TU-53 1112 Visit Slides 2

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2014 IBM Corporation

Aalto Industrial Engineering, HR visit to IBM

19.11.2014, 13.30 17:00

IBM headquarter, Laajalahdentie 23

room 110


Agenda

13:30 Registration opens

14:00 Welcome to IBM with coffee /Jyrki Koskinen

14:30 People in the core of IBM service business - people & talent management /Kari Huoponen

15:00 HR strategy aligned with business to succeed / Kirsi Melander

15:30 Break

15:45 Leadership development and corporate citizenship /Heli Tiainen

16:15 Q&A

17:00 End of event

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Aalto Industrial Engineering, HR visit to IBM

19.11.2014

IBM today

Jyrki Koskinen


Technology as means to an end We enable change

We co-create value with our clients Innovating with clients

We add value - with a mission of Smarter Planet

Technology

Services

Business Development

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Smarter transportation

Smarter telecommunications

Smarter retail

Smarter energy and utilities

Smarter healthcare

Smarter government

Smarter finance

Smarter electronics

IBM for Smarter Planet

Smarter consumer products

INSTRUMENTED

INTERCONNECTED

INTELLIGENT


2014 IBM Corporation 6

CAMSS for Smarter Planet

Get engaged

with ecosystems

for co-creation

Revolutionalizes

business models

and operations

From big data

to big insight

for value

4

2014 IBM Corporation 7 7

T-shaped professionals depth & breadth

BREADTH

DE

PT

H

+ Analytic thinking & problem solving

Many cultures

Many disciplines

Many systems (understanding & communications)

Deep in

one d

iscip

line

Deep in

one s

yste

m

Deep in

one c

ultu

re


IBM: From strategy through to implementation and beyond

Strategic

Outsourcing

& IT Hardware,

Software &

Services

Application

Management

Business

Transformation

Outsourcing

Business Consulting Services &

Project-based Systems

Integration


5


IBM job categories

1. Consultant

2. Sales

4. Project manager

3. Architect

5. Specialist

~10%

~10%

~5%

~5%

~45% 6. Enterprice

operations

~25%

Source: IBM global job profiles


Cognitive computing is here with Watson

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Questions, comments?



People in the Core of IBM Services Business

People & Talent management Kari Huoponen

Country Executive

Global Technology Services

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People in the Core of IBM Services Business: People & Talent Management

Services business is about people, tools and processes

Developing talent is the key mission for management in services business

Aligning personal performance to IBM strategy and goals: Personal Business Commitments

Developing talent and careers: IBM CareerSmart Career Framework

Ensuring personal development: Think40

Matching talent to job opportunities: Global Opportunity Marketplace, 5 minutes drill, IBM Expertise Locator

Special leadership development opportunities, such as IBM Corporate Services Corps, combining leadership development and social responsibility

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Personal Business Commitments

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Key elements for your career

EXPERTISE CAPABILITIES LEADERSHIP

Job Role

Expertise:

Develop deep skills and expertise specific to your job

Career

Capabilities:

Build a broad set of capabilities to advance your career

IBM

Competencies:

Demonstrate the leadership that distinguishes IBM

Demonstrating Leadership:

IBM Competencies


Career Framework - the basics you need to know

Actualizing IT solutions

Consulting

Defining Architectures

Demonstrating Leadership: IBM Competencies

Developing and Supporing Products

Enabling the Globally Integrated Enterprise

Enabling a Globally Integrated Supply Chain

Implementing Technical Products

Managing the Client Experience

Managing Projects and Programs

Providing Industry Insight

Selling

Supporting IT solutions

Thought

Leader Entry Foundation Experienced Expert

1

All employees has a unique combination of capabilities most of us focus on one or two but this varies depending on experience. Sellers typically have Selling and Providing Industry Insight as their capabilities.

The framework has five capability levels. Each level is a milestone in career growth and linked to employee band levels.

The validation process determines if an employee has successfully demonstrated the capability statements required at a selected level for the capability he/she wish to advance in. The validation process is triggered by the employee who request a new level in Career Framework. As first line manager you may not be the only reviewer of your employees package, but you will always be the first one to review the package.

IBM

Cap

ab

ilit

ies

For each capability the five capability levels are described in so called capability statements - short descriptions of activities and behaviors employees typically perform to drive client value on that level. In general greater independence, a broader scope of influence and more complex work is required at higher levels.

