

Provide support along the career life cycle to key talent

Recognize and respond to emerging markets and changing workforce demographics and needs (e.g., mobile, frequent traveler, aging, young)

Provide tools/supports for managers and employees to better take advantage of flexibility

resource referral programs
Resource & Referral Programs

Work/Life Resource and Referral (R&R) is a service developed to help employees manage work and personal responsibilities by providing information on topics and services that are important to them:

R&R in the United States

R&R Globally Provided

  • Launched in 2005 as the first ever Global R&R
  • Available in 31 countries and 8 languages with enhancements and expansions into more countries planned:
    • Argentina, Australia, Brazil, Chile, China, Colombia, Czech Republic, Ecuador, Hong Kong, Hungary, India, Indonesia, Ireland, Northern Ireland, Mexico, New Zealand, Peru, Philippines, Poland, Russia, Scotland & Wales, Singapore, Slovakia, South Africa, Spain, Taiwan, Thailand, UK England, Uruguay, Venezuela

Unique R&Rs in different countries:

    • Australia, Brazil, Canada, France, Germany, Japan, Switzerland
ibm achieved cost savings and improved client employee satisfaction through mobility
IBM achieved cost savings and improved client & employee satisfaction through mobility
  • (hidden)
  • Substantial real estate savings
  • Increased employee retention
  • Enhanced productivity
  • Lower absenteeism
  • Increased revenue
  • Increased customer satisfaction
  • Better accessibility to IBM team
  • More “face time" with IBMers
  • More productive at customer site
  • Faster response to inquiries

Company Benefits

Customer Benefits

  • (hidden)
  • Mobility centers saved 2 million square feet and 7,500 workspaces
  • Savings and/or cost avoidance of approximately $100 million each year
  • (hidden)
  • Productivity improvement
  • More “face time" with clients
  • Improved customer satisfaction
  • More accessible and responsive
  • Work longer hours with less impact on personal / family life
  • Higher morale
  • Greater loyalty
  • Use what we sell

Employee Benefits

Real Estate Savings

  • (hidden)
  • Eases traffic congestion on freeways
  • More efficient energy use
  • Cleaner air - 1990 federal clean air act

Environmental Benefits

mobility @ ibm summary
Mobility @ IBM : Summary

Benefits

Then and Now

  • Significant Real Estate cost reduction
  • Supports Green initiatives
  • IBM began to formalize mobility as a program in 1995
  • Today more than 40% of IBM’s workforce works remotely
  • Enhances workforce productivity & morale
  • Supports global integration and business continuity

Critical Success Factors

Getting There

  • Holistic approach and cross-functional program support
  • Clear mobility policies – HR, technology, expense, procurement, etc
  • Define objectives and align to business strategy
  • Identify program champion and owner
  • Formalize the program
  • Pilot and adjust
  • Continuously improve

Governance

Processes

Policies

Education

Technology

Metrics

  • Technology as an enabler
  • Executive Champion
workplace of the future
Workplace of the Future

What we know about people and work . . .

  • Work used to be a “place”, now it\'s any place
  • Growing mobile/OTTO (Other Than Traditional Office) workforce
  • Need to work across time zones and geographies (peer-to-peer video)
  • The proliferation of devices... work doesn\'t have to be done on a laptop anymore
  • Technology enabling a different kind of work and culture
  • Entrance of Gen Y ... the social media generation
workplace of the future recognizes and supports generational diversity
Workplace of the Future recognizes and supports generational diversity

Mid- career

New generation

Experienced workers

(Age 35 – 50)

(born after 1980)

(Age 50 +)

growing as % of workforce

growing as % of workforce

shrinking as % of workforce

critical to long-term viability and innovation

essential professionals and middle managers

wisdom and intellectual capital of the organization

email

instant messaging

social networking

slide16

Roadmap

  • Formalize the enterprise objectives for mobility
  • Identify Executive champion(s)
  • Engage stakeholders
  • Align the mobility program to the business strategy and objectives
  • Formalize the mobility program
    • Governance
    • Processes and Controls
    • Policies
  • Conduct a trial, refine the program, expand
  • Assign program ownership
  • Continuously assess and update

Thank-you!

Lucy M. Chan, IBM

[email protected]

  • Education
  • Enablers
  • Metrics
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