DCA 30th AnniversAry FounDing MeMber CAse stuDy: ibM

For more than a century, IBM has been an iconic brand – a pioneer of progress. IBM sits squarely at the intersection of business and technology. We provide technology solutions and design and business consulting services to help enterprises adapt to change, gain efficiencies, innovate and grow. We help organisations harness the power of cloud, analytics, mobile and other disruptive technologies. Our goal: to make a real difference to our clients’ business, to our clients’ customers and to society in general.

We view the diversity of cultures, people, thoughts and ideas as an imperative to successfully delivering innovative, superior technologies to the marketplace. Our commitment to diversity remains constant, how we execute against that commitment has enabled us to become and remain one of the world’s most globally integrated enterprises.

What that means to us as a company is that while our differences shape who we are as individual IBMers, our shared corporate culture and company values remain central to our mutual success. IBMers around the world work in an environment where diversity – including diversity of thought – is the norm. This in turn, yields a commitment to creating client innovation in every part of our business. Our diversity is reflective of the global marketplace and is integral to our corporate character.

innovation for flexible work

Doing it differently

At IBM we aim to attract and retain the best and brightest minds to ensure we continue to foster thought leadership. IBM’s long-standing commitment to equal opportunity provides the foundation for all our workforce diversity and inclusion programmes.

Offering flexible work practices is a key component of our organisational strategy to support this and a cornerstone of our employee value proposition – IBMers need time to cultivate personal interests and integrate the demands of the job with the demands of their personal lives.

IBM’s key insight to successfully adopting workplace flexibility is to ensure a good understanding of the business case for flexible work: it supports both the business needs and our employees in their work-life balance.

It is also important to educate both managers and employees in regard to their role and responsibility in making it work for the individual and the team around them.

“ Our greatest strength is having a diverse workforce that unites through a shared set of core values; dedication, innovation, and trust and responsibility. Difference is expected, respected and encouraged, so that every IBMer has the opportunity to reach their potential and make a difference.

“ We are constantly striving to develop solutions to help our clients transform and tackle the world’s big problems. So to be essential we need unique thinking and bold ideas that stem from diversity of thought which is why diversity is more important than ever.”

Kerry Purcell Managing Director, iBM, australia anD new ZealanD

“ i am a single parent of two young children. As with any parent, i think the time i spend with them now, while they’re growing up, is the most precious. i am fortunate that my role within ibM allows me to balance my work with my home-life through flexible working hours and a diverse set of communication tools.

“ i am able to manage my work schedule to suit my caring commitments and my work colleagues know they can trust me to get the job done!”

For Andrew Kumar, from IBM Software Sales (above), working flexible hours rather than the traditional 9 to 5 is a great way to balance work with home-life.

Monitoring

IBM’s commitment to diversity and inclusion is driven from the top. IBM’s Diversity Council reports directly into IBM’s Managing Director for Australia and New Zealand. This ensures diversity issues are given equal treatment to other business objectives, thus integrating and measuring diversity targets and objectives as part of overall business performance indicators. Diversity is seen by the leadership team as being instrumental in achieving business success.

Within IBM each Diversity constituency has an executive sponsor, whose role it is to raise awareness and advocate. The executive sponsor works closely with the employee-led Business Resource Group as well as the Diversity Engagement Partner to communicate with employees on new initiatives and programs.

overview

In today’s busy world, there’s no longer a typical working day. Family, sport, study, caring responsibilities and health priorities can all encroach on the traditional work life. That’s why IBM offers flexible work options which allow our employees to make changes to the way they work and better meet their work and personal needs.

Our diversity of employees is key to our continued business success so we believe in creating a workplace culture in which employees can meet their professional and personal priorities, according to their individual needs and those of the business.

IBM has embraced flexible working for more than 15 years. Employees are encouraged to adopt a flexible approach to their work. Our innovative approach to flexible work includes individualised work schedules, part time employment, job sharing, telecommuting and compressed work weeks. It encompasses where, how and when work gets done.

IBM has policies and programs which provide solid support on which to build better work and life integration. When flexible work was introduced, IBM conducted education sessions for managers and employees, provided toolkits and online learning modules to help employees understand IBM’s position on work-life integration, the business benefits and the options available.

Flexible working at IBM is promoted as something for all employees. This is reinforced through regular profiles which feature men and women talking about the flexible work options they use and through our annual focus on flexible working during October ‘Work Life Month’, dedicated to raising awareness about effective flexible work.

