...IBM Global Business Services Human Capital Management Achieving success in a globally integrated world: Enabling an adaptable workforce 2 You’ve remodeled your supply chain. Optimized your IT infrastructure. Overhauled your financials. But you’re still not getting the results you expect. So what’s missing? Like many companies, you may be overlooking your most valuable asset: your people. While human capital is an organization’s single largest resource, many companies don’t utilize their workforce to its fullest — even when they’ve been successful in maximizing other strategic business areas — leaving a huge opportunity untapped. By looking to the workforce to improve enterprise adaptability, innovation and productivity, corporate leaders can differentiate their businesses and stay ahead of the competition. Yet, to achieve true differentiation, companies must develop a more responsive, flexible and resilient workforce by finding better ways to source talent, allocate resources across competing initiatives, measure performance and build vital capabilities and skills. This requires developing programs that focus on workforce performance, identifying and employing talent globally, working collaboratively to accelerate change, generating innovation and producing measurable business results — now and into the future. 3 Providing solutions based on solid research IBM’s Global Human Capital Study 2008, which reflects the insights of over 400 senior executives...
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...Management of Human Resources HR is the key to organizational success or failure. HR policies and practices must be tired to overall organizational strategy. Discuss with examples, how the organization can develop competitive advantage through superior Human Resource Management. In order to ensure organizational success, there are various things to keep in mind. Firstly we need to define the organization strategy. What is an organizational strategy? Kay states that strategy is about the achievement of competitive advantage which, in his view, is based upon an organizational identifying, developing and applying to relevant markets its distinctive capabilities, which are most often derived from the unique character of its relationships with its suppliers, customers or employees.’ The strategy would include aspects such as cost minimization which would involve optimum utilization of resources at minimum possible cost, this a traditional approach, on the other hand an organization could adopt profit maximization strategy which would involve taking risks and thus a more unconventional approach. Typically once the strategy is prepared the focus is on accomplishing these objectives. But how can this be done? Do you remember the first day at work? It’s a mixed feeling of nervousness and excitement. You get all geared up to commence our first assignment and go to the managers cabin and get all the required details of the assignment. But what is the most crucial thing in order...
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...To excel in today’s global market, it is important to understand the cultural differences that exist. A global leader is capable of being flexible and managing across cultures. The Global Human Resource Management (GHRM) and Human Resource Management (HRM) perform similar duties, but are faced with different challenges. “Most HR professionals no longer question that there are important cultural differences between nations that might influence the effectiveness of HRM policies and practices” (Ivancevich & Konopaske, 2013, p. 99). The ability to understand and adapt, has a huge impact on an organization, and its likelihood to succeed when doing international business. Holfstede’s Cultural Dimensions Theory Geert Holftsede is a Dutch social psychologist and former IBM employee. Holfstede traveled internationally when working for IBM and was the head of the Personnel Research Department. Holfstede studied differences amongst different cultures. Between 1967 and 1973, he conducted a large survey containing samples from 117,000 IBM employees; he compared value scores from the database. “The data covered more than 70 countries, from which Hofstede first used the 40 countries with the largest groups of respondents and afterwards extended the analysis to 50 countries and 3 regions” (Natural Cultural Dimensions, 2014). Based on Holfstede’s theory there are five dimensions of national cultures: power distance index (PDI), individualism (IDV) vs. collectivism, avoidance of uncertainty...
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...a marketing issue. CEOs, senior line and HR management, and diversity leaders play a key role in this process. For that reason, for example, IBM decided to view the issues surrounding diversity on a global scale from the workplace to the marketplace. That’s is why IBM has created an innovative global strategic framework that it is “as broad and diverse as the costumer base it serves in 165 countries” (Human Resources Management, 2005, Vol. 44, No.1, p. 75). In the article written by J.T. (Ted) Child Jr., the Vice President of Global Workforce Diversity for IBM acknowledges the importance of workforce diversity to their business, culture as well as a keystone of their values. He recognizes that HR department plays a large role in instituting diversity, however the company must come together to achieve that purpose. Managers at IBM are asking all the right questions when implementing the key principles of diversity. The company reflects the broad variety of costumer it has at all levels. Effective marketing happens when the company identifies the needs of costumers, therefore delivering products and costumer service that fulfills demand, whether is a religious practice, race, gender, disability, sexual orientation, it must contain passion and leadership. To illustrate the idea of leadership, J.T. (Ted) Child Jr., during his 37-year career takes by example and inspiration Jackie Robinson of the Brooklyn Dodgers and Tom Watson Jr. of IBM. In 1947, Robinson was the first...
