ppt - lucy chan

8/13/2019 Ppt - Lucy Chan

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2011 IBM Corporation

Work/Life Integration at IBM

Lucy M. Chan, Director, Growth Markets Busin ess Development, IBM Corporation

May 7, 2011


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2011 IBM Corporation2

IBM Work/Life Program

Heritage 1956to Date

1956

1966

1986

1980s Individualized Work Schedules

1992 FWLOA extended to 5 years

1997 Regular Part-Time

Leaves of Absence

1999 FWOs in 11 LA countries

Work Life Zone2009

Special Care for Children

First Work Life Survey

1983 Child Care Resource & Referral

2001 Global Work Life Fund

2010 4thGlobal WorkLife Survey

2011


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The Changing World of Work Transforming Work/Life Balance to Work/Life Integration

Evolving family and social structures driveemployee needs, perceptions and expectations

Increased global contacts result in the disappearance of9 to 5 and fixed continuous schedules

Ubiquitous low cost technology enables andgenerates work 24x7x365 from any location

Enabling the Global Enterprise


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Executive Quote

IBM Corporation

One of the reasons people come to work for IBM is because we take workplaceflexibility seriously. On any given day, worldwide, one third of our people arenot at an IBM location - they are working onsite with customers, aretelecommuting or are mobile.Today, we must reconsider our traditional concept of work and how it getsdone...Samuel J. Palmisano, IBM Chairman of the Board and Chief Executive Officer


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

Mobility Objectives

Increase customer satisfaction

Improve employee productivityGenerate significant cost savingsImprove attraction and retention of talent

Target Workforce SegmentsSalesClient Services & Support

Increasingly, more jobs canbe performed remotely

Mobility is a continuous journey

1995: 10,000 employeesin the US

19982000: Globalimplementation

2010: 160,000formally identified

remote workers

2011: Workplace ofthe Future; enablefull mobility


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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%Unknown

4.0%


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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 ScheduleJob Share

Mobile

WorkatHome

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 IBMs 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 ouremployees live and work by providing attainable and desirable dependentcare options to employees locally recognized as high quality, desirablypriced, convenient

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

Provide support along the career life cycle to key talent

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

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


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Resource & Referral ProgramsWork/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 tothem:

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


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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 & employeesatisfaction 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

Real Estate Savings

(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

Employee Benefits

(hidden)

Substantial real estate savings

Increased employee retention

Enhanced productivity

Lower absenteeism

Increased revenue

Company Benefits


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Mobility @ IBM : Summary

Then and Now Benef i ts

Gett ing ThereCri t ical Success Factors

IBM began to formalize mobility asa program in 1995

Today more than 40% of IBMsworkforce works remotely

Significant Real Estate costreduction

Supports Green initiatives

Enhances workforce productivity & morale

Supports global integration and businesscontinuity

Holistic approach and cross-functional programsupport

Clear mobility policiesHR, 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


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Workplace of the Future

What we know about people and wo rk . . .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 bedone on a laptop anymore

Technology enabling a different kind of work andculture

Entrance of Gen Y ... the social media generation


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Workplace of the Future recognizes and supports generationaldiversity

New generation

(born after 1980)

Mid- career

(Age 3550)

Experienced workers

(Age 50 +)

social networkingemail instant messaging

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

wisdom and intellectualcapital of the organization

essential professionalsand middle managers

critical to long-term viabilityand innovation


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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 enterpriseobjectives for mobility

Identify Executive champion(s)

Engage stakeholders

Education

Enablers

Metrics

Thank-you!

Lucy M. Chan, IBM

lmchan@us. ibm.com

ppt - lucy chan

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