TALENT DEVELOPMENT and CAREER MANAGEMENT at IBM

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TALENT DEVELOPMENT and CAREER MANAGEMENT at IBM

• Presentation for the HRN
• Warsaw, April 2004
• Sissy Wolf

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Agenda

• IBM VALUES
• TALENT DEVELOPMENT
• Policies Rules
• IBM Learning Strategy and Common Policies
• Achievements
• Practices
• Talent identification
• Build Your Expertise
• CAREER MANAGEMENT
• Policies Rules
• All about Career Management
• Practices
• Tools and Processes

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IBM VALUES

• Dedication to every clients success
• Innovation that matters - for our company and for
  the world
• Trust and personal responsibility in all
  relationships

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TALENT DEVELOPMENT Policies Rules

• IBM Learning Strategy and Common Policies
• Why Skills matter
• Learning Solutions from IBM
• 4 Tier Learning Model

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TALENT DEVELOPMENT Policies Rules

• Why Skills matter
• We are a services company. People and skills are
  our product
• One measure of IBMs market value is the
  expertise and skill each individual brings to his
  jobs
• Developing and maintaining top skills is a
  strategic issue that influences IBMs long term
  competitiveness
• Our skills are also a signal to customers,
  stockholders and competitors of IBMs potential
  for growth and success

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TALENT DEVELOPMENT Policies Rules

• 4-Tier Learning Model
• Learn from Information
• Read it, See it, Hear it Internet
• Learn from Interaction
• Examinate it, Try it, Play it
  Multimedia
• Learn from Collaboration
• Discuss it, Practice it with Others
  Collaborative
• Learn from Co-operation
• Get together, Build Communities and
  Relationships Face-to-Face

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TALENT DEVELOPMENT Achievements

• IBM Our Learning ExperienceIBM has helped
  organizations in a variety of industries and
  around the globe with the challenges of
  implementing learning solutions that align
  learning to corporate and public service
  priorities.
• IBM learning programs were ranked 1 in Training
  Magazine's "Training Top 100" list for 2004
  improving the second place won in 2003. IBM is
  the only company that has been in the top 5 in
  the three years the magazine has created the
  list.
• IBM Lotus Learning Management System (LMS) was
  selected as recipient of the Top Training
  Products 2003 Awards by HR Executive Magazine,
  the premier publication focused on strategic
  issues in HR. Products were awarded based on
  economy of resources and creativity in software
  or Web applications. (September 2003)

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TALENT DEVELOPMENT Achievements

• Analyst firm, Gartner, Inc., has recognized IBM
  in the "Leaders" quadrant in two magic quadrant
  reports on e-learning "2003 E-Learning Suite MQ
  Beyond Partial Suites" and "2003 E-Learning
  Content Magic Quadrant." (February 2003)
• IBM was presented with a Silver Excellence in
  E-Learning Award for Innovative Technology by
  Brandon Hall. The award recognizes IBM's
  LearningSpace Everyplace, a mobile learning
  solution based on IBM Lotus e-learning software
  (September 2003)
• IBM has won multiple awards for its blended
  learning Management Development programs aimed
  at IBM staff worldwide - sharing our expertise
  with customers through customized e-learning
  solutions/programs.
• Approximately 48 percent of all IBM-employee
  training was done via e-learning in 2002, with an
  associated cost reduction of more than 350
  million

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TALENT DEVELOPMENTPractices

• Talent identification /Talentgroups
• Executives Resources for executive positions
• Technical Resources for technical positions
• Top Talent for management positions
• Focus on creating a pipeline of diverse talent
  pools based on performance, potential for
  significant long-term contribution and
  criticality
• Use pools for selecting candidates for key
  positions or new management appointments
• Special focus on long-term development and
  retention, mentoring
• Identification early in career and accelerated
  development
• Common and consistent global approach
• Results Enhanced organisational capability,
  improved leadership, better retention

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TALENT DEVELOPMENTPractices

• LDC
• Identification tool
• Formal and standard process
• Assessment Center concept
• The initial identification is done by the Manager
  and then reviewed by BU executives up to European
  Level
• Goals
• Understand strength and development needs
• Identify goals and action plans

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TALENT DEVELOPMENTPractices

• Build your expertise
• Competencies Based Model
• Foundational Competencies
• nine core competencies which provide the
  foundation for employees professional growth and
  establish a common standard of excellence across
  IBM
• Adaptability, Client Focus, Communication,
  Creative Problem Solving, Drive to Archive,
  Passion for the Business, Taking Ownership,
  Teamwork Collaboration, Trustworthiness
• Sales Competencies
• Leadership Competencies

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TALENT DEVELOPMENTPractices

• Build Your Expertise
• Employee Development Cycle
• Personal Business Commitments (PBC)
• Individual Development Plan (IDP)
• General Learning Resources
• Specific Learning Areas
• Leadership Development Resources
• Manager and Executives
• Mentoring
• IBM Coaching Simulator
• Edvisor
• Manager Action Net

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TALENT DEVELOPMENTPractices

• General Learning Resources
• Learning Navigator
• Learning Roadmaps
• IBM Global Campus
• External Education
• Knowlegde Management (KM)

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TALENT DEVELOPMENTPractices

• Leadership Development Resources
• Mentoring
• Mentoring helps develop future generations of
  IBM leaders and provides opportunities to learn
  from our current leaders
• IBM Coaching Simulator
• is an interactive online application to help to
  practice and learn the competency of coaching
• help to develop the coaching skills
• based on scenarios developed from actual IBM
  situations.

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TALENT DEVELOPMENTPractices

• Leadership Development Resources
• Edvisor online tool targeted to help managers
  with their leadership and management development.
  
• Offers managers a diagnostic questionnaire that
  creates a personalized development plan.
• Manager Action Net provides a unique venue for
  IBM Managers to collaborate and interact with
  other managers throughout the organization
• topics and ideas aggregated via a portal that
  enables any manager to access or to contribute to
  any best ideas and shared knowledge from any
  business unit in the company.

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CAREER MANAGEMENTPolicies Rules

• What is IBM Career Management process?
• A step-by-step, structured approach to help
  individuals become career resilient.
• To find new career opportunities
• Continuous and flexible
• Designed to enable individuals to enter at any
  stage, using the information and resources they
  specifically require. Understand that each
  employee must take ownership of his career

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CAREER MANAGEMENTPolicies Rules
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CAREER MANAGEMENT Practices

• What are the Tools and Processes used for Career
  Management at IBM
• Career Talks
• Virtual Career Coach/Mentor
• Learning Classes for Managers
• eLearning
• PBC, IDP, PSU
• Job Sculpting, Job Rotation, Shadowing
• Job Posting Best Person For the Job