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...Hanna Gail F. Emia 22 AUG 2014 GLOBMGT K32 Quiz #2 Lenovo Acquisition of IBM A. What is the staffing policy that Lenovo is pursuing? When Lenovo acquired IBM late in 2004, IBM's PC division employees were promised that they will be receiving the same or comparable compensation and benefits that they received under IBM. They can either accept being a Lenovo employee or resign with no separation pay from IBM. Another shocking factor to the change was that the former head of the PC division, Stephen Ward, was appointed as CEO. Lenovo realized that the acquisition would have all been in vain if the key people in the organization leave, thus the decision came about the new CEO. All these are indications of a specific staffing policy: a geocentric policy. In a geocentric staffing policy, the main focus in hiring and retaining employees are based on their skills and capabilities. This means that there are less focus on factors such as gender, race, age, or on whether the employee came from the parent or the host country of the organization. B. What strategy do you think the company is pursuing? Does its staffing policy match its strategy? In my opinion, Lenovo was going for a transformational strategy. Transformational strategy goes beyond the usual business operations of the organization. It is a strategy that encompasses the organization's human resources, processes, and technology. Transformational strategy requires radical changes to these key factors in order to cope...
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...HrUdbhav( HR club of MDIM) organized its first HR Meet “Samanvay’15” on 19th & 20th September, 2015. This very first edition of HR Meet was based on the premise that the overall HR scenario in India and at the global level is undergoing a sea change. HR is no more a staff-function; rather it has acquired an agile role. Subsequently many HR managers, unlike in the past, are becoming strategic business partners. They possess significant leadership qualities and are capable of managing organizational change. They are actively involved in redefining culture of the organization. At the same time, they are facing increasing challenges in their search of high HR performance to retain talents and build engagement in the workplace. This Conclave intended to bring eminent and senior professionals from the industry who has significant achievements to their credit. It acted as a rendezvous for the participants to listen to views and experiences pertaining to the emerging challenges in HR. The conclave also extended an opportunity for individuals associated with the field of HRM, namely the corporate managers, faculty members and students, to learn and interact with each other. This enriched the audience and lead to an awakening among them. The panelists shared their experiences and created learning on the HR related best practices which they have been experiencing in their organizations. The event saw active participation both from industry and academia. Senior executives from IBM, ACC,...
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...In 2004, IBM got the award for best staffing and recruitment practices. IBM deliberately asked the recruitments manager to hire people of different social and cultural groups, people from different ethnicity, from different cultures, of different genders, different age groups, to bring a mix of all the diversities. The idea behind this was to make use of the talent of every person unique to him from various parts of the world and society. It helped IBM to grow many folds, as with diverse group of people, now they have more ideas to work upon and more people to criticize and refine the products. The same year company launched the Talent marketplace, which supported employees to find the most suitable job across different organizational units within the company. Analysts around the world keep the success crown on the head of the diverse workforce employed by IBM from almost every country in the...
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...Benchmarking in HR/ HR Balanced Scorecard /SEM SAP AG HCM EMEA - public - Agenda Benchmarking Balanced Scorecard © SAP AG 2002, The HR Balanced Scorecard, Dr. Martina Schuh, Page 2 Agenda Benchmarking Balanced Scorecard © SAP AG 2002, The HR Balanced Scorecard, Dr. Martina Schuh, Page 3 Benchmarking – Definition Benchmarking is the comparison of similar processes across organizations, companies and industries to identify best practices and develop improvement plans and actions (Score Research) [ Learn from the best by enterprise comparison!!! ] [ Learn from each other by enterprise comparison!!! ] © SAP AG 2002, The HR Balanced Scorecard, Dr. Martina Schuh, Page 4 Integration with Benchmark Provider: Data Flow Payroll Benchmark Provider SEM Measure Catalog (HR Measures) Administration 0100010101 1011001010 1101001010 1010100011 1010100101 1011010101 1001010101 XML Time Management HR Benchmarks Business Content Benchmarks from Provider 0100010101 1011001010 1101001010 1010100011 1010100101 1011010101 1001010101 XML Developments BW Rel. 3.0 HR InfoCube for external Benchmarking © SAP AG 2002, The HR Balanced Scorecard, Dr. Martina Schuh, Page 5 Measures: Data Flow SAP SEM Objective/Measure Actual Plan B.mark Develop key skills Strategic skills available 17 26 25,5 Employee retention 73 70 68 Improve corporate culture Employee satisfaction 9,1 8,5 9,0 Measure Builder Measure definition Balanced Scorecard MEASURES are defined from a purely business point...
