1 / 16

Work/Life Integration at IBM

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.

tanner-robbins
Download Presentation

Work/Life Integration at IBM

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Lucy M. Chan, Director, Growth Markets Business Development, IBM Corporation May 7, 2011 Work/Life Integration at IBM

  2. 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

  3. 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

  4. 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

  5. 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%

  6. Flexibility Principles • The Enterprise never stops • Balancing of needs • Trust and personal responsibility • Range of options • Understanding differences • Focus on results

  7. 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)

  8. Work Life Tools

  9. 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

  10. 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

  11. 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

  12. 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

  13. 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

  14. 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

  15. 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 lmchan@us.ibm.com • Education • Enablers • Metrics

More Related