Band 6

Band 7 v

Band 8 v

Band 9 v

Band 10 v

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IBM Competencies http://learning.atlanta.ibm.com/hr/global/learningsuites/competencies.nsf/Pages/HomePage

Embrace challenge

Partner for clients' success

Collaborate globally

Act with a systemic perspective

Build mutual trust

Influence through expertise

Continuously transform

Communicate for impact

Help IBMers succeed


Integrated view of Competencies, Skills, and Capabilities

Input

Skills

(Expertise Assessment)

Job Role-Specific, linked to development and training for a specific role

I want to perform better in my job by developing new

skills and demonstrating that I have mastered these skills.

Capabilities (demonstrated behavior + experience + knowledge + education)

linked to career progression

I want to progress in my career.

Competencies

Behaviors for all IBM employees across all jobs

and all business units

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Think40

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IBM Expertise Locator

Browser / Smartphone / Tablet application to find expertise anytime anywhere

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Global Opportunity Marketplace

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Corporate Service Corps

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HR Strategy Aligned With Business To Succeed

Kirsi Melander

HR Partner

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Think Future and the Future of Work - 2011

The future landscape will be dynamic, complex, and uncertain

The speed of change is exponentially increasing Globalization of the work environment creates new opportunities for collaboration Hyper-connectivity is increasing, especially the use of social networks Skills and capabilities of the workforce must keep pace with a constantly evolving work New Labour Markets will evolve Labour Resources will come from different facets of life and different regions like aging populations and through hyperconnectivity

The Global Economy as we look at the Future

The world economy will be two-thirds bigger in 2020 than in 2005. China and India will be among the fastest-growing economies.

The Digital Age is here

YouTube claims to receive 24 hours of video every minute

The Volume of Data doubles every 18 months

Changing demographics will have a significant impact

Changes in the population pyramid


Think Future and the Future of Work - 2011

Other significant changes in the way we work

The global labour market is looking more like a free economy where people compete for jobs based on their reputation value, rate, skill

The workforce is building strong relationships through collaboration tools and social networks

The structure of work is to be more flat, not hierarchical

A globally connected workforce requires significant changes in all facets of life -

education, corporate governance, regulatory and political environment etc.

Opening the borders to enable a true global business environment (visa-less federation, tax-reciprocity etc.)

Less regulation over labor controls, taxation, employment quotas, retirement & disability benefits and information/data privacy laws

Government investment in education and technological infrastructure

Collapsing / unification of educational credential standards

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2014 IBM Corporation 27 September, 2011

Develop deep expertise in business, HR,

execution methods and systems thinking

to enable IBMs ability to produce value for clients, IBMers, investors and

communities

Use technologies to capture, analyze

and integrate data that will yield rich

insights and advance the science of

predicting, shaping and adapting to

business trends

Use contemporary technologies and

techniques within the HR community to

enable seamless global communication

to develop, test, refine and implement

the best ideas

IBMs HR Strategy requires capability now and in the future


One Purpose

Nine Practices Three Values

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Leadership development and corporate citizenship Heli Tiainen

Senior Consultant, Strategy & Analytics

IBM Global Business Services


Leadership development and corporate citizenship

IBM Corporate Service Corps program

Program benefits

Program participation

My experience

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Agenda

16


Individuals

To get a unique set of

leadership opportunities and

training experiences

Company

Increased knowledge and

understanding of the growth

markets

Communities

To have their problems solved

TRIPLE BENEFIT

What is IBM Corporate Service Corps?

Global IBM initiative designed to provide government, small business, educational

institutions, and non-profit organizations in growth markets with pro bono consulting work

to help improve local conditions and foster job creation

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CSC is one of the most appreciated and innovative global leadership courses in the world


"IBM is making real some

new ideas about what it

means to be global that were

just a lot of talk before Harvard Business Review

We want them to have a transformative experience, so theyre shaken up and walk away feeling theyre better equipped to confront the challenges of the 21st century. G. Tesla

This is not just traditional philanthropy

or volunteerism. Our

goal is to start building a

new generation of global

leaders.- S. Palmisano

Said about the IBM Corporate Service Corps

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Learn more at www.ibm.com/corporateservicecorps