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...MANAGING WORKFORCE DIVERSITY AT IBM: A GLOBAL HR TOPIC THAT HAS ARRIVED J. T. (Ted) Childs Jr. To be successful, global companies must continue to look toward the future, and CEOs, senior line and HR management, and diversity leaders play a key role in that process. Workforce diversity cannot be delegated; it must be a partnership. Although the HR team plays the key staff role, total delegation from the top, without active involvement, is a recipe for failure. IBM considers diversity a business imperative as fundamental as delivering superior technologies in the marketplace. To ensure that talented people can contribute at the highest possible level, the company insists on a workplace that is free of discrimination and harassment and full of opportunity for all people. © 2005 Wiley Periodicals, Inc. Today, workforce diversity is a global workplace and marketplace topic. Any business that intends to be successful must have a borderless view and an unyielding commitment to ensuring that workforce diversity is part of its day-to-day business conduct. Success also must be measured as it pertains to a company’s composition and program content. A company’s management team must ask itself, “Do we look like our customers, at all levels of our business?” “Do our programs reflect an understanding of the demand for talent in a competitive worldwide marketplace?” “Is our business culture one that fosters inclusiveness and tolerance in each country where we do business?” and, most...
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...Taleo Case Study IBM Taps Taleo to Provide Recruiting Technology for Global Outsourcing Clients In today’s challenging economy, now more than ever, strategic recruiting must adapt to the business cycle. There are fewer requisitions and more candidates clamoring to fill them. And in large global organizations, there are competing challenges as well – multiple ERP systems; regional applicant tracking systems; organizational complexity driven by M&A, divestures and legal compliance. In times like these, many companies simply trim headcount and hope to wait out the storm. IBM sees this as a time to transform talent management for business, clients, and the world. IBM sees a vision of a smarter planet, one that is instrumented, interconnected and intelligent. It is putting this vision into action with solutions such as smarter energy grids, smarter traffic management and a smarter healthcare infrastructure. IBM believes that now— when the going is the toughest— is the time to invest in the future. Why? Because the companies that focus on value, exploit opportunities and act with speed will come out of these tough times the strongest and the most capable of competing and winning in the marketplace. This is precisely why IBM turned to Taleo when it decided to invest in Recruitment Process Outsourcing (RPO) in 2008. In 2004, IBM launched its Human Resource Outsourcing (HRO) practice to enable Fortune 500 clients to make the most of globally integrated workforces and drive better...
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...Castle’s Family Restaurant Business Plan: Stage III DeVry University December 11, 2011 Table of Contents Table of Contents --------------------------------------------------------------------------------- 2 Executive Summary ------------------------------------------------------------------------------- 3 Introduction ----------------------------------------------------------------------------------------- 4 Company Review ---------------------------------------------------------------------------------- 5 Business Analysis -------------------------------------------------------------------------------- - 6 HRIS Type/Comparison -------------------------------------------------------------------------- 7 HRIS Recommendation -------------------------------------------------------------------------- - 8 Conclusion ------------------------------------------------------------------------------------------ 9 Reference -------------------------------------------------------------------------------------------- 10 Executive Summary This restaurant business plan is for Castle’s Family Restaurant, eight medium-sized restaurants located in small unique cities throughout Northern California. One of the primary business characteristics of Castle’s is to project a food business which can easily provide the best products and services to its customers. Castle’s offers two distinctive dining rooms and menus: the Castle Room, an elegant dining...
