Lucy M. Chan, Director, Growth Markets Business Development, IBM Corporation
May 7, 2011
Work/Life Integration at IBM
© 2011 IBM Corporation
2011
IBM Work/Life Program
Heritage 1956 – to Date
2010
2009
2001
1999
1997
1992
1980’s
1986
1983
1966
1956
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4th Global Work
Life Survey
Work Life Zone
Global Work Life Fund
FWO’s in 11 LA countries
Regular Part-Time
FWLOA extended to 5 years
Individualized Work Schedules
First Work Life Survey
Child Care Resource & Referral
Special Care for Children
Leaves of Absence
© 2011 IBM Corporation
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
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© 2011 IBM Corporation
IBM Corporation
Executive Quote
"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
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© 2011 IBM Corporation
Mobility is a continuous journey
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 productivity
Generate significant cost savings
Improve attraction and retention of talent
1995: 10,000 employees
in the US
Target Workforce Segments
Sales
Client Services & Support
5
1998 – 2000: Global
implementation
2010: 160,000
formally identified
remote workers
2011: Workplace of
the Future; enable
full mobility
Increasingly, more jobs can
be performed remotely
© 2011 IBM Corporation
The Changing Work Environment in IBM
1998
H (home)
0.4%
M (mobile)
10.6%
2010
C (customer)
1.4%
T (m u l ti o ffi c e )
1 .0 %
C (c u s to m e r)
3 .0 %
H (h o m e )
8 .0 %
Un k n o wn
4 .0 %
N (non-office)
13.1%
M (m o b i l e )
2 1 .0 %
S (o ffi c e
6 1 .0 %
N (n o n o ffi c e )
2 .0 %
S (office)
74.5%
6
© 2011 IBM Corporation
Flexibility Principles
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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
© 2011 IBM Corporation
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
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© 2011 IBM Corporation
Work Life Tools
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© 2011 IBM Corporation
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
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© 2011 IBM Corporation
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:
•
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Australia, Brazil, Canada, France, Germany, Japan, Switzerland
© 2011 IBM Corporation
IBM achieved cost savings and improved client & employee
satisfaction through mobility
(hidden) Company Benefits





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
(hidden) Real Estate Savings
(hidden) Employee Benefits
 Mobility centers saved 2 million square
feet and 7,500 workspaces
 Savings and/or cost avoidance of
approximately $100 million each year





(hidden)
Environmental Benefits
 Eases traffic congestion on freeways
 More efficient energy use
 Cleaner air - 1990 federal clean air act
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Customer Benefits
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
© 2011 IBM Corporation
Mobility @ IBM : Summary
Then and Now
 IBM began to formalize mobility as
a program in 1995
 Today more than 40% of IBM’s
workforce works remotely
Benefits
 Significant Real Estate cost
reduction
 Supports Green initiatives
 Enhances workforce productivity & morale
 Supports global integration and business
continuity
Critical Success Factors
 Holistic approach and cross-functional program
support
 Clear mobility policies – HR, technology,
expense, procurement, etc
 Technology as an enabler
 Executive Champion
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Getting There
 Define objectives and align to business strategy
 Identify program champion and owner
Governance Education
Technology
Policies
Metrics
 Formalize the program Processes
 Pilot and adjust
 Continuously improve
© 2011 IBM Corporation
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
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© 2011 IBM Corporation
Workplace of the Future recognizes and supports generational
diversity
Experienced workers
(Age 50 +)
growing as % of workforce
wisdom and intellectual
capital of the organization
email
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Mid- career
(Age 35 – 50)
shrinking as % of workforce
essential professionals
and middle managers
instant messaging
New generation
(born after 1980)
growing as % of workforce
critical to long-term viability
and innovation
social networking
© 2011 IBM Corporation
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
• Education
• Processes and Controls
• Enablers
• Policies
• Metrics
 Conduct a trial, refine the program, expand
 Assign program ownership
 Continuously assess and update
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Thank-you!
Lucy M. Chan, IBM
lmchan@us.ibm.com
© 2011 IBM Corporation