work/life integration at ibm

© 2011 IBM Corporation

Work/Life Integration at IBM

Lucy M. Chan, Director, Growth Markets Business Development, IBM Corporation

May 7, 2011

© 2011 IBM Corporation2

IBM Work/Life ProgramHeritage 1956 – to Date

1956

1966

1986

1980’s Individualized Work Schedules

1992 FWLOA extended to 5 years

1997 Regular Part-Time

Leaves of Absence

1999FWO’s in 11 LA countries

Work Life Zone 2009

Special Care for Children

First Work Life Survey

1983 Child Care Resource & Referral

2001 Global Work Life Fund

2010 4th Global Work Life Survey

2011


The Changing World of Work … Transforming “Work/Life Balance” to “Work/Life Integration”

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

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

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

Enabling the Global Enterprise


Executive Quote

IBM Corporation

"One of the reasons people come to work for IBM is because we take workplace flexibility seriously. On any given day, worldwide, one third of our people are not at an IBM location - they are working onsite with customers, are telecommuting or are mobile.

Today, we must reconsider our traditional concept of work and how it gets done..."

Samuel J. Palmisano, IBM Chairman of the Board and Chief Executive Officer


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

Mobility Objectives

Increase customer satisfaction Improve employee productivityGenerate significant cost savingsImprove attraction and retention of talent

Target Workforce Segments Sales Client Services & Support

Increasingly, more jobs can be performed remotely

Mobility is a continuous journey

1995: 10,000 employees in the US

1998 – 2000: Global implementation

2010: 160,000 formally identified remote workers

2011: Workplace of the Future; enable full mobility


The Changing Work Environment in IBM

C (customer)

1.4%

S (office)

74.5%

H (home)

0.4%M (mobile)

10.6%

N (non-office)

13.1%

1998 2010

S (office)61.0%

N (non office)2.0%

M (mobile)21.0%

H (home)8.0%

C (customer)3.0%

T (multi office)1.0%

Unknown4.0%


Flexibility Principles

1. The Enterprise never stops

2. Balancing of needs

3. Trust and personal responsibility

4. Range of options

5. Understanding differences

6. Focus on results


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)


Work Life Tools


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 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


Increased customer satisfaction Better accessibility to IBM team More “face time" with IBMers More productive at customer site Faster response to inquiries

Increased customer satisfaction Better accessibility to IBM team More “face time" with IBMers More productive at customer site Faster response to inquiries

Customer Benefits

IBM achieved cost savings and improved client & employee satisfaction through mobility

(hidden)

Mobility centers saved 2 million square feet and 7,500 workspaces

Savings and/or cost avoidance of approximately $100 million each year

(hidden)

Mobility centers saved 2 million square feet and 7,500 workspaces

Savings and/or cost avoidance of approximately $100 million each year

Real Estate Savings

(hidden)

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

(hidden)

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

Environmental Benefits

(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

(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

(hidden)

Substantial real estate savings Increased employee retention Enhanced productivity Lower absenteeism Increased revenue

Company Benefits


Mobility @ IBM : SummaryMobility @ IBM : Summary

Then and Now Benefits

Getting ThereCritical Success Factors

IBM began to formalize mobility as a program in 1995

Today more than 40% of IBM’s workforce works remotely

Significant Real Estate cost reduction

Supports Green initiatives

Enhances workforce productivity & morale

Supports global integration and business continuity

Holistic approach and cross-functional program support

Clear mobility policies – HR, technology, expense, procurement, etc

Technology as an enabler

Executive Champion

Define objectives and align to business strategy

Identify program champion and owner

Formalize the program

Pilot and adjust

Continuously improve

GovernanceProcessesPolicies

EducationTechnologyMetrics


Workplace of the FutureWhat 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

New generation(born after 1980)

Mid- career(Age 35 – 50)

Experienced workers(Age 50 +)

social networkingemail instant messaging

growing as % of workforceshrinking as % of workforcegrowing as % of workforce

wisdom and intellectual capital of the organization

essential professionals and middle managers

critical to long-term viability and innovation


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

Roadmap

Formalize the enterprise objectives for mobility

Identify Executive champion(s)

Engage stakeholders

• Education

• Enablers

• Metrics

Thank-you!

Lucy M. Chan, IBM

[email protected]

work/life integration at ibm

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