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...The Globalization and IHRM of Lenovo ⅠIntroduction Lenovo Group Limited is a Chinese multinational personal technology company that develops, manufactures and markets desktop and notebook computers, workstations, servers, storage drives, IT management software, and other related products and services. Lenovo was incorporated in Hong Kong in 1988 under its previous name, Legend.[1] Lenovo's principal operations are located in Morrisville, North Carolina, Beijing, China and Singapore. (Global Headquarters : The United States Raleigh ( North Carolina Research Triangle Park ) (The main R & D centers: Beijing, China, Japan and Japan, Shanghai, Shenzhen and the United States, North Carolina, Raleigh (Production base and assembly facilities: Beijing, Shanghai, Huiyang and Shenzhen; India's Pontiac Lee (Pondicherry,); Monterrey, Mexico (Monterrey,); the United States Greensboro (in Greensboro); and in the global contract manufacturing and OEM Lenovo is the world's second largest PC maker and markets the ThinkPad line of notebook PCs and ThinkCentre line of desktops. These brands became part of Lenovo's offerings after its 2005 acquisition of IBM's personal computer business. Lenovo also sells the IdeaPad line of notebook computers. Lenovo markets its products directly to consumers, small to medium size businesses, and large enterprises, as well as through online sales, company-owned stores, chain retailers, and major technology distributors and vendors. 1.Joint ventures,...
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...viable and profitable business. Due to these changes, the skills and knowledge held by employees in organizations become outdated, and companies have to rethink how they can train and develop their workers to be able to function in such a dynamic, ever-changing working environment. At the same time, it was important for employers to develop new skills too, to compete in the global market and be competitive (Noe, 2008). So as to cope with these changes and uncertain financial times, training and ongoing learning as part of the employee’s job profile have been given priority, where the time and expenses involved are now being considered to be investments in human capital, allowing companies to realize the full worth of these “assets”. These practices and policies are being taken up by most companies in countries of the western world (Tovey, 2008). There are a number of factors or events which have brought about this shift in thinking where companies and organizations have policies which pertain specifically to the enhancement of employees’ training and encourage ongoing and lifelong learning. The principle behind these policies, one could speculate, is simple and to the effect that these organizations hope to harness and cultivate the strengths and ambitions of employees by providing extensive training and help in the development of the ability of these employees to reach their ambitions within the company over the years to come, and thus offset the costs as investments into human...
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...Generic Benchmarking Worksheet Global Communications Team D |Task A: Problem/Opportunity Statement | |Instructions for Task A: In the Response row, write out the problem/opportunity statements for the scenario for each of the team | |members. | |Response to Task A: | |Name | |Problem Statement | | | | | |In order to meet the requirements of consumer demand and ensure business continuity, Global Communications need to offer better | |telecommunications services for consumers. By implementing their plan to outsource, they will cut labor cost and focus more | |attention on innovation. Before any of this can be accomplished, they have...
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...9-411-097 REV: JULY 21, 2011 WILLIAM W. GEORGE Leading by Values: Sam Palmisano and IBM In 2002 Sam Palmisano became chairman and CE O of IBM, succeeding the legendary Lou E Gerstner. Gerstner, coming from RJR Nabisco and before that American Express, was sought out by the IBM board to replace John Akers as CEO when the c ompany was facing the greatest crisis in its s history; Gerstner took over IBM’s helm in 1994. IBM w as on the brink of bankruptcy, with many r shareholders pressuring management to capture near-ter m value by divesting pieces of IBM. At the time, Gerstner was viewed as one of the few executives w ho could save the compan . ny When Gerstner arrived on the scene, internal IBM te ams were considering splitting IBM into as many as 13 smaller companies, each of which could com pete as an independent en y. Ironically, in ntit the 1980s under the leadership of former CEO John Opel , IBM had fought off an anti-trust suit from the U.S. government seeking to break up IBM into mult iple companies because of its dominance of t the mainframe computer business. In this same time fram AT&T was ordered to separate its longme distance service, local telephone service, manufacturing a nd R&D into independent companies. Gerstner quickly concluded that breaking up IBM wo uld be a mistake of historic proportions. He l recognized that IBM had drifted from its roots of provid ing superior customer service and offering complete systems to its customers...
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