10% INCREASE IN WOMEN IN SENIOR LEADERSHIP ROLES

OVER $40,000 RAISED FOR CARE AUSTRALIA

DIVERSITY COUNCIL REPORTS DIRECTLY TO IBM’S MANAGING DIRECTOR FOR AUSTRALIA AND NEW ZEALAND

RAISING AWARENESS AND DONATIONS THROUGH INTRANET NEWS PAGE

REGULAR REPORTING

OF STRATEGIES & OUTCOMES

OFFERINGEMPLOYEES

FLEXIBLE WORK OPTIONS

ACCELERATING THE REPRESENTATION

OF WOMEN AT SENIOR LEVELS

CREATING A MORE GENDER BALANCED LEADERSHIP TEAM

INDIVIDUALISED WORK SCHEDULES

FOR EMPLOYEES

TELECOMMUTINGOPTIONS FOR EMPLOYEES

JOB SHARINGBETWEEN

EMPLOYEES

10% INCREASE IN WOMEN IN SENIOR LEADERSHIP ROLES

OVER $40,000 RAISED FOR CARE AUSTRALIA

DIVERSITY COUNCIL REPORTS DIRECTLY TO IBM’S MANAGING DIRECTOR FOR AUSTRALIA AND NEW ZEALAND

RAISING AWARENESS AND DONATIONS THROUGH INTRANET NEWS PAGE

REGULAR REPORTING

OF STRATEGIES & OUTCOMES

OFFERINGEMPLOYEES

FLEXIBLE WORK OPTIONS

ACCELERATING THE REPRESENTATION

OF WOMEN AT SENIOR LEVELS

CREATING A MORE GENDER BALANCED LEADERSHIP TEAM

INDIVIDUALISED WORK SCHEDULES

FOR EMPLOYEES

TELECOMMUTINGOPTIONS FOR EMPLOYEES

JOB SHARINGBETWEEN

EMPLOYEES

10% INCREASE IN WOMEN IN SENIOR LEADERSHIP ROLES

OVER $40,000 RAISED FOR CARE AUSTRALIA

DIVERSITY COUNCIL REPORTS DIRECTLY TO IBM’S MANAGING DIRECTOR FOR AUSTRALIA AND NEW ZEALAND

RAISING AWARENESS AND DONATIONS THROUGH INTRANET NEWS PAGE

REGULAR REPORTING

OF STRATEGIES & OUTCOMES

OFFERINGEMPLOYEES

FLEXIBLE WORK OPTIONS

ACCELERATING THE REPRESENTATION

OF WOMEN AT SENIOR LEVELS

CREATING A MORE GENDER BALANCED LEADERSHIP TEAM

INDIVIDUALISED WORK SCHEDULES

FOR EMPLOYEES

TELECOMMUTINGOPTIONS FOR EMPLOYEES

JOB SHARINGBETWEEN

EMPLOYEES

10% INCREASE IN WOMEN IN SENIOR LEADERSHIP ROLES

OVER $40,000 RAISED FOR CARE AUSTRALIA

DIVERSITY COUNCIL REPORTS DIRECTLY TO IBM’S MANAGING DIRECTOR FOR AUSTRALIA AND NEW ZEALAND

RAISING AWARENESS AND DONATIONS THROUGH INTRANET NEWS PAGE

REGULAR REPORTING

OF STRATEGIES & OUTCOMES

OFFERINGEMPLOYEES

FLEXIBLE WORK OPTIONS

ACCELERATING THE REPRESENTATION

OF WOMEN AT SENIOR LEVELS

CREATING A MORE GENDER BALANCED LEADERSHIP TEAM

INDIVIDUALISED WORK SCHEDULES

FOR EMPLOYEES

TELECOMMUTINGOPTIONS FOR EMPLOYEES

JOB SHARINGBETWEEN

EMPLOYEES

10% INCREASE IN WOMEN IN SENIOR LEADERSHIP ROLES

OVER $40,000 RAISED FOR CARE AUSTRALIA

DIVERSITY COUNCIL REPORTS DIRECTLY TO IBM’S MANAGING DIRECTOR FOR AUSTRALIA AND NEW ZEALAND

RAISING AWARENESS AND DONATIONS THROUGH INTRANET NEWS PAGE

REGULAR REPORTING

OF STRATEGIES & OUTCOMES

OFFERINGEMPLOYEES

FLEXIBLE WORK OPTIONS

ACCELERATING THE REPRESENTATION

OF WOMEN AT SENIOR LEVELS

CREATING A MORE GENDER BALANCED LEADERSHIP TEAM

INDIVIDUALISED WORK SCHEDULES

FOR EMPLOYEES

TELECOMMUTINGOPTIONS FOR EMPLOYEES

JOB SHARINGBETWEEN

EMPLOYEES

outcomes achieved

Having the right mindset to support flexible work is vital for it to be adopted broadly across the organisation. Changing a culture involves changing behaviours and ways of thinking. Leading by example by members of the Leadership Team is essential, and complemented by ongoing communication and education. This is the approach we take when embedding Diversity principles into IBM. As a result of this approach, we have a thriving Work-Life Integration business resource group that actively works towards employee engagement. Over the years, IBM has seen enormous benefits from cultivating a culture where flexible working is the norm and we know this is highly valued by our employees.

Plans for the future

IBM is delighted to be sponsoring DCA’s breakthrough research project Get Designing! How to Implement & Mainstream Flexibility Through Work (Re)Design. Innovative thought leadership is an integral part of IBM’s make-up, and we consider this essential to our future success. IBM is committed to ensuring that flexible work is accessible to all employees.

Key insights gained

IBM believes work life policies foster employee engagement and productivity. To embed flexible work arrangements, the support of senior leaders and managers is essential. Education of people managers to develop a mindset and focus on results and quality of output rather than amount of activity was critical. IBM Diversity organised manager education sessions and online resources which explained the business case. We feature regular articles in employee newsletters profiling managers and employees who successfully negotiate flexible work arrangements. Every October is designated ‘work life month’ across IBM and promotes our comprehensive suite of flexible work options. Our comprehensive work life policies enable and support employees to propose a flexible work solution that will benefit both the employee and the organisation.

suPPort oF senior leADers is essentiAl

newsletter FeAturing eMPloyees’

ProFiles

every oCtober is DesignAteD

‘worK liFe Month’

eDuCAtion oF PeoPle

MAnAgers is CritiCAl

Diversity council Australia225 George Street, Sydney NSW 2000Phone: (02) 9322 5197 Fax: (02) 9255 8372Email: sydney@dca.org.auwww.dca.org.au