Diversity and Talent Management Practices at IBM

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Case Details:

Case Code : HROB089
Case Length : 14 Pages
Period : 1995-2005
Organization : IBM
Pub Date : 2006
Teaching Note :Not Available
Countries : US
Industry : IT

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This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.

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Work Force Diversity at IBM

Diversity at the work place in the US originated from the concept of EEO in the 1940s. At IBM, Watson Jr. issued the first equal opportunity policy letter in 1953. Later, it came under government compliance under the Civil Rights Act of the US in 1964.

With the onset of 'globalization' in the 1980s, organizations initiated efforts to broaden their marketplace. In an attempt to sustain themselves amidst the continuously increasing competition, they started doing business across the world. This trend made it important for them to focus on diverse cultures across borders in order to offer products and services that suited the specific needs of different markets...

Recruiting People with Disabilities

IBM had a well-structured plan in place for recruiting and training people with disabilities. The recruitment specialists and hiring managers were specially trained for this purpose. In each business unit, IBM had 'line champions' - the managers experienced in hiring and working with people with disabilities - to facilitate the recruitment process. The company also worked with various educational institutions for campus recruitment of such candidates (Refer to Exhibit III for various programs conducted by IBM to recruit people with disabilities). Besides, IBM had a diversity website where prospective candidates with disabilities could submit their resumes directly...

Work/Life Balance

As one of its major employee retention strategies, IBM offered a comprehensive work/life balance program based on the following seven principles:
• Employees must take responsibility for their own work/life balance needs.
• Work/life balance should have a positive impact on all employees involved.
• Quality of output is more important than the amount of activity.
• Teams should be flexible when balancing working and personal needs.
• Employees must be treated as individuals.
• Ongoing performance and contribution are a prerequisite.
• Achieving work/life balance is hard work and ongoing...

Excerpts Contd... >>


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