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Corporate Service Corps: 2400+ participants since 2008 on over 1000 projects in more than 30 countries

Corporate Citizen & Corporate Affairs


Huge leadership development and significant management support

Corporate Citizen & Corporate Affairs

Employees say

97%: I would recommend a colleague to apply for the CSC program

93%: Compared to other leadership experiences at IBM, this was the best

90%: CSC increased my leadership skills

82%: My CSC experience increased my desire to continue my career at IBM

Managers say

90%: I would recommend another employee to apply for the CSC program

89%: Employee increased his/her understanding of businesss role in society

78%: My employee shows improved attitude and motivation

Leadership development video: https://www.youtube.com/watch?v=q

asrtWm9h24

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5th Anniversary video: https://www.youtube.com/watch?v=x

wgMRtHxIgQ

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Participation in the CSC program

Pre-executive employees (bands 6-10) from all roles who have At least 2 years of IBM experience Top performance Commitment to community service Manager endorsement

Application period once a year in the spring, highly competitive selection process

Former CSC participants volunteer in the selection process and also mentor the new teams being deployed

IBM Executive Service Corps, an extension to CSC, was established in 2010 to enable executive level employees participate in similar leadership development


From participants perspective, its a full experience planned with 3 phases

1 2 3

4

5 6

Pre-work 40-60h

In-country 4 weeks

Post-work 20-30h

PREPARE

ON FIELD

SHARE

Virtual teaming E-Learning Pre-Project

Re-entry tasks Presentations

Interviews

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Why did I apply to CSC?

I wanted to...

1. Challenge myself by working

in a place that is totally

different

2. Use my skills and expertise

for a good cause and

experience new, meaningful

ways to make a difference on

the society

3. Learn about myself and my

global team of fellow-IBMers

Global IBM initiative designed to provide government, small business, educational institutions, and non-profit organizations in growth markets with pro bono consulting work to help improve local conditions and foster job creation

Everyone who has participated has said that

it is an amazing experience!


CSC Kenya 8 Team: 15 members representing 12 nations

Mariana

Brazil

Raghuveer

India

Bakul

United States

Jackie

Canada

Shane

China

Tiago

Brazil

Rajesh

India

Luke

United States

Daniela

Chile

Heli

Finland

Dominic

Ireland

Ulla-Britt

Sweden

Maria

Slovakia

Alexandra

Netherlands

HS

Singapore

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CSC Kenya 8 Team 4 Sub-teams and projects

Women Enterprise Fund: strategy for empowering women through partnerships

Federation of Kenya Employers: national framework for university internships

Kenya Agribusiness & Agroindustry Alliance: dairy & rice value chain development

Strathmore university: Mobile application development with students


Employers association FKE is bridging the gap between education and industry needs

Kenya has large youth population, high level of unemployment

Universities are out of touch with requirements of todays business and society

Critical mismatch between the skills expected by employers and those of youth

The Federation of Kenya Employers (FKE) provides value-added services to employers to strengthen their ability to attain competitiveness

FKE wants to create new national internship framework between educational institutions and companies to prepare todays university students to be productive employees and members of Kenyan workforce

40

21


Following weeks full of scheduling and conducting interviews around Nairobi, analyzing and building recommendations

41


Leading practice examples from other countries internship programs

5 step internship process, describing the stakeholders, tools/templates required for each step (e.g. Employers guide for setting up an internship)

3 simple actions FKE can take immediately with employers, universities and students

We delivered the following.

42

22


CSC Community Service Days

Jacaranda School for the mentally handicapped children

Strathmore university


Experiencing the culture

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Thanks for your time!

45


Wrap-Up + Q&A

How to choose right people to right positions? How to ensure/know that everyone works according to the strategy and goals? How is individual talent developed? How are they awarded/compensated? How are individuals managed and taken care of? How to get feedback from partners? What has been difficult or problematic? What, in your opinion, are the factors that enable you to succeed as a manager? What HR specialist services to you personally use? What HR services does you project team use?

How do you know that the procedures targeted to personell are in align with your companys strategy?

Is there a specific HR strategy? If yes, what is it and how was it set up? Who are developing it? When is it updated?

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https://www.facebook.

com/IBMFI

IBM Finland Student Careers and Community


http://www-

935.ibm.com/services/us/g

bs/thoughtleadership/

TU-53 1112 Visit Slides 2

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