One of the things I found particularly interesting was how IBM’s focus on collaboration has supported its HR (and broader business) transformation. Collaboration is culturally expected, and takes place across geographies, timezones and divisions. IBM is therefore a “globally integrated enterprise” or a “post multi-national” and feels the same wherever you touch it.
This culture itself has been supported by social networking (‘same time’ instant messaging, blog central, wiki central, podcasting, social networking and tagging), jamming and knowledge management, and IBM’s opportunity marketplace, allowing employees to access self-service HR information, but also other jobs within IBM (managers finding people and people finding managers).
More recently, the HR transformation has also shifted focus to facilitate increased global collaboration:
- Region HR model based on client locations, allowing high touch engagement with business units
- Globally integrated teams of skilled HR professionals and subject matter experts
- New global teaming and collaboration regardless of business unit
- Workforce programmes matching employees to opportunities.
Also see this post on IBM’s matching process.
And these articles on Tim Ringo’s session:
- http://www.peoplemanagement.co.uk/pm/articles/2010/04/hrd-2010-hr-praised-for-role-in-business-turnaround-at-ibm.htm
- http://www.personneltoday.com/articles/2010/04/23/55343/ibm-crowd-sourcing-could-see-employed-workforce-shrink-by-three-quarters.html
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